We asked some of today’s top Talent Management professionals to tell us their most commonly experienced workplace problems.
Here are the top 3 we assessed:
Problem 1: The leadership team has adopted mission, values, or strategy statements intended to shape the goals and behavior of the workforce. There is general agreement that these are the right ones. But the habits and perspectives of one or more of the senior leaders diverges from the announced statements. Managers and the workforce get confused and frustrated. What’s the best way to surface these gaps and get everyone on the same page?
Problem 2: Hiring managers often focus on hiring people that: 1 Don’t threaten them, 2 Look a lot like themselves, or 3 Match the skills and experience of talent that did well handling the duties and challenges of the past decade. But how does that staff for the talent needed to win for the next decade, or even next year? Particularly when those challenges are unknowable, unknown, or merely assumed?
Problem 3: Managers often set appraisal ratings and the consequent bonuses and pay raises based on: 1 tenure, 2 loyalty, 3 friendship, and 4 unearned achievements. But none of these relate strongly to future performance value. How can compensation be allocated to maximize business impact?