All posts by Carol Anderson

The Strategic Part of HR Data

Forty years of staff meetings. What kind of emotion does that invoke? Panic attacks?  Intense boredom? Subtle multi-tasking? All of the above?

Perhaps it can be said that staff meetings are a necessary evil. It is important for teams to communicate, and a well-designed staff meeting can foster that communication. In my experience, staff meetings are rarely well-designed, and in fact, consist of going around the table and everyone saying what they’re doing. Maybe there’s a little interaction, but no one wants to prolong the agony, except that one person. The conversation becomes a deep dive between the speaker and the questioner, and everyone else turns to their electronic devices. Continue reading The Strategic Part of HR Data

Have I got a solution for you!

Conferences. Every presenter and exhibitor have THE solution for whatever ails your organization. It might be a technology dashboard that presents all of the KPIs in graphic form, or a customer service training program that has “proven” to increase sales.

Those with products to sell have invested heavily in figuring out what problem you most likely have, and crafting a message that leaves you feeling hopeful that the problem can, indeed, be solved.
You probably do have the problem they are solving. But does that solution address the root cause? That’s the critical question you have to ask before you buy. Continue reading Have I got a solution for you!

Are you ready for ongoing performance management?

The past few years have put a spotlight on the one “human resource” process that is both the most important process, as well as the most hated. Everyone is jumping on the bandwagon to move from static, snapshot-based annual review to frequent two-way conversation. It’s the right time; with today’s operational and human complexities, we need to be communicating up, down and across to make sure that everyone is working toward the same end.

But this isn’t a simple “flip the switch and tell them to do it differently.”  A change such as this is major organizational change, and this kind of change needs a holistic plan, a purpose and goal, and a change process. We know the statistics: 70% of change initiatives fail (Google: 70% of change initiatives fail) Continue reading Are you ready for ongoing performance management?