Guiding principles are reflected in leadership’s expectations of how people operate. What system do leaders in your organization use to deploy vision and values?

How does the leadership in your organization communicate to encourage high performance? How does your organization engage and reward talent to acheive high performance?  HCI members we look forward to hearing your thoughts and exchange of ideas with our webcast presenters Doug Serrano and Denise Haynes, who will explore these questions and share best practices from Baldrige winning companies.

When rewards and incentives become part of your culture and brand, your organization can fully leverage these tools for optimal talent management. Learn how organizations are re-thinking both the concept and practice of reward and recognition to connect your talent with goals that matter to them and your organization’s business strategies. 

Our Nov 13 webcast  ”Money Can’t Buy Love, But Rewards & Incentives Can” will explore these ideas…we hope you’ll engage in a lively post-webcast dialog with presenter Paula Godar and share your insights, experiences and questions below…

HCI members ask: 

Do rewards and recognition always have to work together?   What are examples of when one might be effective without the other?

How might organizations find out which of the six motivations would work for individuals in their company?   Is a menu a feasible approach to customizing R&R on an individual basis?

In a stressed economy, does cash have more impact than non-cash rewards?

Since the presenter’s research shows that non-cash rewards have an emotional connotation and meaning, might they be better suited to initiatives to encourage creativity and innovation?  And…isn’t that what companies will need most in a stressed economy?

How might organizations connect their investment in rewards and recognition to business results?

“Talent wins games, but teamwork and intelligence wins championships.” –Michael Jordan 

Teambuilding, HCI’s new e-learning track in Talent Development, launches Oct 29 with a great webcast on cross-functional product teams. As talent factors inseparably into business success, the talent that makes up your product teams and the effectivness of your product teams becomes paramount.  Teams that take charge of a product as if they were running their own business is the focus of our first webcast.  Our presenter, Steven Haines, author of  “The Product Managers’ Desk Reference” will share how cross-functional product teams meet the business challenge posed by Jim Collins…combining discipline with entrepreneurship as the alchemy of good performance.

HCI members we look forward to your insights, comments and questions…

What are the challenges product teams face (from HCI members):

“Beasts” (challenges interdisciplinary product teams face)

Question: lack of corporate vision

Question: disaparate experience levels and decision rights among functions

Question: In so many cases, the project/product is just one of many priorities - for the dedicated core team members as well as the associate and extended team members. competing with the other projects for resources is very tough
stion: team members don’t follow through with actions. they dont know how to begin.

Question: Challenges commonly faced are individual agendas and bureaucracy to get things done (too many layers for approval

Question: indecision by executives. constantly changing directions

Question: Commitment of resources - dollars and material resources needed to move at timetable needs.

Question: Resource contraints and scope creep

Question: Motivation towards reaching a common goal

Question: We have a direction but internal issues dealing with accepting new direction.

Question: short term view; lack of a sense of urgency; tunnel vision or lack of a comprehensive view of how the projects fit within the context of the whole

Question: beasts are jealousy, territoriality, inadequate commuications, unresolved conflicts, a culture that works against working in teams and more

Question: Execution on timeline

Question: Poor disemination of information.

Question: We have a lot of them. Top down planning by management that does not want to invest in the business, yet looks to us for revenue growth. People opposed to change, Lack of analytical and problem solving skills. Departmental goals given higher priority than company goals.

You may have heard the expression “peel the onion” or in OD language, “ladders of inference.”  In health care, both patients and staff have choices about where to place their loyalty.  If one were to delve into what lies beneath patient loyalty,  “credentials” and “competencies” come to mind.  Recognition of critical competencies factors into staff loyalty, too, especially with respect to scarce talent.  Today’s webcast,

Health Care Rx (Prescription): Recognize Competencies & Retain Critical Talent

 explores how the best health care organizations have gone beyond credentials to recognizing development and demonstration of critical competencies, particularly amongst their “scarce” talent. 

HCI members, please add your insights, experience and questions below in our post-webcast blog with each other and our presenters Pam Bilbrey and Dr. George Soper, and expert advisors Pat Zingheim and Jay Schuster…     

When organizations use a variety of training delivery approaches, and related metrics, what advantages do they provide to capture:

Learning effectiveness from the learner’s point of view?

How well the training is used from the company’s point of view?

Find out in our High Impact Learning webcast  It’s in the Mix: How Collaborative, On-Demand, and Mobile Learning Drive Your Business

HCI members, we look forward to hearing your comments, experiences and questions…

If organizations are faced with including talent in cost reductions, the impact can be like losing lifeblood of an organization.  Typical productivity losses of 45% occur during a major transition.  (McKinsey & Co.)  Voluntary turnover increased by an average of 31% following even a small lay-off   (Harvard Business Review)

How can a company minimize the aftermath and related disruption? And perhaps even keep desirable talent in orbit to contribute in the future?  

We hope you’ll join our webcast as presenter John Beck from DBM, and guests Gillian Ebeling from Kellog, and Myron Harmon from Acheive Global share best practices.  

HCI members, please continue a post-webcast dialog with me and each other after today’s webcast to add your insights.

Aside from manager reach out to employees, what other activites would help an orhanization “heal” after a major restructuring? 

How do the best in clinical outcomes hold onto a “great catch” among critical talent who are close to the core of health care delivery and essential to creating high-performance organizations? This webcast will cover highlights from a new study conducted by Jay Schuster and Pat Zingheim on what the top U.S. hospitals do to retain, pay and reward the best scarce talent. Learn how to catch up with the best-performing hospitals in retaining RN’s, physicians, medical technologists, respiratory therapists, physical therapists and research scientists. The 100 Best-Performing Hospitals listed in a recent US News and World Report compete for critical talent by paying for scarce skills. Find out how the most successful health care providers keep skills fresh and relate pay practices to the value added to patient outcomes and clinical metrics.

HCI members, hope you’ll join us for this webcast and our post-webcast discussion by posting your practices, comments and questions here…

We marvel at people who create something significant from nothing but inspiration.  Artists and inventors fall into this category.  And so do certain leaders.   Effective leaders possess the “adversity advantage”  because they see opportunities in every challenge, possess the energy to galvanize and motivate talent, connect with people’s hearts to build shared vision, and coach others to high performance.   When organizations have such high impact leadership, it results in a culture of optimism that can stretch to achieve wins and innovations.   

How does the “soft stuff” of Emotional Intelligence make up the hard core of effective leaders?   Join our webcast and post-webcast discussion with presenter Eileen Rogers to learn more…

We look forward to a lively dialog with you!

HCI members ask: How do we prepare leaders to lead with a positve outlook?  How is this a talent retention tool?

With CEO turnover of nearly 60 percent, energized boards of directors have been taking a more aggressive role in succession planning (Chief Executive and Hay Group). Galvanized by an increasing emphasis on governance, a guided collaborative effort can result in a seamless and successful transition. But what keeps the process from becoming a tearful tug of war that sows discord and disruptive politicking throughout the organization? According to a survey by the Center for Board Leadership, 50 percent of public, private and nonprofit corporate boards reported having a succession plan in place, and nearly half of the respondents considered themselves “less than effective” in the area of CEO succession.

Please join our post-webcast discussion with presenters Dr. Kathy Cavallo , Dr. Jeffrey Kirschner , and Craig Rowley, VP of Retail at the Hay Group, about how to continually monitor current and future business needs, carefully nurture a leadership pipeline, and ensure that each potential candidate is given regular and meaningful board exposure.   

Your next generation of retail executives are out there…do you know who they are?   Please post your thoughts and experiences below…

 
HCI members ask: To what extent do you recommend companies communicate desired CEO competencies to motivate hi-po talent to develop these competencies?

Another HCI member asks: About the last question posted, wouldn’t this open communication of desired competencies help to reduce “politic-ing”/lobbying to get promoted?

HCI member asks: Is there a trend for CEO’s to actually spend some time developing potentials? And/or are hi-po’s given mentors to develop them for this future role?