YOUR PEOPLE ARE YOUR BUSINESS
The old theory says women don’t get promoted because their good qualities are overlooked. But maybe that’s because their bad behaviors are seen all too clearly. By Peter Harms, Ph.D. Mae West once said, “When I’m good, I’m very good. But when I’m bad, I’m better.” America’s corporations—and the leaders […]
Positive feedback alone won’t cut it. To truly reach your employees (and achieve personal growth) you need to take the bad with the good. By Dale S. Rose, Ph.D., John W. Fleenor, David W. Bracken, and Allan H. Church We live in a world filled with feedback. In the digital […]
With this three-step plan, managers can build a learning culture that boosts the bottom line and benefits everyone in the organization. By Seymour Adler, Ph.D., and Rafi Prager, Ph.D. Sally Aikers is the chief human resources officer at a global technology firm with more than 3,000 employees. Every month, she […]
Want to improve equity and diversity in your organization? Start by expanding your network. By Robyn L. Garrett and Kyle V. Hiller Improving racial equity, diversity, inclusion, and belonging is one of the most important imperatives of our time. If we in the corporate world don’t actively work to repair […]
Stockpiling your all-stars isn’t smart—it’s short-sighted. You should be sharing the wealth instead. By Beverly Kaye, Connie Bentley, and Linda Rogers Hoarding is just as human as sharing—really. The words have a common lineage, and both helped our species survive for millennia. Thousands of years ago, storing food and concealing […]
Everything you think you know about feedback is (mostly) wrong. By Elaine Lin Hering Feedback: Lots of us claim to love it and others have conflicted relationships with it. We all want it … just not in that tone, or on that issue, and certainly, not from you. So why is it that despite […]
This ubiquitous goal-setting tool isn’t all it’s cracked up to be. Here’s a smarter way to enable strategic impact. By Anne Davis Gotte and Kevin D. Wilde No doubt you’re familiar with S.M.A.R.T., the oft-cited standard for the development and audit of high-quality goals: specific, measurable, agreed-upon, reachable, and time-bound. […]
Algorithms have a real place in talent management, but they have a real price, too. Before you make a huge organizational investment, discover where AI actually works—and, crucially, where it doesn’t. By Jason Narlock, Ph.D., and Allan H. Church, Ph.D. The world of work is changing, and organizations, jobs and […]
Now that we know how to measure learning agility, it’s time to apply it to support development. Here’s where to start. By David Hoff In his TalentQ piece “Where Are All the Agile Leaders?” W. Warner Burke, Ph.D., wrote about his work researching and defining learning agility. If step one was introducing […]
HR is moving away from traditional performance reviews because managers and employees say they don’t like them. Here’s why this will backfire. By Sergey Gorbatov and Angela Lane The field of performance management has been in turmoil lately. Employees are getting confused. Leaders are getting frustrated. Consultants are getting rich. […]
The mission of Talent Quarterly is to make organizations more successful by providing their leaders with the science-based, insightful, and practical information to make critical talent decisions. We accomplish that mission by publishing serious, provocative, and practical articles and interviews that raise the quality of dialogue about talent. We believe the current dialogue on talent issues provides few insights and little guidance to senior-level leaders. We believe that an honest broker is needed to adjudicate the claims made by consultants and academics about the effectiveness of talent management practices and products.