Rewarding OverPerformers with UnderPerformers’ Work – An Employee Engagement Buster
By Michelle Malay Carter on April 9, 2009
Ignoring NonPerformance You’ve seen it.? I’ve seen it.? I’ve lived it, and you probably have too.? Why is so pervasive?? Instead of addressing the issue of employees not performing in a role, managers simply give the nonperformers’ undone work to their outstanding performers. Why Not Take the Easy Way Out? Is it human nature?? Yes. […]
Filed Under Requisite Organization | 2 Comments
Young, High Potential Leaders – Use Wait Time to Build Character
By Michelle Malay Carter on March 25, 2009
In terms of requisite cognitive capability, high potentials graduate from college with the ability to problem solve at work level 3 or 4.? Which loosely translates into a director or vice president type role within an organization.??I say?loosely because?we know without a collective understanding that a universal measurement system exists for work, titles are useless […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Personal Observation, Talent Management, Work Levels | 8 Comments
Talent Assessment – How to Judge Cognitive Capacity aka Complexity of Information Processing
By Michelle Malay Carter on March 18, 2009
In my last post, I discussed human capability in terms of cognitive capacity or in Elliott Jaques’ terms, Complexity of Information Processing. Two Equally Valid Methods Used under Differing Circumstances I had an inquiry about just how one can go about determining cognitive capacity.? At PeopleFit, we use two methods for determining cognitive capability. Expert […]
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How to Match People to Roles – It’s Not Just about Personality
By Michelle Malay Carter on March 17, 2009
“It is as if we are blessed with elegant tiles for a mosaic but have no design.? There are great ideas, insightful bits, and clever pieces but no artist with a plan for turning the assortment into an elegant, integrated picture.” –Beck and Cowan, Spiral Dynamics What is Work? Work is the exercising of judgment […]
Filed Under Organization Design, Requisite Organization, Talent Management, Work Levels | 4 Comments
Role Analysis, Time Span of Discretion, and Requisite Work Levels
By Michelle Malay Carter on February 26, 2009
Universal Measures and Understanding Properties of Work?Allows for Informed Organizational Design I’ve often said that understanding work levels allows us to do organizational engineering because we can use our knowledge to make predictions and design accordingly.? Just like we can predict when H2O will change to ice or steam as we raise or lower the […]
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Economic Woes Will Spur More Underemployment Which Will Spur More Workplace Woes
By Michelle Malay Carter on February 9, 2009
Back in May, I blogged about the dangers of overhiring.? With all the clammering to hire the best and the brightest, some managers intentionally overhire for roles.? Sure, these managers have to do less up front training and sure they get more “bang for their buck” – temporarily.? But unless you are building a bench […]
Filed Under Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | 3 Comments
The Amazing Talent Management Solution Calculator – A Friday Funny
By Michelle Malay Carter on February 5, 2009
Finally,?we can do talent management strictly by the numbers.??Just imagine, solutions based upon an amazing,?recently discovered,?ancient Chinese algorithm. Sweet Success Organizations the world over are finding their way back to health, prosperity, and employee engagement after choosing the solution suggested via the algorithm. Instructions: -Choose your most pressing problem from the list below: Our engagement […]
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Faulty Organization Design or Worse Yet, Design by Default – A Friday Funny
By Michelle Malay Carter on January 30, 2009
I worked with an engineering firm this week doing job analysis and talent assessment work.? Whenever this firm hires degreed engineers, some straight from college, some with experience, they still put them through two years of internal training to learn their specific industry before they can work independently within the organization. A Field in Need […]
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To Engage or Not to Engage? – A Work Level 1 and 2 Distinction
By Michelle Malay Carter on January 7, 2009
Happy New Year! Let’s start off with a concrete example of work levels and how understanding them can?help you as a manager?with employee engagement.? As we begin to work with clients, it takes a while for managers to fully grasp the distinctions between work levels, like a radiologist learning to distinguish the shades of gray.? […]
Filed Under Accountability, Corporate Values, Managerial Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | Comments Off on To Engage or Not to Engage? – A Work Level 1 and 2 Distinction
What Employees Want for Christmas – The Gift of Clarity
By Michelle Malay Carter on December 22, 2008
-A clear picture of their role, and clear assignments. -A role matched to their current cognitive capability level. -Accountability matched with requisite authority. -A manager who adds value to their thinking.? (aka has cognitive capacity one level higher than the employee) -Explicitly defined role relationships with others?as arranged by their manager.? Employees?shouldn’t be left to […]
Filed Under Accountability, Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | 5 Comments
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