Business & Talent. Aligned.

How you manage talent spells the difference between success and failure. To gain a competitive edge, leaders must be prepared to address shifting economic, social and demographic trends that impact workforce performance. Stay informed with research, insights and advice from our leading industry experts. The world of work is changing. Is your company ready?

December 17th, 2014


Dreading Performance Reviews? Join the Club.

Author: Margaret-Ann Cole, Senior Vice President, Career Management, Right Management

  The headline in the Washington Post told the whole story: “Study finds that basically every single person hates performance reviews.”   Thanks goodness. I thought I was the only one.   The article was commenting on a research study in which university staffers were asked to rate their feelings about an earlier performance review.

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December 10th, 2014


Manager as Career Coach? Really?

Author: Ron Raque, Senior Consultant, Right Management

  Being a manager is not the easiest job in the world. “Thank you, Captain Obvious,” I hear you mutter. Seriously, it’s important to recognize what a tough role it is and that since the economic downturn and sweeping workforce changes that followed, it’s become even crazier.   As managers, we’ve learned to operate with

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December 3rd, 2014


Achilles Heel: In Developing Leaders, Don’t Ignore Weaknesses

Author: Steve Doerflein, Senior Consultant, Talent Management, Right Management

  I consult on talent management and the most common question I get from clients, friends, and even people I meet playing golf is: “What do you think about strengths-based development?”   Maybe, like these people, you’ve read the books on strengths-based development or taken a personal survey to identify your talents. Based on workplace

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November 19th, 2014


Why Should I Stay?

Author: Rebekah Kowalski, Principal Consultant, Strategic Workforce Consulting, Right Management

  In my previous blog Are You Getting Women in the Door but Not on the Elevator, I discussed why traditional career progression pathways are not serving women well, and seven ways organizations can begin to change the status quo.   Since then, I’ve taken part in several forums on women and leadership. I’ve listened

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November 12th, 2014


No Jerks. Period.

Author: Beth Linderbaum, Ph.D., Senior Consultant, Right Management

  Think about this.  A leader holds a meeting that lasts 1 hour.  The comments made by this leader are so destructive that a 2-hour “water cooler” discussion among 3 or 4 employees ensues.  After venting and complaining, each employee returns to work 1/2 as enthusiastic as before and 2x as likely to look for

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November 5th, 2014


High Potential Identification – Science and Subjectivity Balanced

Author: Thomas Henriksen, Director of Talent Assessment Solutions EMEA, Right Management

  In a 2013 study of how companies assess their high potential talent and senior executives, the authors noted that 82% of respondents said they used assessments to guide development of high potentials, while only 50% used assessments to identify high-potential individuals.   This finding is not surprising to those of us who consult on

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October 29th, 2014


From ACT Testing to Leader Development, Preparation is Key to Success

Author: Shelly Funderburg, Ph.D, Vice President, Principal Consultant

    Go to any college admissions testing site, like the ACT, and you will be struck by the lack of preparation of many students.  You’ll see kids running in late, breakfast in hand; some without pencils and IDs; and others desperately trying to find the right calculators.  Wait long enough and you’ll see many

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October 22nd, 2014


What High Potential Profiles Can Reveal About Your Leadership Culture

Author: Jacques Quinio, EMEA Leadership Development Solutions Director & UKI Talent Management Principal Consultant

  High potential programs bring value to the individual participants, by helping them reflect on their leadership strengths and areas for development. Such programs impact all the teams and communities the participant works with, and have a positive impact on the efficiency of the participants in their current or future role.   These programs are

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October 15th, 2014


High Potential: How to Read Behind the Label

Author: Steve Doerflein, Senior Consultant, Talent Management, Right Management

  At times we see leaders advocating a person for advancement simply because at some point he or she designated as “high potential.” Despite no clear evidence of the capabilities required for success in the role being discussed, the “high potential” label is sufficient to get the person considered.   When someone says an employee

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October 8th, 2014


Are You Getting Women in the Door, but Not on the Elevator?

Author: Rebekah Kowalski, Principal Consultant, Strategic Workforce Consulting, Right Management

  I hear the question all the time: Why don’t we have more women in leadership positions?   In 1950, the labor force participation rate of women in the US was around 34%.  Today, that rate is almost 47% and the US Department of Labor projects that by 2025, it will climb to 58.1% (compared

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