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Managing High Performance
A familiar challenge for any expanding enterprise is how to find and manage the highest potential employees who can over time mature into leadership positions. While there are always more applicants that positions available in senior management, the task of any leadership team is to accurately and with insight find those employees with the greatest potential of success (Ruggiero, 2008). From the very informal succession planning techniques small businesses use that are tantamount of planning sessions, to the much more rigorous and thorough high potential employee development programs, there is a very wide variation in approach and results (Bloch, 1996). The intent of this analysis is to provide a small, rapidly growing company with insights into how best to manage the dilemma of having 50% of its workforce looking to advance their careers with a limited number of positions available while also giving the majority of employees greater job and career enrichment and enhancement. Critical to both of these strategies is the need for creating development and learning plans for employees, in addition to career paths or progressions for them as well. The intent of this...
By using strategic plans and their objectives as the foundation for planning succession, the company will have a much greater level of consistency and lack of conflict in the future. Concentrating on recruiting high potential employees that can contribute quickly and thoroughly to those corporate objectives is critical.
An initial approach to isolating which employees are best suited for the high potential leadership development program needs to include 360-degree feedback from their immediate managers, peers, customers they may have interacted with, suppliers and stakeholders (Bloch, 1996). Based on a 360-degree analysis and assessment through interviews with senior…
References
Bloch, Susan. (1996). Coaching tomorrow's top managers. Employee Counseling Today, 8(5), 30-32.
Kevin S. Groves. (2007). Integrating leadership development and succession planning best practices. The Journal of Management Development, 26(3), 239-260.
Ruggiero, J. (2008). Identifying and Developing High Potential Leadership Talent. Journal of Personal Finance, 7(2), 13-33.
The Shared Information Principle is also the most reliant on technologies, with the Human Resource Information Systems (HRIS) and communications technologies being the most crucial within this specific principle. The Principle of Knowledge Development The most strategically important aspect of any HPWS, this principle is where the greatest value is delivered to an enterprise. Knowledge Development is heavily dependent on the training aspects of an organization, including instruction in broad skills,
According to the author selected for this analysis, the quality standards embodied in the ISO 9000 quality systems standards have clearly become more prevalent over the last few years, in fact, more than 90 countries out of the world's 220 or so burgeoning nations have adopted the ISO 9000 series or its equivalent as their national standards; furthermore, adherence to ISO 9000 standards has become mandatory for companies looking to
Second of all, the Army needs to have the ability to rapidly and efficiently alter payment policies to reply to altering market conditions and goal requirements. Third, payment policies need to be straightened with bigger human capital approaches to produce the greatest worth and lessen expenses. Lastly, policy must support a hierarchy of strategic goals and results for efficiently contending for skill, motivating and fulfilling efficiency, and acknowledging unique contributions
The organization has these and it helps to bind the members of the organization together. We see someone with a company shirt at the football game, we say "hi," because we're all working together. It is the same thing with high performance teams. Everybody works together, so the team needs its own culture to help motivate itself -- it is an organizational subculture that makes the high performance team
H3. The higher the domestic market competition, the more likely the organization use of high performance organizational practices. H4. The higher the international market competition, the more likely the organization use of high performance organizational practices. H5. The higher the domestic market competition, the less likely the organizations adopt bureaucratic structure. H6. The higher the international market competition, the less likely the organizations adopt bureaucratic structure. H7. The higher the percentage of organizations adopting
A sense of democracy, treating worker with respect by compensating them fairly rather than using airy slogans about being a team player and sacrificing for the good of the collective, valuing the quality of employee's ideas more than the employee's place in the corporate hierarchy, and thinking outside of the traditional box of how an organization operates are all characteristic of Google. Google is a high-performing workplace because it makes