The GO Society’s 2009 World Conference in Buenos Aires
By Michelle Malay Carter on October 23, 2009
I’m attending and presenting at the GO Society’s World Conference this upcoming week.? Can you imagine a group of geeks from around the world?mezmerized by talk of?work levels and Requisite Organizations until late in the evening each night?? Sounds like a slice of heaven, doesn’t it? I doubt that I will be able to keep […]
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What Does Your Franchise Fee Pay For? Work Levels 5, 4, and 3
By Michelle Malay Carter on October 18, 2009
The franchise model has been responsible for many an American dream (insert your country here as well).? And what are you buying when you purchase a franchise? Level 5 – The brand, the business model, the strategy Level 4 – The infrastructure, the future focus strategic work, operational change decisions Level 3 – The operational […]
Filed Under Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 2 Comments
What is Requisite Organization? The Elevator Speech
By Michelle Malay Carter on October 13, 2009
I work for PeopleFit, a management consulting firm that specializes in: Organizational engineering, talent assessment,?and designing managerial leadership systems rooted in Elliott Jaques’ meta-model, Requisite Organization. What a marketing nightmare – creating demand for services that most executives have never conceived of! Let’s Learn from Other Professions! While most professions and industries have standards of […]
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Human Resource Work Stratified by Requisite Work Levels
By Michelle Malay Carter on October 8, 2009
I have a colleague who will be speaking to a society of Human Resource Professionals on the topic of work levels, and it’s meta model, Requisite Organization, developed by Elliott Jaques.? He asked me for help in developing?a hierarchy of typical work within a Human Resource function.? Requisite Work Levels Since work levels is a […]
Filed Under Organization Design, Requisite Organization, Talent Management, Work Levels | 1 Comment
strategy+business and Ram Charan – Let’s Further Define “Altitude”
By Michelle Malay Carter on September 29, 2009
In Author’s Choice:? What Is and Isn’t Micromanaging?,strategy+business discusses Ram Charan’s book about raising the level of corporate discourse, Owning Up: The 14 Questions Every Board Member Needs to Ask. The Right Altitude Ram Charan uses the phrase, asking questions at the right altitude.? Once again, intuitive proof that we all sense work levels, but […]
Filed Under Requisite Organization, Strategy, Work Levels | 2 Comments
Mission Minded Management Turns Two – I’m OK. You’re OK. Let’s Fix the System.
By Michelle Malay Carter on September 25, 2009
Turning two this week is Mission Minded Management, PeopleFit’s organization design,?executive leadership, and?operational management blog that draws its theory from the meta-model Requisite Organization and draws its contents from the author’s work and life experiences.? Thank you for your continued?support and readership.? Please send a link to a friend! Here were the most-read posts published […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Work Levels | Comments Off on Mission Minded Management Turns Two – I’m OK. You’re OK. Let’s Fix the System.
It’s Not About FINDING Talent. It’s about IDENTIFYING and TAPPING What You Already Have
By Michelle Malay Carter on September 3, 2009
I answered the following question posted on LinkedIn, and I’m posting my response for your enjoyment: What are the most important factors needed to be considered for effectively managing talent? Talent, Talent Everywhere PeopleFit research, with over 7,000 data points, finds that about 20% of employees are UNDERUTILIZED. So the problem does not lie with […]
Filed Under Employee Engagement, Organization Design, Requisite Organization, Talent Management, Work Levels | 3 Comments
NonCommission Sales Compensation – Is this Blasphemy?
By Michelle Malay Carter on August 24, 2009
Show Me the Logic Should sales people be held accountable for their effectiveness (which includes?output as one input)?but their managers ultimately accountable for their output.? This is the standard of accountability that I have proposed be used for all employees.? If we held sales people accountable to the same standard as all employees, does it […]
Filed Under Accountability, Employee Engagement, Felt Fair Compensation, Requisite Organization, Strategy, Talent Management | 6 Comments
Performance Review or Effectivness Appraisal – Be Mindful of What Your Systems Communicate!
By Michelle Malay Carter on August 5, 2009
I worked?with?a client this week conducting requisite role analysis and?writing job descriptions.? Although this?project is not about?performance review, we recognize that these job descriptions?will then become the basis for performance review. Be INTENTIONAL Please Systems drive behavior so the systemic implications for the way the performance review is designed, and its stated strategic intent are […]
Filed Under Accountability, Corporate Values, Organization Design, Requisite Organization, Talent Management | 2 Comments
If You Want Accountability, You Must Grant Authority
By Michelle Malay Carter on July 6, 2009
For What Are Employees Accountable? Employees are accountable for bringing their best to bear to their tasks and for giving their manager their best advice.?? Note:?They should not be accountable for their output, but rather their effectiveness in light of the circumstances.? Their output is part of the equation but cannot be the only point […]
Filed Under Accountability, Employee Engagement | 3 Comments
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