TM - November 2007 - (Page 8)

talent management magazine recruitment & retention contents November 2007: Volume 3, Issue 11 www.TalentMgt.com FINDING CANDIDATES WITH THE RIGHT FIT Steven T. Hunt, Ph.D. About 20 percent of hiring decisions made for salaried jobs end in failure. Why? Companies oversimplify estimates of successful job performance and hire candidates based on the wrong criteria. Further, hiring decision makers do not effectively use staffing assessment tools to evaluate candidates. 22 compensation & benefits assessment & evaluation 34 Compensa tion Technology: Drive Higher Performance, Gain Competitive Advant age David Turetsky 28 Turning HR Da a into t BUsiness INtelligence Michael Brennan and Jason Averbook Today, thanks to advances in compensation technology, restrictions from manual pen-and-paper processes have been lifted, and organizations can enable consistent, standardized compensation processes and create a deeper understanding of the connection between pay and performance. There is no question sound HR practices can make or break an organization’s success. Relationships between workforce measures and other key performance indicators such as revenue and profitability always have been there. So, why have organizations only just begun to establish, monitor and manage workforce measures? performance management learning & development 40 The Art and Science of Influence Joseph Grenny 46 Training the Ethical Workforce Brian Summerfield Leaders are ineffective at influencing new behavior. But you don’t just have to cope with and complain about failure — it is possible to influence almost any behavior with surprisingly predictable success. Three principles can bring about profound results: Find the vital behaviors, change how you change minds and make change inevitable. To establish and sustain an ethical culture, an organization needs three things: conversations about ethics from the top down, a commitment to fulfill promises to employees, and people at all levels must be held accountable for ethical breaches and receive no special treatment because of rank. succession planning 50 Making the Best Managers Nancy Thomas and Scott Saslow ON THE WEB AT TALENTMGT .COM Managing the Liabilities of Employee Blogging Richard H. Block and M. Alexis Pollock It’s important for organizations to define the characteristics that differentiate good managers from the best ones and determine how development professionals can influence individual excellence. The elements of top management talent will vary, but good managers must have “business chops” and technical skills to be effective. Why Don’t More Managers Coach and Develop Their People? Terence Traut http://www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - November 2007

Talent Management - November 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Learning Connections Viewpoint Finding Candidates with the Right Fit Turning HR Data Into Business Intelligence Compensation Technology: Drive Higher Performance, Gain Competitive Advantage The Art and Science of Influence Training the Ethical Workforce Making the Best Managers Application: Pre-Hire Testing Drives Down Employee Turnover at Advnace Auto Parts Dashboard: The Role of Learning Business Process Outsourcing Insight: Nationwide Insurance: On Employees' Side Advertiser's Index Editorial Resources Full Potential

TM - November 2007

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