The 360 Degree Performance Evaluation

360 Feedback is Critical for Objective Evaluations

Managing human resource capital is now mission critical. One of the most effective tools for managing human resources is the 360-degree evaluation process. Traditionally, an employee is evaluated from a sole source (1 degree), namely the immediate supervisor or manager. However, employees interact with numerous sources: Co-workers, customers, Managers outside the employees department, vendors, contractors, and others. The 360- degree evaluation process relies on these multiple sources, providing a more balanced and objective approach to measuring employee performance. This leads to higher productivity, better customer service, and enhanced organizational performance.

Why Games Belong in the Workplace

Games elevate productivity and innovation

Suppose the world had a workforce that was highly skilled at solving some of the most challenging problems. This workforce is motivated, hard working and highly collaborative with others. And to make matters even better, this workforce is not driven by traditional rewards such as money, but more by the thrill of accomplishing something great. Such a workforce exists and it is estimated to be 500 million strong and growing rapidly. It's the workforce of gamers. People who play games are perhaps the most untapped resource on the planet. 

The Challenge of Becoming Customer Focused

Real Customer Focus is Difficult

If customers drive business success, then becoming customer focus is mission critical. Trying to stay customer focus is considerably difficult. Here are some of the many challenges you will have to confront if you expect to be customer focused:

The Financial Argument for Great Design

Financially oriented people, such as myself, often focus too much on the numbers. If we can increase the bottom line by cutting cost, we jump all over it. This can lead to some big problems for growing the business. A good example of this is when a business spends money on design.

The Smart Organization - Part 2 of 2

Ten key concepts for High EI

Part 1 of this article set forth the argument that “emotional intelligence” (EI) is the key to creating a smart organization. Since EI enhances individual performance, it also leads to increased organizational performance. In Part 2 of this article, I will outline some specific actions that every organization can take for transforming the company through emotional intelligence.

The Smart Organization - Part 1 of 2

Successful people and companies have high EQ's

Building a "smart" organization is a function of what many HR (Human Resource) professionals call Emotional Intelligence or EI. Unfortunately, many traditional managers think that a smart organization is full of highly educated people with high IQ's. In his book, Emotional Intelligence: Why It Can Matter More Than IQ , Daniel Goleman describes how Emotional Intelligence or EQ - Emotional Quotient is a much stronger indicator of organizational performance than IQ (Intelligence Quotient).

Creating Value through Ethical Behavior

Ethical Behavior equates to More Value

There is a growing body of knowledge to indicate that organizations that act in a socially responsible manner, following high ethical standards will in the long-run outlast and outperform companies that pursue profits at all costs. This connection between value and ethics has been around for a long-time, but several studies have confirmed it:

Creating Value through Information

What makes information valuable?

When you attempt to create value, you have to make a choice between alternatives and this requires reliance on information. Understanding how to create “quality” information is paramount to decision making. One way to improve the quality of information is to make sure there is a strong flow of external sources – looking at market trends, surveying the customers, pursuing new technologies, and of course, competitive intelligence. These external sources provide the “reality checks” we need to remove internal bias, common to so many organizations.

Creating Value through Innovation

Innovation: Critical Driver of Value

Peter Drucker, the father of modern management once declared that the one core competency every organization must have is the ability to innovate. One of the reasons innovation is so critically important is because of change. With change, you are forced to innovate and you can elect to be reactive, forcing yourself to innovate (change what you are doing) or you can be pro-active, purposely seeking to innovate so as to control the changes forced upon you. As you might expect, the latter, the deliberate pursuit of innovation is the “value added” option.

Lessons from the Entrepreneur - Part 3 of 3

What makes an entrepreneurial culture

It should go without saying that we now function in a world of intense competition. Additionally, those who invest in companies are becoming less and less confident in management's ability to create value. As a result, financial markets are becoming increasingly volatile. We also need to consider things like shorter product life cycles. Because of these factors and many more, it is absolutely imperative for every organization to build an entrepreneurial culture. This article will summarize some key components within the entrepreneurial culture.