Every week, I review blogs that cover talent development to find the very best talent development posts. This week, you’ll find pointers to pieces about HR psychographics, the state of engagement, performance management trends, and hiring superstars.
“More and more research is coming out that these Human-Capital obsessed things (like IQ) matter very little to actual team performance. In fact, having too many high-IQ players can hurt more than help. Social sensitivity was listed as the key driver of team performance. Wow, that word “Social” again – yep, it’s much bigger than Social Media. “
Wally’s Comment: I don’t know if it’s the myth of the lone genius, but an awful lot of our hiring concentrates on individual skills and seems to ignore the fact that most of us in business work in teams. Josh Letourneau picks up on that and suggests that performance assessment at any stage needs to look at team performance, not just individual performance. I blogged about the same issue, coming from a different direction in “How about a ‘War for Team Players?‘”
From John Hollon: Only 1 in 3 Employees Say They Are Engaged in Their Job
“Here’s a sobering but not all that surprising stat: only a third of workers (31 percent) say they are engaged in their job, and 17 percent admit that they are actively disengaged. Frankly, after all we’ve heard about unhappy workers who are ready to bolt for another job as the economy improves, I’m surprised that these numbers aren’t a lot worse. But that’s what comes from a new study titled Employee Engagement Report 2011 by global consulting firm Blessing White.”
Wally’s Comment: The Blessing White survey is worth your time and study. You can download a copy here. I chose John Hollon’s post as an intro to the study because John is a knowledgeable observer who highlights some key points and issues.
From Bersin: The Big Trend in Performance Management?
“Our research shows that there are two “schools of thought†in the world of employee performance management (PM). One, the “competitive assessment†model, assumes that organizations improve through a process of “rigid individualism†where employees are ranked and rated against each other, driving performance on a comparative basis. The other model, the “coaching and development†model, assumes that people perform best through careful selection, followed by coaching, development, and continuous focus on job fit.”
Wally’s Comment: Stacia Garr shares some of the Bersin research showing that more and more companies are using a coaching model of performance management. What caught my eye is that the shift continued through the recession which, historically, has caused a shift to more competitive management models.
From Bill Taylor: Hire Superstar Talent Fast
“How do companies find, recruit, and land the most gifted performers in their fields? As I read the spirited commentary, and thought more about the question, I couldn’t help but think back to what I consider the most provocative and instructive article on the war for talent I’ve ever read — an article we published in Fast Company more than 12 years ago, at the height of the first Internet Boom. The piece was called “How to Hire the Next Michael Jordan,” and it was built around an interview with an HR guru by the name of Dr. John Sullivan.”
Wally’s Comment: Bill Taylor brings you a blast from the past in Dr. John Sullivan’s recommendations from more than a decade ago. Whether you buy the superstar premise or not, the recommendations will help you do a better job of hiring.
