At war over talent, that is. We explain how your company can create competitive advantage and drive organizational performance with its most powerful weapon: Talent Management
Because talent management is fundamental to organizational performance, winning the war for talent begins with attracting people who truly fit with the strategic direction of the enterprise.
In an age when turnover costs are in the thousands of dollars per employee, here are four important steps to acquiring long-term people.
Why you should adopt a discliplined approach to ensure high-value hires are on board with your values and goals.
Imagine you have a crystal ball that shows you two very different futures for your company. One is a dark and hopeless scenario of a company that lost the war for talent. The other shows defeated competitors, engaged teams, and greater market share.
Several studies put the return on investment for Executive Coaching to be between five and 10 times the initial outlay. The reason Executive Coaching renders such tremendous ROI is that it is the best and perhaps only tool to enhance an emotional intelligence quotient (EQ).
Once upon a time, companies did performance appraisals. Today, the function has been expanded to include performance development—an integral part of the talent-management process that is consistent with the strategic mission of HR.
There is a single word of best advice for companies that are serious about strengthening their people value chain: "engagement."
Employees approach their work with either of two vastly different mindsets: to punch the clock or to make a meaningful contribution. How can management create a culture that nurtures the second mindset?
Performance potential is a vast subject that virtually encompasses the whole story of the human race. If you narrow the concept down to its workplace application, it's a matter of first recognizing that everyone has boundless potential and then finding a way to capitalize on it.
In the beginning, corporate America created replacement planning. Its purpose was to fill the void left by a key executive's untimely departure. Replacement planning, however, was an incomplete solution because it was mechanistic rather than process-driven.
If your "holy grail" is performance, then your quest must begin with people and culture.