Category Archives: Performance management

Bank CEO pay fails the test of Total Stakeholder Value (TSV)

Banking Governance & Culture Report Series: Part 2 (of 10) The Financial Times just reported Bernstein research on the magnitude of bank CEO pay; drawing comparison between the high relative pay of US bank CEOs and their European counterparts. Bernstein … Continue reading

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MI Reconnecting Performance Management to Total Stakeholder Value

It seems everyone is finally in agreement – the type of performance management that we have all learned to live with is dead. When I Googled the statement ‘performance management isn’t working’ the top four hits were – No. 1 … Continue reading

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Total Stakeholder Value – A Whole System Solution for Executive Pay

Executive pay is a broken system. Every day another headline appears in the business media with Boards not knowing which way to turn for the best. That’s why MI decided to set up its own CEO Remuneration Project last year; a … Continue reading

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Human productivity

If I have learned any important lessons about economics (since I gained my degree in the subject over 35 years ago) they are these.  One, there is a huge gulf between how the theory is taught and how economic policies … Continue reading

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Toward Mature Talent Management: Beyond Shareholder Value

MI’s Professor David Collings explains how Talent Management must be addressed in a much wider context of Value in the latest edition of the HRDQ journal: Abstract: Talent management has become one of the most prevalent topics in the field … Continue reading

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Maturity in practice: the State Water experience

TMI’s council member Rob Scott has led a team of maturity analysts to help State Water in Australia. This is HR Magazine’s piece on the results so far: HR Magazine: Taking a Mature Approach

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MI launches its first major project – ‘Reward & Value’

MI is very pleased to announce its first major project – ‘Reward and value – individual, organizational, shareholder, societal. Developing a mature (MI) approach.’ – which is being led by MI Associate Matt Sinnott. Background The mounting dissatisfaction with reward … Continue reading

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Goals Gone Wild (Again)

As part of a workshop I facilitate on understanding people risk within an organization, I often work through an excellent academic paper[1] that describes how the setting of goals or objectives can create havoc within an organization and cause serious … Continue reading

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No more ‘Finance for non-financial managers’ courses please

Have you ever been on a ‘Finance for non-financial managers’ course?  Did it not strike you as an odd concept? Who do they mean? Which managers are ‘non-financial’ and should there not also be a counter-balancing course for finance people: … Continue reading

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The 9th Pillar – Performance culture has to connect value to values

Yesterday two NHS nurses were struck off the UK nursing register for bringing their profession into serious disrepute.  One of the features of this case was the falsifying of records so that ‘performance targets’ could be met.  The NHS has … Continue reading

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