What are Best Practices for Rewarding and Maintaining Engagement of Employees who Have Reached Their Full Potential in an Organization?

According to Harvard Business Review, only 30% of high performers are actually high potential employees. The remaining 70% lack the critical components for future success. CLC groups these individuals into three categories: Engaged Dreamers, Disengaged Stars, and Misaligned Stars. Most fall into the latter two categories. Disengaged stars have the ability and aspiration to be high potentials, but suffer from a lack of engagement. Misaligned stars have the ability and the engagement, but do not aspire or do not choose to make the sacrifices to attain and to perform in more demanding jobs. Within this company, 10% of employees fall into the category of high performers who have reached their full potential. This group also represents approximately 85% of the critical-to-retain talent. Therefore, strategies to reward and retain these employees become highly important for the organization, arguably just as important as strategies directed towards high potentials

What are the Most Efficient and Effective Practices Surrounding Performance Management?

Research Question: What are the most efficient and effective practices surrounding performance management? Specifically, how have large corporations, been able to simplify their practices so that performance management is not a lengthy and arduous process

Self-referential thinking and equilibrium as states of mind in games: fMRI evidence

Sixteen subjects' brain activity were scanned using previous termfMRInext term as they made choices, expressed beliefs, and expressed iterated 2nd-order beliefs (what they think others believe they will do) in eight games. Cingulate cortex and prefrontal areas (active in “theory of mind” and social reasoning) are differentially activated in making choices versus expressing beliefs. Forming self-referential 2nd-order beliefs about what others think you will do seems to be a mixture of processes used to make choices and form beliefs. In equilibrium, there is little difference in neural activity across choice and belief tasks; there is a purely neural definition of equilibrium as a “state of mind.” “Strategic IQ,” actual earnings from choices and accurate beliefs, is negatively correlated with activity in the insula, suggesting poor strategic thinkers are too self-focused, and is positively correlated with ventral striatal activity (suggesting that high IQ subjects are spending more mental energy predicting rewards)

Driving Innovation During Times of Growth

As the official coverage provider, the Cornell HR Review covered the keynote and panel discussions at the Human Capital Association’s (HCA) 9th Annual Symposium. The HCA is a student run organization within Cornell’s Johnson School and School of Industrial and Labor Relations, which strives to drive the future of the HR profession through educational and professional development opportunities across the Cornell community. The symposium provides a forum for students, faculty and corporate executives to explore the various dimensions of human capital issues prevalent in global business. This year’s symposium topic focused on driving innovation proactively through human resources and across organizations as we recover from the economic crisis of the past several years