• Performance Management

    You've got great people. But are they realizing unequated performance? Do you have the right leaders in place to answer today's demands and navigate tomorrow's challenges? Which managers will lead new units and where is your untapped talent?

    PDI is your partner in performance management. During our 40 years of studying the science of employee behavior and the realities of business, we’ve learned that successful performance management must reflect the unique development needs of individuals while at the same time encompassing the overall goals of the organization—each working as part of the whole.

    Using a wide-range of tools we’ve pioneered, our experts train managers in setting goals and objectively reviewing performance. We also train coaches to effectively impact development on a continual basis. Our tools are customizable and can be adapted to your industry.

    Performance management is your key to fostering consistent growth and maintaining market advantage. At PDI, we use research-based data and cutting-edge tools to give you the results you’re looking for. Impact. Today and tomorrow.

  • White Paper: Managing Performance Data for Business Advantage 

Thought Leadership

The Talent Crisis by Brian Davis. Ph.D. in CEO

With talent at a premium, organizations will need to adopt effective talent management strategies. McKinsey, a global management consultancy, predicted a war for talent in 1997, and it was right.

In fact, the battle is set to intensify over the next decade and, as Brian Davis, executive vice president of Personnel Decisions International (PDI), a leading human resources consulting firm, points out: ‘Talent is not just a valuable asset; it is rapidly becoming the key factor in sustaining an organization’s competitive advantage.’

Further complicating the situation are changes in the organizational structure of talent management. Key aspects of the human resources function are being outsourced, a trend that is likely to continue. Losing core capabilities needed to compete on talent does not make the job any easier.

Identifying the next generation of high-potential executives within organizations, therefore, will require some significant changes in conventional organizational thinking. More than merely drawing up ‘talent maps’ to assess present and future skills needs or carrying out worker engagement surveys, a systemic approach is needed that integrates people strategy with business strategy.  Read more