Performance Evaluations, Rating Scales, and Fraud
By Michelle Malay Carter on September 15, 2008
Here is yet another real-life example of how performance evaluations can be a sham and?often do more harm than good. The Background My overqualified friend began a new job as a paralegal within a corporate law department several months ago.? Her manager was new to the corporate law environment as well, having come from a […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 3 Comments
Systematically Disabling 83% of Employees
By Michelle Malay Carter on September 10, 2008
The Good News Humans are ready, willing, and able to work.? It is a psychological imperative for humans.?? By work I mean, the exercising of judgment and discretion in solving problems and reaching goals.?? Because all work involves judgment and discretion, all work is creative. We are not all identically interested nor capable of equal […]
Filed Under Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | 1 Comment
Why Organizations Fail – By Work Level
By Michelle Malay Carter on September 4, 2008
Work Level 7 – Failure to identify or respond to global trends Work Level 6 – Failure to align divisional performance with the mission Work Level 5 – Failure to react to changes in objectives and targets Work Level 4 – Miscalculation of constraints across organizational units Work Level 3 – Misallocation of tools and […]
Filed Under Accountability, Organization Design, Requisite Organization, Strategy, Work Levels | 2 Comments
Are Ad Hoc Organizational Structures Trustworthy?
By Michelle Malay Carter on September 2, 2008
As a follow up to my Boundaries are Liberating train of thought, I’d like to do some more stumping for the necessity for more thoughtful, intentional, requisite organizational structure.? I live in the US and we are fortunate to have a fairly sophisticated, safe road system.? As I drive around each day, I am not […]
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Improving Communication with a Work Levels, Attractive Leadership Framework
By Michelle Malay Carter on August 20, 2008
In my last post I talked about the elusive holy grail of leadership – effective communication.??I plan to throw a new iron into the fire on this one by discussing how an understanding of work levels can improve communication within organization. Employee’s Want RELEVANT Communication Since each work level of an organization contributes a specific […]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Work Levels | 3 Comments
Organization Structure is a Business Initiative Not an HR Initiative
By Michelle Malay Carter on August 14, 2008
Playing off a line from my last post, organization structure is a business initiative, not an HR initiative.? A Missing Collective Understanding I think executives underestimate the connection between organization design as well as all of an organization’s “people” systems, i.e. compensation, performance management, talent management, and organizational sustainability. When executives push down the accountability […]
Filed Under Accountability, Executive Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 4 Comments
Web 2.0 is a Business Initiative, Not an IT Initiative
By Michelle Malay Carter on August 12, 2008
I often find myself underwhelmed by survey results, responding to survey result reports?with the thought,?well duh!, rather than ah-ha!? You? McKinsey’s latest, Building the Web 2.0 Enterprise: McKinsey Global Survey Results, had a few well duh’s for me as well.? I thought I’d share. “A higher level of usage is found at companies that encourage […]
Filed Under Corporate Values, Organization Design, Requisite Organization, Strategy | 2 Comments
Are You Making Your Employees Choose? I’m OK. You’re OK. Let’s Fix the System
By Michelle Malay Carter on July 21, 2008
The best thing we could do for employees to build engagement is simply get out of their way.? We have lived with conflicts of interest in the system for so long, they have disappeared into the landscape.? We simpy accept them, and no longer question their effects on our employees’ psyche or our business’ effectiveness. […]
Filed Under Corporate Values, Employee Engagement, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 10 Comments
What Does Managerial Leadership Look Like? A Requisite Approach
By Michelle Malay Carter on July 2, 2008
Elliott Jaques’ Requisite Organization model does a great job of defining a set managerial leadership behaviors which, within a Requisite Organization leadership framework,?would become explicit accountabilities of all managers.? Two way managerial teamworking Context setting Planning Task assignment Personal effectiveness appraisal of direct reports Merit review Coaching Selection and induction Deselection and dismissal Continuous improvement […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 2 Comments
Why Perfect Candidates Still Fail on the Job
By Michelle Malay Carter on June 29, 2008
Recruiting Effectiveness Metrics I recently read?a blogger proposing that recruiters should be measured not only by how many slots are filled or how quickly the slots are filled, but also by the first year’s performance of the candidates they place.? I agree that how many and how quickly will not tell the whole story, but […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | 4 Comments
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