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Kimberly Kellermann

@kkellermann• Mar 25, 2023open-state

When Burnout Is a Sign You Should Leave Your Job

You have the right to have work that enriches and enlivens you, rather than diminishing you.

Burnout has three components: exhaustion (lost energy), cynicism (lost enthusiasm), and inefficacy (lost self-confidence and capacity to perform),

People are most likely to experience burnout in the face of conditions such as unrealistically high workloads, low levels of job control, incivility, bullying, administrative hassles, low social support, poor organizational resources, stressed leaders, and negative leadership behaviors.

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When Burnout Is a Sign You Should Leave Your Jobhbr.org

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Kimberly Kellermann

@kkellermann• Feb 18, 2023open-state

Introducing the new module of SAP SuccessFactors in 2H2022 – Dynamic Teams | SAP Blogs

A dynamic team is a group of people with different skills, strengths and working styles, coming together to get a mission done.

According to studies of SAP SuccessFactors, more than 82% of employees have participated in a dynamic team more than once in their current organization.

Employees are no longer viewed as people performing a job title, but rather viewed as individuals who have unique passions, strengths, expertise, skills, communication and working styles, motivation and personalities.

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Introducing the new module of SAP SuccessFactors in 2H2022 – Dynamic Teams | SAP Blogsblogs.sap.com

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Kimberly Kellermann

@kkellermann• Jan 20, 2023open-state

Is Leadership a Learned Skill or an Innate Ability? - Training Industry

Leadership is the ability to accomplish goals through others,

professionally relevant forms of influence, three distinct orientations to leadership emerged from the data: technical mastery, collaborative optimization and organizational innovation.

Developing the self-confidence to become a good leader often requires training and experience in the topics employees will need to understand in order to lead.

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Is Leadership a Learned Skill or an Innate Ability? - Training Industrytrainingindustry.com

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Kimberly Kellermann

@kkellermann• Dec 21, 2022open-state

Designing Jobs Right

Virtually everyone is motivated to succeed, but people don’t experience a sense of success when a job is too easy. Alternatively, they won’t succeed at all if the job is far beyond their capabilities. If they can do the job but find it unchallenging, they’ll redefine its scope so that it is challenging. If it’s challenging but not doable, they’ll transform it into something they can do.

If you want to make sure the people you oversee are productive, you must have a conversation with each subordinate to codesign every task so that it is both challenging and doable.

Instead of waiting until the 11th hour to give bosses a dumb job, give them smart jobs along the way. Come back early and say, “Boss, I’m defining the problem you gave me as one of streamlining our go-to-market approach to make it more cost-effective and responsive to end customers. Does that definition resonate with you? How might you modify or enhance it?” That is a real job that bosses can do and will enjoy doing, and it will help your strategy effort.

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Designing Jobs Righthbr.org

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Kimberly Kellermann

@kkellermann• Oct 16, 2022open-state

The Performance Management Revolution

Deloitte has backpedaled from giving no ratings at all to having project leads and managers assign them in four categories on a quarterly basis, to provide detailed “performance snapshots.” PwC recently made a similar move in its client-services practices: Employees still don’t receive a single rating each year, but they now get scores on five competencies, along with other development feedback. In PwC’s case, the pushback against going numberless actually came from employees, especially those on a partner track, who wanted to know how they were doing.

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The Future of Performance Reviewshbr.org

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Kimberly Kellermann

@kkellermann• Oct 7, 2022open-state

2022 Strategic Roadmap for HCM Technology Investments

Many continue to search for a single EX “platform” to meet their needs.Unfortunately, despite robust development efforts by many providers, such a platform doesn’t currently exist, and will not emerge within the next three years.

Recognizing skills as the new “currency” for talent, leading organizations are shifting away from cumbersome, manually updated skills repositories that can’t meet their needs for agility and responsiveness.

Another issue facing HRIT teams is how to challenge vendors to share their AI model logic, data and results across multiple solutions. An example of this is an organization using a point solution for their internal talent marketplace (ITM) and wanting to share its skills data with their HCM suite’s skills management module. From there it might be passed along to the recruitment marketing tool or learning experience platform (LXP). Sharing data, insights, algorithms and results across the portfolio will improve AI performance across the portfolio and, therefore, enhance user experience.

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2022 Strategic Roadmap for HCM Technology Investmentswww.gartner.com

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Kimberly Kellermann

@kkellermann• Oct 6, 2022open-state

High-Performing Teams Don’t Leave Relationships to Chance

A wealth of studies reveal that by fueling our basic human psychological need for belonging, meaningful workplace connections drive many of the outcomes central to high-performing teams.

making it easier for employees to identify commonalities.

shared goals, or the experience of working together toward a common objective, supports the development of friendships.

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High-Performing Teams Don’t Leave Relationships to Chancehbr.org

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Kimberly Kellermann

@kkellermann• Sep 28, 2022open-state

Talent Management Team - 2022 - Betterworks - The State of Performance Enabelement.pdf - All Documents

Performance enablement is the driving force behind the employee experience. It forms the infrastructure upon which engagement depends — inclusive of processes, tools, and behaviors that give employees agency over their own work experience and career trajectory.

Performance enablement is the driving force behind the employee experience. It forms the infrastructure upon which engagement depends — inclusive of processes, tools, and behaviors that give employees agency over their own work experience and career trajectory.

There is a silver lining here, as another 13% told us they will be looking for opportunities within their current company. This represents a real opportunity for companies to establish their own organizations as the first and best place for employees to look for development opportunities. Managers should be encouraged to have regular conversations with employees around career goals and development, to better signal these opportunities and lay the foundation for a thriving internal job marketplace.

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Talent Management Team - 2022 - Betterworks - The State of Performance Enabelement.pdf - All Documentsretailstarbucks1com.sharepoint.com

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Kimberly Kellermann

@kkellermann• Sep 6, 2022open-state

How Company Culture Shapes Employee Motivation

Why we work determines how well we work.

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How Company Culture Shapes Employee Motivationhbr.org

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Kimberly Kellermann

@kkellermann• Sep 1, 2022open-state

Discovering Your Authentic Leadership

“How can people become and remain authentic leaders?”

these people did not identify any universal characteristics, traits, skills, or styles that led to their success. Rather, their leadership emerged from their life stories.

Consciously and subconsciously, they were constantly testing themselves through real-world experiences and reframing their life stories to understand who they were at their core. In doing so, they discovered the purpose of their leadership and learned that being authentic made them more effective.

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Discovering Your Authentic Leadershiphbr.org