TM - February 2008 - (Page 9)

talent management magazine performance management contents February 2008: Volume 4, Issue 2 www.TalentMgt.com BUILD A MULTIGENERATIONAL PERFORMANCE MANAGEMENT STRATEGY Shelly Heiden Today’s leading organizations are crafting performance management strategies designed to meet the needs of an increasingly diverse workforce. Yet, there is at least one lens through which too few companies look when building a comprehensive performance management strategy: generational differences in the workplace. 36 22 recruitment & retention Those Who Have Left: The Value of Building Employee Relationships Diane Pardee As business becomes increasingly global, managing and maintaining workplace relationships has become more challenging. Corporate social networking is one method organizations can use to easily connect employees, corporate alumni, retirees and any number of targeted employee subgroups. assessment & evaluation 26 Al ternatives to 360s: The Manager’s Role Rick Tate and Dr. Julie White The quality of the relationship between managers and direct reports defines employees’ levels of engagement, discretionary effort and loyalty to the company. Without valid feedback, even well-intentioned managers can behave in ways that have a negative influence on individuals they manage and on the work environment. compensation & benefits learning & development 30 Compensation and Benefits for X&Y Art Brooks 42 Development’s Role in Creating a Cul ture of Inclusion Rob Keeling Determining the best benefits and compensation solutions to motivate prospective employees can be a challenge. When talent managers consider today’s employees come in a range of ages, each generation with very distinct preferences, the challenge is even greater, requiring a targeted approach with offerings sculpted to appeal to a diverse audience. Seeking competitive advantage in today’s crowded marketplace, many organizations are building a culture of inclusion that actively engages all their employees. A clear strategy for developing diverse employees is critical to the success of any long-term initiative to build an inclusive workplace. succession planning 44 Tomorrow’s Leader: Identifying the Next Generation Carlton D. Becker ON THE WEB AT TALENTMGT .COM What is Real Diversity? And Why Do Most Organizations Hate It? Michael Rosenberg Past performance still goes a long way to help determine who to put in leadership positions, but new criteria quickly has emerged to reflect the changing pace and emphasis of business. To assess an individual for competence, new definitions of current competencies will be required. If the Bubble Bursts, Will You Be Prepared? Kay Mason http://www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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