TM - December 2007 - (Page 9)

talent management magazine performance management contents December 2007: Volume 3, Issue 12 www.TalentMgt.com TAKING AIM AT PERFORMANCE APPRAISALS Josh Bersin 32 recruitment & retention Talent management research has identified seven interlocking processes that comprise today’s performance management activities. Six of the seven fall into the category of coaching and development. The “odd man out” is the management appraisal process, and this is the process that causes the greatest angst on both sides of the desk. assessment & evaluation 18 The engaged difference: what people want Jim Haudan 22 Anal ytics in T alent Management : The Sports View Top talent often want to join an organization that has a point of view and sets out to improve society and humanity. To attract new employees, businesses need to show their company makes an important contribution to the world at large — not just bigger and better widgets. Chris Moore If you take a close look at performance statistics, you can quickly identify the undervalued performers. Their contributions provide consistency and stability for your team, and, if managed properly, they have the potential to be tomorrow’s top talent. compensation & benefits learning & development 26 The Use of Merchandise for Employee Recognition 38 T alent Management Drives Organizational Change George Fina There is perhaps no subject debated more frequently by recognition program providers and their clients than the value of tangible, non-cash incentives versus cash. Today’s companies must reward employees correctly to encourage higher performance and promote valued company behaviors. Jim Bowles In 2007, Cingular formally adopted the AT&T brand. The challenges created throughout this organizational evolution were significant. But there also were many opportunities for the talent management team from an organizational learning perspective. succession planning 40 Generational Diversity: Mastering the Boomer-X-Y Divide Karen Bedell ON THE WEB AT TALENTMGT .COM Casual Conversation Versus Offensive Conduct: Moving Beyond Drawing a Line Lindsey Schantz and Perry Alter Smart organizations know it doesn’t make sense to only give employees leadership opportunities after they have “proven” themselves. To leverage generational diversity as part of succession planning, companies must train boomer and Gen X employees to help develop younger employees. Integrating Cultural Change in Acquisitions Bob Davies http://www.TalentMgt.com http://TALENTMGT.COM

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

Talent Management - December 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Capabilities The Engaged Difference: What People Want Analytics in Talent Management: The Sports View The Use of Merchandise for Employee Recognition Taking Aim at Performance Appraisals Talent Management Drives Organizational Change Generational Diversity: Mastering the Boomer-X-Y Divide Dashboard: Security-Savvy Workforce: Designing a Security Awareness Program That Works Application: Hilton Hotels Corporation:Checking Out the Merits of Paperless Efficiency Insight: Unlimited Engagement: Innovative Corporate Communication at Deloitte & Touche USA Advertisers' Index Editorial Resources Foundations

TM - December 2007

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