After just finishing 6 weeks of briefings with 25 Employee Performance Management solution providers, we are thrilled to share with our readers how much the market has matured in just 8 – 10 months since my last detailed evaluation. We are truly seeing the rise and adoption of next generation solutions. By and large, the latest product releases offer much more talent process integration and are far more focused on engaging the end-user and providing decision support. Read the Full Article

Two major components of a high impact succession management process are talent calibration and talent reviews.   Many organizations are not clear on what these are and how they are different.   The following paragraphs should uncover the mystery. Read the Full Article

 This week we introduced an important new set of research and recognition, the HILO 80® - the top 80 organizations we benchmarked in high-impact corporate learning through our High Impact Learning Organization® research program.   Methodology:   On an annual basis, we investigate the highest impact best-practices in corporate learning, looking at more than 50 different elements of the corporate learning strategy, organization, systems, processes, and governance.   In addition to understanding how these companies manage and implement their learning strategy, we also look at their performance:  performance in workforce readiness, in adapting to change, in talent management, and a variety of other business measures. Read the Full Article

Last week I had the pleasure of talking about the realities of social software and social networking in the enterprise with a group our member companies, including Sun Microsystems, Xerox, Glaxo Smith Kline, Cornerstone OnDemand and SkillSoft.   You might be tempted to think, based on the composition of that list, that this was a conversation between a group of early adopters – pioneer organizations in uses of social software in the enterprise. Not necessarily. Read the Full Article

One of the important lessons we have learned from our High Impact Learning Organization® research is the simple but profound fact that learning is part of a corporate business strategy.    While many HR and business leaders still believe that “training” is department which improves workforce productivity and should be treated as an expense item, our research clearly finds otherwise.   Corporate learning is a critical part of any enduring business strategy, similar to finance, marketing, sales, and manufacturing. Read the Full Article