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.
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.
What we've done well, where we struggle and what's ahead.
A simple yet powerful tool to drive insights, awareness and action.
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.
The consistently poor execution of employee development processes is rooted in naïve optimism about how managers and employees will act.
A new year brings new directions and we’re seeing some definitive Talent Management trends emerge for 2018.
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.
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.
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.
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.
Great goal setting is the surest, clearest path to increasing your organization's performance. We show you exactly how to get there.
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
Few human resource practices promise as much and deliver as little as today’s competency model. There is a better way.
Great talent leaders are a critical, and often underestimated, lever in building great leaders. We present a framework for their development.