Case study: the annual review

Kaitlyn is a process engineer. She has worked for Jeremiah for quite some time, and feels like he understands her contributions to the team.

Several days ago, she had been looking forward to her annual performance review. She had saved the company $4 million in March of this past year, and remembered the praise Jeremiah had heaped on her in front of the company president. Shortly after this big win, the president asked Jeremiah to broaden her responsibilities. Kaitlyn expected a glowing review and a nice bonus check to cap off a stellar 2010.

Blockers

When I speak about talent management, I describe the work as follows:  talent management is about ensuring the right people are in the right roles at the right time.  It's easy to say - rolls right off the tongue.  However it's very complex, and not so easy to implement.

Most large firms have a formal review of talent at least once per year. A component of this conversation is to discuss individuals in three broad dimensions: performance against goals; behaviors that benefit the individual, team, and firm; and the potential to develop and contribute at a higher level in the organization.

Sun Tzu for Execution: How to Use the Art of War to Get Results

When I'm reading, I like to highlight passages and important nuggets of information that might be interesting or helpful to read again in the future. It directs the eyes and helps me maximize my reading based on my learning style.

At the end of Sun Tzu for Execution: How to use The Art of War to Get Results, by Steven W. Michaelson, I noticed that a great deal of the text had been underlined, something on just about every page.