There are three critical questions that will determine the pace of your company's transformation. We tell you the questions and our best answers.
The secrets behind HR success lie beneath the organization design. How you bring that structure to life, through the people within it, will differentiate your success far more than the design ever can.
A great process is superior to good intentions - and we should use that fact as we try to reduce bias in performance management.
What to avoid when confronted with new and challenging information.
Worried about global engagement numbers? Think again.
A research report on decades of learning and the next frontier for Talent Management.
What remains after intense debate marked the landscape of performance management over the last five years.
An analysis of how today's HR leaders climbed to the top.
If you’re not in one or finishing one, you’re likely planning one. More than 80% of organizations say they’ve just completed or will soon start to transform their HR organization. Too often we hear that disappointment is the primary outcome of these transformations. Read why and how to prevent it.
What we've done well, where we struggle and what's ahead.
A simple yet powerful tool to drive insights, awareness and action.
The consistently poor execution of employee development processes is rooted in naïve optimism about how managers and employees will act.
Typical competency approaches don’t help managers to accelerate development or provide employee with a guide for managing their careers. A fundamentally different solution is needed if we want to grow better talent faster.
A new year brings new directions and we’re seeing some definitive Talent Management trends emerge for 2018.
HR practices often reflect folklore disguised as science. You owe your company a more fact-based approach to building talent.
Most companies hold talent reviews. Few execute them to their maximum benefit. Our experience conducting hundreds of talent reviews and building the process for complex global companies shows us that six factors create a successful talent review.
Companies can manufacture talent in the same way that they manufacture any other product – using a structured and disciplined production line.
How to conduct an HR audit that really matters using science-based insights and practical experience.
And no, it's not the bottom 10%. That's too easy. You already know the bottom 10% won't be strong performers, even if a few escape that category with an occasional average year. Sound harsh? Keep reading.
There is a perceived revolution in human resources inspired by the promise of relevance through data-driven insights. It’s the field’s shiny new toy and more organizations than ever are playing with it. But is it really working?
Large organizations now see the HR Business Partner (HRBP) as a critical role to move Human Resources from an executional department to one that adds shareholder value. And yet, so few organizations are enabling the HRBP's success or raising the bar on the standards for "great" business partnering.
CEOs are actively upgrading their CHRO talent with talent management needs driving much of that change. Board members are increasingly prominent in the process and often interview multiple candidates. Our 2017 placements at TSG Executive Search show some clear trends in who’s securing the top job.
A special gift from Talent Quarterly magazine, the data-rich infographic on Bad Bosses from Hogan Assessments
The new year brings new goals, new challenges and new trends in the still-evolving field of talent management. We describe 5 Talent Management Trends for 2017 based on insights from HR leaders globally, our NTMN research, experiences at our clients and discussions at the Talent Management Institute
Through our executive search and consulting engagements we are seeing an increasingly clear profile emerge of those who win and keep the top talent role. Some factors feel familiar (see our 4+2 Model) while others seem to be developing as the talent management field matures.
Few organizational questions have proven as challenging to answer as how to identify and manage high potentials. Our 2015 NTMN Research Project seeks to understand how companies are addressing this challenge.
It's easy to avoid the private equity bears if you follow our simple wilderness safety rules.
For your company to get more than its "fair share" of talent, your leaders must grow better talent faster than your competitors. We describe the six capabilities that allow them to do that.
We know that companies change faster than leaders do, and that knowledge should help us more accurately predict potential and manage our talent.
Distilling wisdom from his talent philosophy engagements with top global companies, Marc Effron updates his classic article "What's Your Talent Philosophy?" to provide case studies and specific details on implementation.
Surprisingly few organizations can crisply explain their talent strategy or show the tangible links to company success. We offer below an approach for creating a simple, thorough and powerful plan for using talent to reach your business goals.
Great goal setting is the surest, clearest path to increasing your organization's performance. We show you exactly how to get there.
The greatest resistance to implementing new talent management practices often comes from within HR. We can’t be more effective as a function until we stop holding each other back from success.
It's opponents like to call it "rank and yank" and cast aspersions at the concept. However, ranking is a helpful, data-generating exercise that smart organizations use to sort and differentiate the investment in their talent.
The 2015 New Talent Management Network Compensation Survey
Many of us believe that the most effective executives are great coaches, highly relatable, strong relationship builders who get results. Some practical examples and some challenging research about CEO effectiveness may cause you to embrace a new model of the ideal CEO.
The ability to accurately predict potential is the Holy Grail of Human Resources – long rumored, never found. So it’s curious that Human Resource consulting firms have recently put their sales and marketing teams in overdrive to convince you that they’ve identified the genuine item.
It’s a rare individual who can architect, build and execute talent strategies that actually drive business results. We describe the six factors that differentiate great talent managers and why they’re essential for success.
We avoid assessing our talent practices for the same reasons that we avoid scheduling an annual physical exam. In both cases, it’s in your best interest to make sure that little aches don’t become big pains.
There’s plenty of passion and noise behind the movement to eliminate performance ratings. Now might be a good time to examine what the science and practical realities say about the validity of this approach.
Ten years after the 2005 study, how did these celebrated companies perform against their peers and the market? Did great talent practices actually sustain their success?
73% of companies have decided that lying to their employees about their potential to advance is the right choice. Does their logic hold up? We present compelling reasons why more transparency - especially with your top talent -- is always the right choice.
Ten days from now your core talent management practices could be redesigned, your executive team aligned with your talent agenda and your HR generalists more capable of effectively managing talent. Doubt it? Read 10 Days to Talent Management
Do CHROs need a background in Human Resources to be effective at driving talent management? Our research from our New Talent Management Network provides some insights.
In an update to the original article, Marc highlights some current challenges and distractions that prevent companies from executing performance management fundamentals.
Few human resource practices promise as much and deliver as little as today’s competency model. There is a better way.
You can radically simplify your talent management practices by eliminating activities that don’t add value
Great talent leaders are a critical, and often underestimated, lever in building great leaders. We present a framework for their development.
Your company’s talent philosophy captures your “rules of the road” for managing talent. Map your curves to see if the talent philosophy you state is the philosophy that your employees experience.