How Do Organizations Assess for Potential, in addition to a Talent Review Process?

Demand for high potential talent has increased dramatically in the past five years as companies have struggled to fill vacancies due to a competitive talent market. Therefore, having a strong talent pipeline is extremely critical to organizations. Most companies evaluate high potential talent based on three criteria: engagement, ability, aspiration to hold successive leadership. But only 53% of organizations are confident in their ability to select and assess the best talent. An efficient tool is necessary to assess and capture the best talent in the organization. These four categories of tools are widely used by industries and have been considered successful and effective when measuring potential leaders: Assessment and development centers External assessment tools Company self-developed assessment methods 360-degree employee feedback assessment To better understand the benefits of using these tools, this summary report will analyze the essence of the tools and provide case studies of top performers in the industry using these methods

Managing Global Training Utilizing Distance Learning Technologies and Techniques: The United States Army Readiness Training

Distance learning (e-learning) is expanding at a very rapid pace as organizations throughout the world search for economical, responsive, and effective means to train workers to meet the challenges of the information age workplace. The Army Distance Learning Program (TADLP) model is discussed in the context of the global e-learning environment. Both e-learning infrastructure and management issues are identified, with emphasis on: (1) developing policy, (2) measuring performance, (3) managing resources, (4) maintaining standards, and (5) satisfying users. The TADLP program is challenging to manage effectively, and difficult to accurately assess program outcomes. The TADLP program is shown to have a well-executed infrastructure plan, quality management of both facilities and services by contractor-supplied staff, and well-designed classrooms. However, the program suffers from limited courseware, creating a bottleneck for full program utilization. A discussion follows relating the Army program to public and private e-learning programs and expectations.

Sustainability management accounting system (SMAS): towards a conceptual design for the manufacturing industry

[Abstract]: The study reported in this paper aims to identify an effective management accounting system using sustainability accounting concept for environmental and social cost measurement to add value to organizations. The motivation for undertaking this research is driven by the current practice of activity based costing (ABC), which has not identified and allocated costs of environment and social impacts to a single production activity. This has resulted in inaccuracies in cost accounting information when preparing environmental and social performance disclosures for internal management decisions, as well as external disclosures. This study therefore develops a conceptual model for a Sustainability Management Accounting System (SMAS) to improve the identification and measurement of environmental and social impact costs. A SMAS also provides sustainable organizations with a way to enhance cost allocation and analysis efficiently, thus creating more accurate cost accounting information for management decisions and reporting disclosure purposes. This paper describes preliminary work undertaken to date. Currently, it would appear that most Australian firms fail to report on their environmental performance, however, social indicators make it increasingly important for organisations to embrace corporate social reponsibility in their financial reporting and disclosure. Further, the results of quantitative data anlaysis will be used to identify an effective management accounting of sustainable organizations while supporting the development of a SMAS conceptual model

Measuring the Work of Intermediaries in the St. Louis Region

This guide serves to encourage funders and intermediaries to think about intermediary nonprofit organizations and their outcomes differently as well as explain how these two groups can partner successfully to create change. "We do not fund intermediaries" is often times used as a blanket statement by funders. This statement has led many nonprofit organizations to claim "we are not an intermediary" to avoid getting lumped into a certain bucket when they are in fact an intermediary organization. This guide will give insight into both the communications struggles and best practices that funders and intermediaries encounter with one another and give examples of successful funder/intermediary partnerships

Outcomes Assessment and Health Care Reform

Argues for the use of outcomes assessment in measuring cost-effectiveness and quality to capture the overall impact of multi-dimensional treatment strategies and to identify healthcare systems that both adopt appropriate technologies and perform well

Measuring Organizational Performance in Strategic Human Resource Management: Problems and Prospects

A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This paper describes the variety of measures used in current empirical research linking human resource management and organizational performance. Implications for future research are discussed amidst the challenges of construct definition, divergent stakeholder criteria and the temporal dynamics of performance. The concept of performance information markets that addresses these challenges is proposed as a framework for the application of multi-dimensional weighted performance measurement systems

Recovery from Severe Mental Illness – Pilot Research Paving the Way

poster abstractThe ACT Center of Indiana is a research and training center devoted to helping organizations provide services to adults with severe mental illness that are based on the best research evidence and promote recovery. We briefly highlight 5 recent pilot studies that ultimately may help improve care. These involve measuring factors that promote recovery (pilot #1), strategies to involving family members in recovery (pilot #2), ensuring active participation of consumers (pilot#3), reducing burnout in staff (pilot #4), and cost-effective ways to measure program implementation (pilot #5)

The Reality of Measuring Human Service Programs: Results of a Survey

In the summer of 2013, Idealware created and distributed a survey to learn how human service organizations from their own mailing list are actually using technology to measure and evaluate the outcomes of their programs. The suvey looked at a general overview of outcomes measurement and program evaluation topics, from how frequently they look at data and how much time they spend doing so to what types of metrics the organizations were tracking. To further understand the realities of measuring program effectiveness, Idealware conducted a site visit and interview of three human service organizations in Portland, Maine. The results clearly show that the respondents are struggling to measure their programs

A Guide to Measuring Advocacy and Policy

The overall purpose of this guide is twofold. To help grantmakers think about and talk about measurement of advocacy and policy, this guide puts forth a framework for naming outcomes associated with advocacy and policy work as well as directions for evaluation design. The framework is intended to provide a common way to identify and talk about outcomes, providing philanthropic and non-profit audiences an opportunity to react to, refine and adopt the outcome categories presented. In addition, grantmakers can consider some key directions for evaluation design that include a broad range of methodologies, intensities, audiences, timeframes and purposes. Included in the guide are a tool to measure improved policies, a tool to measure a strengthened base of public support, and a survey to measure community members' perceptions about the prioritization of issues