Talent Liberation

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Deborah Hartung. Talent Liberation

Prologue

Changing Minds and Hearts

The origins of all that we still think and believe about work

Fear and BS Badges of Honour

Resources and Management

TL; DR Summary: Question everything, all the time

Performance Management vs Workplace Culture

An inconvenient truth about the state of workplace culture

A monster of our own making

A Halloween Horror Show with Zombies and Vampires

Zombies and Vampires Running Wild

Employee Engagement Levels are Improving, but not by enough

Time for a Change

The Performance-Values Matrix

TL; DR Summary: Change the way we define high performance

People make the Profits

What makes a Team

How to define Effectiveness

The Winning Attributes

TL; DR Summary: People are Complex and are most likely to be Successful in Specific Conditions

Introducing the DIRC Model

Delivery

Innovation and Growth

Relationships

Corporate Citizenship

How I see DIRC working in an organisation

With KPA's or OKR's

With Weighting

Starting from Scratch

Rating Scales

How often we should be rating with DIRC

Who should be rating with DIRC

The Simple People Strategy I Advocate

The trouble with HR Strategy

An amazing place to work

Physical Work Environment

Organisational Design and Structures

Technology & Digital Transformation

The EQ and Leadership Stuff

TL; DR Summary: We want to create amazing places to work, where people do great work and are empowered and encouraged to be the best version of themselves

Retire these Expressions for the New World of Work

What do you want to be when you grow up?

Treat people the way you want to be treated

If you don’t have anything good to say, don’t say anything at all

Children should be seen and not heard

Sticks and stones may break my bones, but words will never hurt me

There’s no such thing as bad publicity

TL; DR Summary: We need to retire some old-fashioned phrases

Putting DIRC to Work

It's all about the Experience

Start with the Job Descriptions

Competency Based Recruitment

Fix the Hiring Process

On-boarding and the crucial first 90-100 Days

Basic Job Crafting and Listening to the Employee

Capacity Building

Bonus to Quit

Day-to-Day Talent Management Activities to Support DIRC

Mood Tracking

Self-Coaching and Peer Coaching using GROW Methodology

Daily Stand-Ups

Bi-Weekly or Monthly Check-Ins

Regular, on-going Recognition and Feedback

Performance Management with DIRC

Re-brand and Integrate

Delivery: Technical Skills Training

Innovation and Growth: Systems, Skills and Personal Development

Relationships: Soft Skills Training and Coaching

Corporate Citizenship: Coaching and Mentoring

Quarterly Reviews and Quarterly Goals for Growth

Bonus: Tech & Tools I Love

Personality & Pre-Hiring Assessments

All-in-one HR Tech Solution

Recognition, Performance, Culture & Engagement

Coaching and Leadership Development Tools for Managers

Employee Suggestions

Stress-Test your Values and your Culture

Awesome new Tech I recently discovered

Отрывок из книги

For me, it's not really the ridiculous amounts of time and money that go into the annual performance appraisal, that are a source of discontent. Don't get me wrong - it's absolutely ludicrous that we are living in the 21st Century and we have all of this technology at our fingertips, but companies are still electing to keep giant spreadsheets and spend days and days in long meetings to discuss individual performance for employees that most of the people in the meetings haven't ever even worked with that closely. And don't get me started on the stack ranking - my disdain for these methodologies is pretty much boundless at this point in time. Globally, most business and HR leaders are stuck in this never-ending loop of job descriptions and key performance areas (KPAs) and objectives and key results (OKRs) and everyone is trying desperately to find some kind of objective means of measuring and deciding what is acceptable work performance and what isn't. Add the stress of linking career advancement opportunities and earnings potential to those scores and the demands of shareholders and P&L statements and I think it's pretty easy to see how this can all go horribly wrong. And of course, it has.

But it's not the system or the methodologies in use in workplaces around the world as much as it is actually our underlying attitudes and beliefs about work and human motivation and productivity and profit, that is to blame for the situation we find ourselves in.

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And there is the root of our problem right there - management = control.

The concept is so deeply rooted in our collective psyche and we use the term everywhere. We talk about ‘performance management’ or ‘talent management’. We have phrases like ‘manage expectations’ which we all know is a weasel way of telling someone to make sure that others don't get too excited or get their hopes up too high.

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