Your organisational culture and existing levels of transparency may influence your decision to be open about your high-potential practices, but it may also be helpful to take into account some of the ethical and legal implications too.
It’s long been established that for future success, organisations need to understand the attributes of their workforce, identify top talent and implement processes to develop these people. Yet, many executives still find they have an insufficient grasp on what type of talent they need to drive business success.
Recent research has revealed that 68% of companies with a high potential programme say that it is not very effective (DDI, 2017). This statistic is worryingly high; as pressure mounts on organisations to grow their own talent, it is crucial to get it right. But where are organisations going wrong?
360 Degree Feedback isn’t new; most employers have been deploying feedback tools for years now. 360 performance reviews have been used in every shape and form, which is why it’s all the more surprising that today we still see them being implemented in ways that add limited value – to organisations and participants alike.
It’s a fact that high quality 360 feedback is essential to the ongoing health of any business. Without the drive for individual development, it is unlikely an organisation will grow and thrive. While 360 feedback has a long history in the workplace, employers still face challenges when running their review processes.
Empowering managers, HR professionals & individuals with the power of analytics data
In recent years, there has been considerable debate around the true value of 360 feedback processes. One of the reasons for this controversy is that many businesses encounter difficulties attempting to implement successful 360 solutions. But why is it so difficult? What are the common pitfalls in implementing 360 feedback, and how can you help ensure your initiatives are a success?
If you work in HR, you’ll understand that making decisions about people is a complex task. It’s not always easy to be objective, and often we’d like to have more supporting evidence and minimize the risk of making biased decisions. That’s where People Analytics provides a fantastic opportunity. We can bring in data to give us a helping hand.
When we take into account the literature and research around leadership development, as well as our observations in practice, it’s clear that self-knowledge is a core element in managerial and leadership roles. Levels of self-knowledge vary between individuals, and those keen to develop know the importance of seeking out feedback on their work and performance.
The world of work is changing, it requires flexiblity, at Cubiks we can guide you and help find your best talents to help you grow