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Strategic Initiative KPIs: Four Measurement Layers, and Why Layer One Can Be Green While the Initiative Fails
An initiative delivered on time, on budget, and in full can still be worthless. Delivery is the one layer that can be perfect while nothing... Read more
Career Development Plans That Drive Engagement
Work has changed.People no longer see their jobs as simply a paycheck or a place to clock in and out.…
Bastin Gerald
How the Say-Do Ratio Helps Measure Commitment in Agile Teams
Agile teams live on a steady diet of promises and proof. At sprint planning the promise is made, and at…
Bastin Gerald
Why is Culture Important to the Success of a Merger & Acquisition Strategy?
Many companies begin discussing mergers and acquisitions with meticulous plans and comprehensive financial models. But soon after the deal is…
Bastin Gerald
Why focusing on HRIS performance alone hurts the business
For years, people thought that performance management was an HR job, with forms, ratings, and systems made to make sure…
Bastin Gerald
Why Your Billion-Dollar Merger Is Probably Killing Innovation
Consider this scenario: when a Fortune 100 company bought a cloud startup for $2.3 billion, they did everything right except…
Bastin Gerald
What is the Link Between Employee Wellbeing and Engagement?
What is Employee Wellbeing? Employee wellbeing is one of those topics that sounds simple until you try to define it.…
Bastin Gerald
Recognition Programs That Actually Drive Engagement
Employee recognition programs don’t exactly have the best reputation. Too many companies have relied on stale and largely cookie-cutter efforts…
Bastin Gerald
How Does Your Say–Do Ratio Change Across Different Work Environments?
We’ve all worked with that person. On Tuesday, they promise to look over your proposal by the end of the…
Bastin Gerald
Why Do People Break Promises? The Psychology Behind the Say-Do Ratio
Organizations and individuals rarely fail because of poor intentions; they fail in the space between commitment and execution. The say-do…
Bastin Gerald
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