TM - May 2008 - (Page 20) transform experience into knowledge, and knowledge into peak performance. Our executive development programs are unlike others in that they use your experiences and the experiences of others to help you sustain a new level of professional performance. We call it Leveraging the Power of Experience. Learn more about this approach and find a program to reach your performance peak at www.ExecDev.unc.edu on-boarding application that standardizes how the information is delivered and also manages activities such as shadowing a manager or attending a specific course or seminar to help them grow in their roles. On-boarding programs also are an opportunity to set expectations around performance and establish employee guidelines for a successful working relationship with the organization. Astadia connects company strategic objectives to employee actions immediately. During the first day of employee orientation, an Astadia executive reviews the company’s strategic objectives and outlines the importance of aligning them with individual objectives and tasks. Then the annual employee review process measures individual objectives success and how that success impacts the company’s strategic objectives. A company’s strategic objectives and mission should be clearly communicated early and on a continual basis throughout the employee life cycle because they make up the core components that drive the employer brand. Happy Employees Can Be Great Brand Ambassadors Imagine a happy new hire has been working for the organization for a couple of months. Now imagine this employee in front of a potential customer, partner or other influencer. If this individual shares the vision, mission and can clearly articulate the value of the organization’s products or services, he or she is a strong ambassador for the company brand. “All too often, companies overlook the role their people can play as frontline champions of their brand,” Rudow said. “But the more these companies develop their external brand, the more they realize the value of starting from the inside out.” Companies need to continually align employee knowledge, the corporate mission and brand messaging. If an organization is launching a new product or service, make sure employees are appropriately trained to speak about that product or service. “Our client’s perception of our brand is based on the actions, statements and successes of our team,” Wolff Open Enrollment Programs • Executive Development Institute • Negotiation Skills for Effective Managers • Leadership Effectiveness Workshop • The Business of Human Resources • Financial Analysis for Non-Financial Managers • Women in Business: Transitioning to Leadership (New!) • Advanced Financial Decision-Making • Driving Profitable Growth with Strategic Innovation (New!) http://www.ExecDev.unc.edu http://www.ExecDev.unc.edu http://www.ExecDev.unc.edu http://www.ExecDev.unc.edu http://www.ExecDev.unc.edu http://www.execdev.unc.edu
Table of Contents Feed for the Digital Edition of TM - May 2008 Talent Management - May 2008 Editor's Letter Contents Human Performance Leading Edge Learning Connections Make the Connection: Effective Employee Evaluations Vacation: The Benefit Many Employees Don't Take The Four Pillars of Managing Performance Transform Talent With Deeper Skill Specialization Mentoring's Role in Succession Planning Graybar: Supporting a Long-Term View of Talent Management American Diabetes Association: On a Mission to Improve Employee Health Taking the Talent Pulse: What Drives High Potentials? American Systems Employees Earn a Piece of the Pie Advertisers’ Index Editorial Resources Full Potential TM - May 2008 TM - May 2008 - (Page Intro) TM - May 2008 - Talent Management - May 2008 (Page Cover1) TM - May 2008 - Talent Management - May 2008 (Page Cover2) TM - May 2008 - Talent Management - May 2008 (Page 1) TM - May 2008 - Talent Management - May 2008 (Page 2) TM - May 2008 - Talent Management - May 2008 (Page 3) TM - May 2008 - Editor's Letter (Page 4) TM - May 2008 - Editor's Letter (Page 5) TM - May 2008 - Contents (Page 6) TM - May 2008 - Contents (Page 7) TM - May 2008 - Contents (Page 8) TM - May 2008 - Contents (Page 9) TM - May 2008 - Human Performance (Page 10) TM - May 2008 - Human Performance (Page 11) TM - May 2008 - Leading Edge (Page 12) TM - May 2008 - Leading Edge (Page 13) TM - May 2008 - Learning Connections (Page 14) TM - May 2008 - Learning Connections (Page 15) TM - May 2008 - Learning Connections (Page 16) TM - May 2008 - Learning Connections (Page 17) TM - May 2008 - Learning Connections (Page 18) TM - May 2008 - Learning Connections (Page 19) TM - May 2008 - Learning Connections (Page 20) TM - May 2008 - Learning Connections (Page 21) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 22) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 23) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 24) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 25) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 26) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 27) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 28) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 29) TM - May 2008 - The Four Pillars of Managing Performance (Page 30) TM - May 2008 - The Four Pillars of Managing Performance (Page 31) TM - May 2008 - The Four Pillars of Managing Performance (Page 32) TM - May 2008 - The Four Pillars of Managing Performance (Page 33) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 34) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 35) TM - May 2008 - Mentoring's Role in Succession Planning (Page 36) TM - May 2008 - Mentoring's Role in Succession Planning (Page 37) TM - May 2008 - Mentoring's Role in Succession Planning (Page 38) TM - May 2008 - Mentoring's Role in Succession Planning (Page 39) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 40) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 41) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 42) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 43) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 44) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 45) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 46) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 47) TM - May 2008 - American Systems Employees Earn a Piece of the Pie (Page 48) TM - May 2008 - Editorial Resources (Page 49) TM - May 2008 - Editorial Resources (Page 50) TM - May 2008 - Editorial Resources (Page 51) TM - May 2008 - Editorial Resources (Page 52) TM - May 2008 - Editorial Resources (Page Cover3) TM - May 2008 - Editorial Resources (Page Cover4)
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