An Agile HR approach to goal setting that accounts for short term tendency to overestimate and long term tendancy to underestimate

Humans are good at underestimating the progress that can be made in the long term but overestimating progress that will be made in the short term.
How do you set goals that will motivate short term achievement without setting people up to fail, whilst not being too lax so that long term progress is stymied?
We think we have an approach that creates continuous striving to do better whilst still being psychologically safe by avoiding over-commitment, [More]

Drop your invisibility cloak and increase your discoverability if you want to build a powerful personal learning network

Inclusion is a 2-way street. You need to be known to be included. Sometimes it's hard to get known, so the more channels and the fewer hurdles there are to including you, the more connected you are likely to become. To increase the types of situations where you can be included make sure you can be discovered and looped in. Included because someone knows your name, included because someone spots your face, included because you have a presence in web search and not just included because you happened to share your contact details. [More]

Learning in the moment without forgetting moments later - making micro-learning stick with assessments

Think about that youtube video that you watched to bake a cake or repair a thing. Could you do that unaided for a second time? We’ve been curious if micro-learning as quickly forgotten as it is consumed, and then relearned, or is the timeliness and relevance of micro-learning so meaningful that it cuts through and sticks with the learner for an extended time? We don't know the answer, and we're sure it's not black and white, but what we do know is how to make it stick. [More]

Goals: Are goals the only way (or even the best way) to motivate high performance? Give way to alternatives on your journey to Agile Performance Management

Goal setting has been the de facto standard for motivating high performance. Consultants and traditionalists advocate SMART goals, and startups favour the variant of Objective and Key Results (OKR's) made famous by Google. What if you've found goals don't inspire your people, or you've found goals are the predominant cause of stress in your workplace? Are there alternatives to goals and how can people do their best work without goals? We propose 2 alternatives. [More]