An annual tradition at many companies, the performance review has come under significant fire in recent years as critics have commented on the issues of reporter bias, shallow analysis and poor process management. A professor at UCLA advocates their outright abolition.
http://blogs.hbr.org/cs/2010/09/why_corporate_leaders_wont_abo.html
We would like to welcome GEDPRO to our ManageScope partner program! We’re extremely excited to be working with GEDPRO given their European presence, Spanish-language capabilities and their deep-expertise in Project Management! GEDPRO has deployed ProjectGoo to a number of their clients successfully and we wish them continued success!
Dealing with error gracefully is the mark of a mature organization. This article is a very interesting discussion with a Google search executive about how Google deals with error from anorganizational and technological perspective.
Here’s an interesting chain of thoughts about the success of Apple and its startup culture …
I read the blog post here and the original article the author referenced here and really wondered if the whole ‘small team’ advantage is a reduction in communication overhead at its root. I appreciate the lessons as we all do about hiring ‘insanely passionate’ people. But there are many examples of companies laying in the dustbins of history who were populated by insanely passionate people. Sun Microsystems immediately comes to mind.
At the heart of a startup culture is the emphasis on leanness and I appreciated Sachin’s comments about Microsoft. Inserting multiple ‘hops’ in communication paths in the form of multiple management layers is a sure way to choke any project or innovative idea to death. Providing oversight without constant intervention is an art. And one that Apple seems to currently master.
With Dodd-Frank signed into law by President Obama, understanding what is going on in your organization from a people-perspective is more important than ever. Under the Enhanced Whistleblower Protections, The SEC is now empowered to provide substantial monetary rewards for whistleblowers. Whistleblowers are eligible for rewards of 10 to 30 percent of the collected funds on any sanction over $1 million, providing a significant monetary incentive to proactively cooperate with the government. The inherent risk here is that the monetary rewards are substantial enough to forego reporting of discrepancies or issues to internal company management before approaching the SEC for resolution and ultimately, reward.
It is imperative that companies are able to identify areas of risk vs Dodd-Frank and to rectify any possible situation as fast as possible. This means understanding your employees interactions in real-time – both topically and structurally within your company. Anomalous communications and interactions should be identified and examined proactively and investigated further before much greater liability is incurred. With possible huge payouts, the incentives are all on the side of governmental intervention vs. internal resolution. Vigilance is more important than ever both from the governance perspective as well as the risk management perspective.
Question:
What is your company doing to improve insight into employee interactions and their meaning vs your company’s risk profile?