In their book Strategic Planning: A Practical Guide, Peter Rea, Ph.D. and Harold Kernzer, Ph.D. note that no strategic approach fits all situations, and as a result “contingency theory rules the day” (2). What is equally true, the authors say, is that all strategies require good sense and judgment.

Each of the implementation steps builds on the previous phases so that you will have all the right pieces in place when you introduce BLOOM® to your employees:

When you plan assessments be sure to address all three parts of the mind to get a more complete picture:

Performance reviews are subjective by nature, and that makes them an opportunity for managers to have a positive impact on employees’ performance. Performance reviews have emotional impact that will make or break relationships between employees and their managers, and those relationships affect the organization’s overall health.

We developed the BLOOM® performance management system to take bigger picture questions into account, and you should be asking those questions if you’re not already. Specifically:

We become enamored by bells and whistles for many reasons. In the world of talent management, it is usually out of wanting to cover all of the bases, except we find that most HR managers and executives don’t really know what performance management game they are playing when they are making their selections.

In his article “Strategic Functions Increase for HR in Organizations,” Stephen Miller notes that organizations that outsource administrative HR tasks tend to involve internal HR in strategic planning. That is a pattern we observe as well, and it is a successful model for business development.

Every organization needs these functionalities in its talent management system to be effective…

How do you ensure that everyone in your organization is not only reading the same book but on the same page? Clearly communicate your vision and expectations, and implement strategies that always align with your goals.

Looking at the ability of employees’ efforts to align with the expectations of the business needs for growth should be a daily occurrence. However, managers themselves are caught up in tactics and focus primarily on their own individual performance so much that they cannot step back and see the big picture.

Accountability at this level can be quite simple. If your CEO and leadership team is committed to the process, you have invested in the processes and technologies, and still there simply is no response for making performance alignment a priority, then you need to join arms with leadership and make it clear.

Each organization should define no more than five values that are distinct to driving its culture. Core values are the traits for what an organization stands for and guide what types of behaviors drive success within the organization.