Managers are shifting away from annual reviews, eliminating employee rankings, focusing on improving the collection and use of data, and incorporating talent and performance management into the executive suite of decision-making.
Defining company culture is hard enough—let alone changing it. But if you’re in a leadership position, you have a role.
Associate Professor Michael Gunderson parallels his grandfather's version of talent management with the industry demands of today and delves into why managing people properly is vital to organizational success.
Founder and Executive Director Dr. David Downey reflects on the center's evolution as we celebrate 30 years of exceptional professional development for the food and agricultural business sectors.
Steve Vande Loo, founder of Advanced Beverage Concepts, Inc., is a results-driven consultant to businesses directly and indirectly linked to the beverage industry. Drawing from an accomplished career as an executive for Coca-Cola, he provides clients insights on organizational strategy, leadership development, new-brand planning, and product introduction and commercialization.
Having an annual performance evaluation process can be both cumbersome and ineffective in some business environments. Ditching them could be beneficial, so long as businesses don't move completely away from structured feedback.
Effective talent management is a key to successful business strategy. The 2015 National Conference for Agribusiness will help leaders affect change in the way their companies manage their most important assets: people.
People are the most important resource a company has, but in agricultural economics, we tend to run away the minute human resources comes up in discussion. Sooner or later, we have to stop running.