Is it Possible to Agree on What Fair Pay Is? Science-Based Felt Fair Compensation ? A 60 Year History
By Michelle Malay Carter on June 17, 2009
The following is part two of a three-part post on Felt Fair Compensation.??See Part 1 here. This Felt Fair Pay series was authored by my colleague, Barry Deane of PeopleFit Australasia. My hat is off to him for addressing the topic so thoroughly and for backing it with historical data and research citations. Over 60 […]
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The Predictable Outrage over Outrageous Executive Pay
By Michelle Malay Carter on June 16, 2009
The following is part one of a three-part post on Felt Fair Compensation.? This Felt Fair Pay series was authored by my colleague, Barry Deane of PeopleFit Australasia.? My hat is off to him for addressing the topic so thoroughly and for backing it with historical data and research citations. Paying Executives More For Less? […]
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How To Have Employees Experience their Manager As A Leader – A Design and Screening Solution
By Michelle Malay Carter on June 10, 2009
My last post?had the word impotent in it twice, so those who read my posts via email may have had the post hijacked by a spam filter.? Additionally, because my last post was so long, I am?repeating the end of my last post under a new title with one new context setting introductory paragraph. Managers […]
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Requisite Organization Design Ensures Managers Can be Leaders
By Michelle Malay Carter on June 7, 2009
Organizations expend tremendous resources trying to whip individual managers into being leaders via training, coaching, inspiring, punishing, demanding, pleading… Although these various approaches may, in fact, provide some results, if your organization design is structurally flawed, even your most motivated, knowledgeable and well trained manager leaders will be rendered impotent. Who is MacroManaging Our Organizations? […]
Filed Under Executive Leadership, Organization Design, Talent Management, Work Levels | 2 Comments
When Your Organization Design is Too Fat Expect Impotent Managers
By Michelle Malay Carter on June 3, 2009
In my last post, I?talked about the downside of having too many layers within your organizational structure.? How can you tell if this is the case? Impotent Managers When you have a manager and a direct report whose roles fall into the same work level (requisite design calls for one role in each layer), you […]
Filed Under Organization Design, Requisite Organization, Work Levels | 2 Comments
Hate Your “Boss on Paper” but Receive Leadership Elsewhere?
By Michelle Malay Carter on May 26, 2009
Too Many Managerial Layers Bogs Down the Work Having too many reporting layers in an organization creates frustration and slows decisions and communication down.? It impedes work.? Considering that humans are wired to work, they get cranky when their work is impeded. Best Intentions Does Not Always Equal Best Practices Organizations often add management layers […]
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Requisite Organization Design – Flat Ain’t All That, but Neither is Fat
By Michelle Malay Carter on April 29, 2009
A client who is undergoing a Requisite Organization implementation received the following question from an employee, and I helped craft a response which you can read below.? They modified my suggested response before diseminating, and I added the pithy subheads before posting this. With more companies moving away from hierarchy-type organizations, how is a deeply […]
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A Requisite Failure to Communicate – A Friday Funny
By Michelle Malay Carter on April 24, 2009
Requisite Organization Efficiency in Language One of the greatest benefit our clients receive by adopting a Requisite Organization Leadership Framework is a common language to be able to talk about talent assessment, high potentials, and organization design.? It allows them to diagnose issues quickly and design work enabling organizations. Who is Right? I’ve said before, […]
Filed Under High Potential, Managerial Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | 1 Comment
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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