by Warren Bobrow | Aug 20, 2012 | Employee Engagement, Leadership, Performance, Pre-Employment Testing, Talent Management, Training and Development
Many actions have unintended consequences. Assessment programs are no exception. When conducting assessments for development, most companies are looking to provide useful feedback to employees and to get them on the road to performance improvement. But other things...
by Warren Bobrow | Aug 10, 2012 | 360 Feedback, Employee Engagement, Leadership, Performance, Surveys, Training and Development
Some surveys (like 360s or those that measure employee engagement) are conducted in confidence, meaning that you only share group level data, and not individual responses, with others. Other surveys, such as those given to customers or asking group members for...
by Warren Bobrow | Jul 31, 2012 | Analysis, Leadership, Performance, Recruitment, Training and Development
No good HR process occurs in a vacuum. For instance, valid selection techniques impact recruitment strategy (are we bringing in the people who can do the job?) and training (what are the skills and abilities we’ll hire for and which ones will we develop?). The...
by Warren Bobrow | Jul 26, 2012 | Employee Engagement, Leadership, Performance, ROI, Training and Development
While the heated talk about a “war for talent” has come back into vogue, retaining people (good, bad and indifferent) can be a struggle. In analyzing your turnover situation, it is critical to look at 3 factors for people leaving: External. These include...
by Warren Bobrow | Jul 17, 2012 | 360 Feedback, Leadership, Performance, Talent Management, Training and Development
I am often asked to help companies implement multi-rater (aka 360-degree) feedback. This is a process where a person rates him/herself on a set of competencies along with his/her direct reports, boss, peers, and sometimes customers. Theoretically, seeing...
by Warren Bobrow | Jul 11, 2012 | Employee Engagement, Leadership, Performance, Talent Management, Training and Development
Listen, no one wants to be stuck in a dead-end job. Organizationally, it makes sense that employees who don’t see any opportunities to advance or use their skills in the future are going to be less satisfied and turnover at a more frequent rate than those who do. ...
