performance

Senior executives say they understand that a strategic human resources function is crucial in today’s competitive global market. At the same time, however, the C-suite believes that HR is ineffective and consistently fails to provide value to the organization, a new report found.

A changing workforce, global competition, advances in information technology, new knowledge, the 2008 global recession and demands for sustainable performance have forced corporate leaders to examine and re-evaluate how they manage and operate.

In response, they are utilizing new technologies, changing their organizations' structures, redesigning work, relocating workforces and improving work processes. These changes have significant implications for how their human capital should be managed and how their HR functions should operate.

Michael was a Director at a medium-sized company. A self-proclaimed perfectionist, he had equally high expectations of his direct reports. He began with the company when they were first formed and had the luxury of hiring and training his own team. Like so many young leaders, he struggled with delegation. Michael was a work horse. He could crank out work like nobody’s business, and many times, found it easier to do things himself rather than engage the team he had hired. His team of professionals was relegated to less than fulfilling work for much of the time.

What have you done for me lately? It's a vital question for both manager and employee.

The answer is readily apparent with increasing ease and frequency. As information flow and transparency become ubiquitous in the workplace, managers have everything necessary to provide real-time feedback. 

We can be nimble and, in turn, help our teams and companies do the same. The days of the regimented quarterly and annual performance reviews are over.