An Employee Best Fit Model – The Capability Assessment Triangle

By Michelle Malay Carter on May 10, 2010 

Best Fit Model – PeopleFit’s Capability Assessment Triangle How?do managers go about finding the best fit between employee and role?? Most look at resumes and use behavioral based interviewing, but these?items only get at what someone has already had a chance to do.? With research showing that 20 % of employees are underutilized, we a […]

Filed Under Employee Engagement, High Potential, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | 3 Comments

Talent Assessment – Easy Peasy?

By Michelle Malay Carter on May 6, 2010 

It’s?easy to walk on water when you know where the rocks are.??? –? Gerry Kraines I’ve found that managers are highly capable of assessing the relative cognitive capability (by work level) of their employees when they are given a work levels framework. People Are Different, and It’s Not Just about Experience and Education If you […]

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Why You Shouldn’t Hire the Best and the Brightest Candidate

By Michelle Malay Carter on May 5, 2010 

Instead of focusing on hiring the best and the brightest candidate that applies for your position, shouldn’t you focus on hiring the best match? The Dangers of Overhiring Focusing on hiring the brightest candidate can lead to overhiring, which, unless you are building bench for growth, creates drag in the system over time. Back to […]

Filed Under High Potential, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | 10 Comments

Why Training Rarely Solves The Problem- I’m OK. You’re OK. Let’s Fix the System

By Michelle Malay Carter on March 29, 2010 

Management’s Magic Bullet – Training Training is a fabulous thing – if people need to build knowledge and skills. But how often are issues at work really caused by someone’s lack of knowledge or skill? What does training NOT address? What the accountabilties of my role are, AND what the accountabilities of others’ roles are. […]

Filed Under Accountability, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | 7 Comments

Undercover Boss – Well-Meaning Window Dressing

By Michelle Malay Carter on March 1, 2010 

I must admit I’m touched by the hearts of the CEOs who agree to go undercover to experience their organization on the ground floor.? They seem to geniunely care about the people, not just the publicity afforded to their organization by the show. Systems Drive Behavior However, in the end, their righting single incidents or […]

Filed Under Accountability, Employee Engagement, Executive Leadership, High Potential, Organization Design, Requisite Organization, Talent Management, Work Levels | 6 Comments

Add Time Spans to Your Resume to Reflect Your Requisite Level of Capability

By Michelle Malay Carter on January 16, 2010 

I answered a question on a LinkedIn?Management Consulting?group from a person?inquiring about how to ensure you are being considered for roles at the right level.? Assuming you have been employed at full capacity in your previous work, adding a time element to your resume’s bullet points is one of the best ways to demonstrate your […]

Filed Under Felt Fair Compensation, Requisite Organization, Talent Management, Work Levels | 2 Comments

Engaging Employees Through Operationalizing Good Power, Starving Bad Power, and Disallowing No Power

By Michelle Malay Carter on December 21, 2009 

I was struck by a message on Good Power Versus Bad Power?at my house of worship last week.? It occurred to me that this is what PeopleFit endeavors to do within Managerial Hierarchies. Throwing The Baby Out with the Bathwater – Egalitarianism We are kidding ourselves to believe?managerial hierarchies can be?egalitarian.? Power must be exercised.? […]

Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | 3 Comments

Even Leaders Have Leaders – How Do We Sort Out Who Leads Whom?

By Michelle Malay Carter on December 15, 2009 

Employees Crave True Leadership Employees?don’t begrudge being led.? They resent being asked to submit to the leadership of someone who doesn’t add value to their thinking.? Management Myth Busted Simply having?more experience does not automatically qualify someone to be a thought leader for anyone with less experience. Danger, Danger – Promotions by Tenure Many a […]

Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | 4 Comments

Doing Things Right Versus Doing the Right Things – Operational Work Versus Strategic Work

By Michelle Malay Carter on December 10, 2009 

We can convert the famous Peter Drucker quote about management being doing things right and leadership being doing the right things into requisite work levels speak. What Drucker was drawing a line between was the operational work levels in an organization and the strategic work levels in an organization. Doing Things Right aka Current Operations […]

Filed Under Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 1 Comment

The Overcommitted Employee – When No Amount of Training Will Help

By Michelle Malay Carter on November 29, 2009 

Mismatch to Role As much as Americans hate to admit it. There are some jobs that are beyond the cognitive reach of some employees. No amount of training, coaching, or personal effort will help the situation. Today we will look at the behaviors a manager might see in this instance. What to Do? We all […]

Filed Under Accountability, Corporate Values, Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | Leave a Comment

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