Solving complex talent management problems with simple solutions takes some work. Let’s explore this.
Why do we recoil providing relative rankings for others’ behavior at work, while we rank order so many things in our lives to make decisions?
Discerning professionals need to take a close look at the propositions offered by self-report tools in the talent acquisition process.
Are you fully controlling the process you use to screen and interview candidates? Many organization’s are not.
Every week we get the same question, “What is the best assessment to use for hiring?” The answer is simple and complicated.
Authored by: Roger Pearman and Robert Eichinger How many High Potentials do you need? Most of the time, the answer is more. In our collective 90 years in the practice of Talent Management and Succession Planning, we have never experienced a surplus of talent on the bench who were ready to assume top management roles.
The Talent Bench. Do we have enough to fill openings? How good are they? Are they equal to or better than those they will replace? Explore these questions…
Mitigating bias during the identification of high potentials is key, given the value and importance of our DE&I goals.
There is no better avenue for self-awareness development than the use of multi-rater 360 surveys as perspectives change across rater groups.
To Tell…Or Not To Tell…Should you tell employees how they were designated in the annual talent review? Explore this age old question.