Many organizations today struggle with performance management. Both employees and managers dread the routine of annual reviews. At the same time, accountability is recognized as important and necessary. In How Performance Management Is Killing Performance—and What to Do About It, M. Tamra Chandler discusses why long-used performance management systems do not work well. Based on her experience with numerous organizations, Chandler offers a comprehensive framework that organizations can use to rethink, redesign, and reboot their performance management systems. The goal is to generate better outcomes, as well as more positive experiences for employees at all levels of an organization.
Science and psychology have contributed many interpretive tools that businesses can use to hire employees who will be successful. However, companies do not always understand how to tailor those tools to their businesses and job openings. In Misplaced Talent, Joe Ungemah shows hiring professionals how to assess candidates’ abilities, experience, goals, and values, as well as gauge how well they would fit into their companies’ environments, which is critical to retaining employees once they have been hired.
In Be the Business, Martha Heller demonstrates how the steady evolution of technology has resulted in IT becoming the heart of every business. No longer existing as merely a support function, IT now drives from the backseat. As businesses adapt to this new technology model, their CIOs must transform from technologists to strategists and from account managers to financial leaders. They have no choice but to develop new competencies to successfully confront the host of new challenges stemming from the rapidly evolving and growing role of technology.
