Talent Management Systems Drive Talent Hoarding Not Talent Promotion
By Michelle Malay Carter on October 31, 2007
It?is not too much complex work that burns out employees, but rather too much unchallenging work that leaves employees cynical and opting for self-employment. Most Talent Management Systems are Designed to Hoard Talent, Not Promote It Unfortunately, when you are under employed but conscientious, most self-interested managers reward you, their diligent, go-to employee,?with more of […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Succession Planning, Talent Management | 1 Comment
Succession Planning’s Missing Link – Lunch with Your Boss’s Boss
By Michelle Malay Carter on October 30, 2007
Institutionalizing lunch with the boss’s boss would be to talent management what the Chia Pet was to holiday gift exchanges – an annual, inexpensive, one-size-fits all way to get the job done. The difficulty in spotting high potentials is that?their managers quite frequently don’t like them which, in turn, steers the manager’s manager’s perception of […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Succession Planning, Talent Management | 1 Comment
Employees are Babies Throwing Tantrums Says HR, Their Benevolent Caretaker
By Michelle Malay Carter on October 26, 2007
If there are any HR Professional readers in my audience, please fight with me on this one!? Say it isn’t so. On a post lamenting the fact the HR gets no respect, Karthik raised my blood pressure with the following comment on Gautam Ghosh’s management consulting blog (emphasis mine): “The employee is to be looked […]
Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Will Executives Listen to their Employees via Towers Perrin?
By Michelle Malay Carter on October 24, 2007
You’ve heard the phrase, living well is the best revenge?? I must say it does bring a smile to my face when organizations pay me, as an external consultant, several times what I was making as an internal consultant?to say the same things they reviled me for saying while working inside an organization. In that […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | Comments Off on Will Executives Listen to their Employees via Towers Perrin?
Talent Management – Finding Our Way without a Map
By Michelle Malay Carter on October 20, 2007
My family will be eating food on a toothpick for breakfast, lunch, and dinner this week, as no one showed at my party last night.? Could it have been the directions? It seems organizations are having the same issue with Talent Management.? Everyone wants to go there, but without a common language and total-systems model […]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | Comments Off on Talent Management – Finding Our Way without a Map
Party at My House. You’re All Invited.
By Michelle Malay Carter on October 19, 2007
Mission Minded Management?is doing well, and I want to celebrate.?? Stop by tonight for music, food, and gifts.? I thought I’d pull an “Oprah” and give a car to anyone who shows up.? Just follow the directions below: Drive for a long time on the highway heading toward the sun. Exit by the big duck […]
Filed Under Organization Design, Talent Management | 3 Comments
Embedding Corporate Values into Operations Via Organization Design
By Michelle Malay Carter on October 16, 2007
I talked yesterday about how exceptional customer service flows from sound organization design.???Regardless of?well-articulated and well-intentioned corporate values statements, your face-to-customer staff are your values ambassadors.? Although “customer focus” is a frequently cited corporate value, executives admit they have no best practices for embedding corporate values into operations.? This?shows in the disconnect between what is […]
Filed Under Corporate Values, Executive Leadership, Organization Design, Personal Observation, Requisite Organization, Talent Management | 1 Comment
Exceptional Customer Service Flows from Sound Organization Design
By Michelle Malay Carter on October 15, 2007
As you make your way through the world as a consumer, how often are you pleasantly surprised by the service you receive?? For me, I suspect it’s about 5% of the time.? What values do many face-to-customer systems telegraph? In spite of what a company’s corporate values proclaim, customers are an afterthought, if a thought […]
Filed Under Corporate Values, Executive Leadership, Organization Design, Requisite Organization | 3 Comments
We Don’t Work for Companies; We Work for Managers
By Michelle Malay Carter on October 11, 2007
?Managers trump companies,? states First, Break All the Rules. Company reputation aside, as far as employees are concerned, one bad manager spoils the job. Despite perks and generous benefits, an employee?s relationship with her immediate manager will determine how long she stays and how productive she is. What do we want from managers? (A recap […]
Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Our Superstitious Fear of Hierarchy
By Michelle Malay Carter on October 8, 2007
Superstitions develop in the absence of knowledge.? When people lack understanding, they can give cause and effect status to items simply related by time and space.? If enough people repeat it, it becomes truth. I saw a black cat today and then broke my arm. B lack cats are bad luck. I work in a […]
Filed Under Employee Engagement, Organization Design, Requisite Organization | 2 Comments
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