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  • 1.  Chapter on Talent Management

    Posted 10-11-2006 14:38
    Hello Vlad,
     
    If you are interested, I may be interested in providing a chapter on futuristic/exotic, present day, and past systems of performance appraisal.
     
    Regardless of the process and delivery system, it is my belief that succesful performance appraisal is the undersung hero of talent management.
     
    Once the money and efforts have been expended to attract and select the most qualified individuals for our jobs, it is essential for the organization to find fair, just, and inherently motivational systems for appraising and rewarding performance.  Talent retention is an important component of talent management.
     
    Since the primary function of performance appraisal (PA) is to facilitate the movement of our employees toward greater productivity and job satisfaction, a chapter on PA should also include the ways in which various PA systems deal with disciplinary actions, as well as reward functions.
     
    Thank you presenting this opportunity, Vlad.  If you are interested, could you please send me some details on the proposed book?  (i.e. general demographics of target audience; size of potential target audience; international or national scope, etc.)  I realize that some of this may be considerred proprietary information by the publisher and perhaps cannot be shared at this point.
     
    Dr. Pat Schutz, SPHR
    Mesa State College
    Assistant Professor of Business Administration
    1100 North Avenue
    Grand Junction, CO 81526
    970-248-1748  Voice
    970-248-1755  FAX


  • 2.  Chapter on Talent Management

    Posted 10-12-2006 15:24

    Pat,

     

    You are offering to share a chapter on the past, present and future of performance appraisals.  I just read your reply to Gary Lundquist, and I highly agree with your thoughts on the complexity of management systems as we provide greater freedom of employees to act in the best interests of the organization.  However, in regard to performance appraisals, I've found that the traditional approach is rather useless, and I don't care much for the word "appraisal" as it has a bit of a "controlling" aspect that tends to set the manager as a superior being to an employee.  While I fully believe in the necessity of performance management, I'm just not convinced that "performance appraisal" (as typically viewed) is a useful approach.

     

    I really like the approach that <st1:city w:st="on"><st1:place w:st="on">Gallup</st1:place></st1:city> has proffered (http://gmj.gallup.com/content/default.aspx?ci=442&pg=1).  This approach emphasizes establishing clear objective measures at the outset, continuous coaching and feedback, and an ongoing meeting to focus on future, not past, performance.  You used the word "exotic" in both your post regarding the book chapter and in your exchange with <st1:city w:st="on"><st1:place w:st="on">Gary</st1:place></st1:city>.  I was wondering if you would care to elaborate a little bit regarding what you see the future of performance appraisal is and how you would describe an "exotic" approach?

     

    Thanks in advance, and...

     

    Make a Great Day!

     

    Gary Lear, President & CEO

    Inscape Certified DiSC Trainer

     

    Resource Development Systems LLC

    Managing the Human Side of Business (sm)  

     

    gelear@rds-net.com   www.ResourceDevelopmentSystems.com

     

    (c) 2006 permission denied to use this post in any other forum or in any way other than on the discussion list that it was originally posted.

     

     

    From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of Patrick Schutz
    Sent: Wednesday, October 11, 2006 2:38 PM
    To: MG-ED-DV@AOMLISTS.PACE.EDU
    Subject: Chapter on Talent Management

     

    Hello Vlad,

     

    If you are interested, I may be interested in providing a chapter on futuristic/exotic, present day, and past systems of performance appraisal.

     

    Regardless of the process and delivery system, it is my belief that succesful performance appraisal is the undersung hero of talent management.

     

    Once the money and efforts have been expended to attract and select the most qualified individuals for our jobs, it is essential for the organization to find fair, just, and inherently motivational systems for appraising and rewarding performance.  Talent retention is an important component of talent management.

     

    Since the primary function of performance appraisal (PA) is to facilitate the movement of our employees toward greater productivity and job satisfaction, a chapter on PA should also include the ways in which various PA systems deal with disciplinary actions, as well as reward functions.

     

    Thank you presenting this opportunity, Vlad.  If you are interested, could you please send me some details on the proposed book?  (i.e. general demographics of target audience; size of potential target audience; international or national scope, etc.)  I realize that some of this may be considerred proprietary information by the publisher and perhaps cannot be shared at this point.

     

    Dr. Pat Schutz, SPHR
    <st1:place w:st="on"><st1:placename w:st="on">Mesa</st1:placename> <st1:placetype w:st="on">State</st1:placetype></st1:place> College
    Assistant Professor of Business Administration
    <st1:street w:st="on"><st1:address w:st="on">1100 North Avenue</st1:address></st1:street>
    <st1:place w:st="on"><st1:city w:st="on">Grand Junction</st1:city>, <st1:state w:st="on">CO</st1:state> <st1:postalcode w:st="on">81526</st1:postalcode></st1:place>
    970-248-1748  Voice
    970-248-1755  FAX