Excellent Tool : Employee Satisfaction Survey Questionnaire

Eric1871 · #81 28-10-2009, 04:06 PM

Benchmarking. Know how effective your talent efforts are today and continue to measure these efforts using the metrics outlined next to gauge your efforts over time. Are they working? Also, continuously benchmark internal and external talent. The grass is hardly as green on the other side as you want to believe. Still, knowing who is out there, what they are doing, and how your internal talent stacks up is an essential element of strategic talent planning.

moderngirl · #82 29-10-2009, 07:39 AM

Hi

You can find this info at shrm.org or register member of this organization.good luck

Rgs

AorgHR · #83 30-10-2009, 12:27 PM

@ Eric1871,

Appreciate your inputs. Many of them, though common place, make sense.
However, we would appreciate if you could make your point only once & not repeat the same thing again & again. It's just filling pages & a bit annoying to the readers. Hope you understand where we're coming from.

Eric1871 · #84 02-11-2009, 07:54 AM

OD IS EXPERIENCE BASED
The experience-based nature of the OD process derives from an underlying belief of most OD practitioners that people learn how to do things by doing them. And they learn about organizational dynamics by experiencing them and reflecting on the experience. People learn about the need to manage conflict when they experience the deleterious effects of conflict; people learn to make decisions by making some and then evaluating them. When people are engaged in real experiences, they are engaged with their minds, emotions, strivings — their whole beings. There are no artificial separations engendered, say, by memorizing something so that at some future time one may act in a certain way.

Eric1871 · #85 04-11-2009, 08:15 AM

Organizational change involves moving from the known to the unknown. Because the future is uncertain and may adversely affect people's competencies, worth, and coping abilities, organization members generally do not support change unless compelling reasons convince them to do so. This requires attention to two related tasks: creating readiness for change and overcoming resistance to change.

Eric1871 · #86 05-11-2009, 08:04 AM

Instead of ladders and paths, there are now webs and mazes. Your employees must learn, if they haven't already, to think of a career less as a ladder and more as a web. Webs have a center but no top and a lot of paths that connect. Unlike ladders, webs often dissolve when their purpose is fulfilled. Smart workers will move along the webs, picking up new skills that meet the organization's needs, looking for problems to solve, and working on team projects. And if a web breaks or dissolves, it can always be rewoven in a similar or different pattern.

Eric1871 · #87 10-11-2009, 08:12 AM

Peak performers have high standards

Have you ever noticed that peak performers surround themselves with other peak performers? They have high expectations of those around them – the people they work with, their friends and associates, their family members. Not unrealistically high expectations, of course, but they certainly don't settle for 'second best'. Why should they?