August 2010 in review. A roundup of blogs from the previous month:
Do companies blow their social media efforts because they are afraid to fail, preferring to fall back on old marketing rules? The comments section offers a chance for Jonathan Salem Baskin and Hank Wasiak to debate my point.
A recap of the Human Resource Executive Online article title “Is Business a Foreign Language for HR?”
Models are a way to understand the key decisions you may need to face and hedge the bets you’re placing. Ultimately, investment risk is a risk for a team to deliver as much as it is a market or financial projection.
Let’s revisit what has become the noise surrounding essential knowledge, ability, skills, and competencies organizations need from people ready to lead. Should more job roles and responsibilities be built around organization development and promote and reward those with organization development competencies and behaviors?
Human capital risk is the most difficult risk your firm will manage. You can’t simply throw money at human capital problems; though on the flip side, restricting money negatively impacts your human capital output. The decision to invest comes down to a decision to invest in a team to deliver a project, on budget, and up to expectation.
Investing in talent during trying times is a way to assure important talent will remain in good times. Talent investment is a competitive marketing and operating advantage over your competition. There is a distinct cost of culture and those that pay attention to the return on talent investment show real results.
When projects fail, people associated with projects fail and who wants to be associated with failure? People are motivated when they can link their effort to success. Motivation and project management are 2 ways an organization remains competitive.
For project management to become a prominent discipline we in project management and organization leadership need to move project management from a management science into a management competency.
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