Three Problems with Combining People Analytics and Performance Management, and How to Overcome Them

In the blog “Merging Performance Management and People Analytics,” I wrote about how combining performance management and people analytics can lead to better and more frequent data for making people decisions and evaluating performance, as well as the opportunity to embed both performance management and people analytics into the flow of work itself. Bersin research […]

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Merging Performance Management and People Analytics

Performance management—or the abandonment of it—is a hot topic. We just launched the results of a new High-Impact Performance Management study—the results of surveying over 1,000 organizations globally, across all industries, geographies, and sizes. Many organizations feel old-fashioned and left behind in their approaches to performance management, apologizing if they have not evolved from traditional […]

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Performance Management, Disrupted: Enabling Performance in the Flow of Work

Performance reviews are dead! Long live performance reviews! This sums up the last few years’ heated discussion around reviews, ratings, and performance management (PM). I was excited by the opportunity to lead a broad industry study regarding performance management as my first priority with Bersin. I have been working on this topic for the last […]

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Mind the Gap: HR Tech 2018

The HR tech market is almost as hot as Las Vegas in September. This year’s HR Tech conference was one of the biggest ever in regard to solution providers, corporate buyers, consultants, thought leaders and analysts—and even a fair amount of venture capitalists ready to place their bets. The venue, a large hotel and casino […]

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Get Your Talent in Shape

Organizations have been speaking for years about an alphabet of talent shapes—T-shaped, M-shaped, P-shaped, E-shaped, π-shaped, and I-shaped—that can help develop company strategy and maintain a pipeline of diverse capabilities.[1] If you’re unfamiliar with these talent shapes, they may be best understood as members of the following two groups: Semi-specialist profiles: T-, π-, and Y-shaped […]

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