The Workforce Management Department Discussion Board is experiencing a disagreement between two groups: those who see discrimination and those who don't. What's going on? And who's likely to end up in court?
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KM pros face their own conundrum: How do we structure our knowledge management efforts--around the knowledge that we already have, or around the knowledge that we need?
You have heard it a million times in every good guy vs. bad guy movie. But in today's world of salary negotiations, it's time to see if we believe it or not.
PMOs are walking a seemingly endless tightrope, desperately trying to find the balance between support and control.
Oh no. Math. Don't panic...our writer is here to ease your fear of numbers with some helpful tools.
How do knowledge managers decide what's really important, what really delivers bottom-line value and then structure it so it's easily accessible and ready to use? Using KM Process Maps, of course.
Perhaps the biggest mistake of program management is not recognizing when you have a program to begin with. Tune in to program management, where visibility equates to risk and all of the program managers are well above average.
Deployability is the key to success. Whether you need to bring a new capability or product to market, streamline operations or forge business partnerships, building an architecture that focuses on business deployability is what will set you apart from the competition.
Remember the old adage "Treat others as you would like to be treated?" Replace the Treats with Trust--and enter a whole new world of understanding in the workplace.
The era of the diagnostic data warehouse is upon us, and the possibilities are endless.