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Peak Development Radio

#1706 – We continue our series on Accelerating HR’s Business Impact with Tim Sackett, President of HRU Technical Resources, contributor to the website Fistful of Talent, and author of his own blog, The Tim Sackett Project. He talks with Dr. Mindy Hall about the importance of talent and performance in today’s organizations, and why HR needs to be more proactive in shaping its own destiny.

Peak Development Radio

Thought Leaders on HR: Marcus Mossberger

#1705 – Dr. Mindy Hall talks with Marcus Mossberger, Senior Director of Healthcare HCM Strategy at Infor, about how demographic changes, technology, and socio-economic shifts are changing how organizations approach HR.

Peak Development Radio

Developing HR and Its Leaders

#1703 – We talk with Lisa Uthgenannt, CHRO for LabCorp, about effective strategies for developing HR teams, the role senior HR leaders should play in development, and the skills HR practitioners most need to develop for the future. The first episode in our series on Accelerating HR’s Business Impact.

Peak Development Radio

Changing the Conversation on HR

#1410 – What makes it so that in 2020 there is not another article written about how the HR function is not living up to its potential? Mindy Hall talks with HR executives Donna Torelli, Lisa Uthgenannt, and Joan Winterbottom about their reactions to Ram Charan’s article, “It’s Time to Split HR”: where they agree, where they differ, and what the HR function must do to shift the conversation.

The Competency Casebook

from “The Competency Casebook: Twelve Studies in Competency-Based Performance Improvement” Dubois, David D., ed. HRD Press, Inc., 1998.
Mindy Hall, in Chapter 9, describes how Rhone-Poulenc-Rorer, a global pharmaceutical corporation, used a competency-based approach to build a development culture across the North America zone of responsibility. Hall tracks for us how competencies were used throughout a five-stage change process. The change process included the following steps: creating a vision; generating energy and enthusiasm for the vision; building support for the change with key individuals; providing a common purpose, direction, and language; and, aligning key human resources systems (including recruitment, performance measurement, rewards, and so forth) to support and reinforce the desired culture.

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