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?

September 17th, 2014

Ask Your Customers if You Should Invest in Talent Development

Author: Ruediger Schaefer, Group Executive Vice President, EMEA and Global Talent Management

  The next time someone in your organization wonders aloud whether allocating more money to talent development programs will deliver a good return on investment, you might want to quote this statistic:   It costs anywhere from four to ten times more to attract a new customer than to keep an existing one satisfied, according

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September 10th, 2014

How to Avoid the 3 Most Common Pitfalls in Managing Your High Potential Program

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

  Ensuring the success of high potential programs is more important than ever, as companies struggle to identify, assess, develop and manage the careers of top talent to fill leadership gaps. Here are three of the most common traps in managing a high potential program and how to avoid these pitfalls.   Confusing high performance

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September 3rd, 2014

Career Development: Are You Building a Program or a Culture?

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

  The world of work has undergone a significant shift in the last few years as the recession recedes. In particular, we see a renewed focus on workforce planning due to several factors, including: The looming exodus of baby-boomers from the market Talent mismatch as companies adopt new business strategies that require different workforce skills

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August 27th, 2014

How to Keep Top Executives Engaged in Your High Potential Program

Author: Steve Towers, Vice President, Principal Consultant, Right Management

  It’s critical to keep top executives engaged in the high potential development process. In my previous blog, I talked about the value of their input in the early stages – to align the development priorities with the business strategies and goals – and in rolling the program out to the enterprise where the strong

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August 20th, 2014

Greater Focus on Talent Assessment as Companies Gear Up for Growth

Author: Ruediger Schaefer, Group Executive Vice President, EMEA and Global Talent Management

  In the Human Age, no business strategy can be successfully executed without a talent strategy that takes into account what skills are needed to move the business forward.   With employees expected to deliver faster time to value, it’s clear that organizations are recognizing that talent assessment needs to be an ongoing initiative. In

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August 13th, 2014

Defining Success: A Behavioral Approach to High Potential Identification

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

  A high potential employee is typically defined as one with the capabilities to climb at least two levels in the organization within a few years, given proper development and stretch assignments. Given the resources and time that organizations commit to developing high potentials, I wonder why some resist the idea of creating objective processes

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August 6th, 2014

Red Flags: Is Your High Potential Program Sending the Wrong Signals?

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

  Despite the best intentions, many organizations sabotage the success of their high potential programs by not thinking through some of the basic processes associated with candidate selection and development.  As a result, key talent in the organization may become discouraged and disengaged — and your investment of time and resources in their growth may

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July 30th, 2014

8 out of 10 Companies Say Mid-Level Leadership Strength is Less Than Robust

Author: Ruediger Schaefer, Group Executive Vice President, EMEA and Global Talent Management

  “Neglect of middle managers bodes ill for corporate future,” warned the headline.  A 2012 article in HR Magazine made that prescient observation based on research showing that eight out of ten business leaders believed their organizations were investing insufficiently in developing the leadership skills of the middle management layer.   Those concerns have come

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July 23rd, 2014

The Missing Link: Top Executives and High Potential Programs

Author: Steve Towers, Vice President, Principal Consultant, Right Management

  While there are many important success factors in creating a high potential development program, perhaps none is more critical than ensuring the program has a clear and well-articulated alignment to your business strategy. At the end of the day, these leaders will be expected to deliver against that strategy, so this is where program

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July 16th, 2014

No Time to Get It Wrong: High Potential Development in Asia

Author: Gary Schmidt, Principal Consultant, Talent Management, Right Management

  Companies worldwide are challenged with a talent gap, particularly in leadership roles. In no part of the world is the shortage of leaders more pronounced than in Asia, and with the fast past of growth taking place there, nowhere is there greater pressure to identify and develop high potential talent faster.   According to

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