Giftpack的动态

I’m totally intrigued by the latest insights from the 2024 High Performer & High Potential Development Report. For example, the responsibility for employee development averaged out to 57% employee-owned and 43% employer-owned. How would you quantify the ownership of your future like this? Another question that keeps echoing in my mind is: Were the employees at these companies interviewed, too? I have a strong hunch that their perspectives on potential, performance, and ownership might paint a completely different picture. Take a moment to look around your team. How many of them believe they are high performers and have high potential? How would you answer that for yourself? The report says the following: High Performer: 21% High Potential: 15% Really? Does this mean 79% of your team doesn't see themselves as high performers and 85% don't believe they have high potential? The insights from this report are incredibly valuable. Yet, the real headline isn’t just about investing in future talent. It's about bridging the gap between perceived and actual potential and performance. What would it take to align these perceptions? How can we create environments where both management and employees create the same story about the future of potential and performance? Let's challenge ourselves to close this perception gap. Our future success depends on it. #futureyou

Just read the 2024 High Performer and High Potential Development Report by The Talent Strategy Group. It's offers very valuable insights! -The key takeaway for me is the need of the executive team to commit to development and to hold managers accountable for the development of their people. In most companies goal setting and performance assessment are mandatory, talent development should be as well. HR's role in this process should be to offer simple tools and expertise to help managers create effective development plans. However, managers—and I would add, the employees themselves—should be responsible for creating the plan and consistently reviewing the progress.

Does your business need a Chief Human Resources Officer (CHRO)? A CHRO aligns HR with your business goals, contributing to driving the strategy, culture and growth. Clare Thornton discusses the pivotal role a CHRO can play in your business: https://lnkd.in/ga3nY6Jn #FrazerJones #CHRO #Recruitment

I posted an article the other day - also from Marc Effron - regarding the value of an organizational talent philosophy. For those companies struggling to develop - and retain? - their high-performing and high-potential leaders, this brand-new report should provide some food for thought. #leadershipdevelopment #executivecoaching #highpotential #talentmanagement

More great insight from Talent Strategy Group. Surprising results - worth a read by HR leaders and reflection on how we handle in our own organizations. #talentmanagement #talentdevelopment #humanresources

Insightful report. So much more to do in terms of unlocking high potential and performance in organizations.

Gloria St. Martin-Lowry says "There’s a tendency to focus on what’s flashy or externally visible, like new #tech or the “next big thing.” Unfortunately, this reactive mindset can leave incredible opportunities for internal growth untapped." #talentdevelopment #talentmanagement #hr #CHRO #leadership https://lnkd.in/g8-97RMZ

This article is for your people leaders. The ones who confuse performance and potential. The ones who need to build better talent faster. We give them clear & practical guidance on how to show up at a talent review. https://lnkd.in/dPbcrmvt #hr #CHRO

Despite the decades we have been doing Talent Reviews- these questions and concerns keep coming up. The simplicity, directness, and clarity with which Marc Effron has demystified Talent Reviews is just fabulous. This is a complete guide with Tips and Tricks! I especially love the point about working with whatever framework is put in front of you (Brought back the painful memories of the many many hours lost in defending / explaining/ reeingineering ??) Any framework can be made to work with the right intent and any framework can be "gamed". I believe, like most things that drive company success - this also boils down to trust - does the leadership team trust each other or is each one trying to secure a "better" position for "their person". Does each employee trust that productive discussions happen in these reviews and that someone is watching out for their career? It takes time and consistently doing the right thing - but the results are wonderful - for individuals as well as organisations.