From a five year study of HR practice in talent management and succession planning, one conclusion is clear -- most of the charts, competency frameworks, nine box grids and other paraphernalia (for wh
Often times the emphasis in talent acquisition is tenure as evidenced by experience. This ensures that new hires simply come with entrenched mindsets and rigid workstyles to the new organisation.
When we arrive at the building of our organisation, or when we log in in our corporate intranet we tend to change. We change from a human into a walking "job discription".
With human capital seems to be emerging as the single most important capital of the 21st century, the general consensus, among most management practitioners is that, it happens to be one of the
Hindustan Unilever at last count has given over 500 CEOs to corporates across the world. In any survey of companies that consistently build world class leaders, HUL is sure to feature prominently.
Imagine talent pools (local, regional or national) focused on "on-demand skills" run as public private partnerships, where companies, governments and colleges give access to education and jobs to indi
This hack is pinpointing some ideas for how companies - which stand in front of challenge of rapid growth - should go about scaling themselves without losing their engaging, entreprenerial and e
A proposed course to enable senior managers to become effective Chief Executives with the personal and professional skills to develop high performing organisations.
"Lock in" of talent may squelch passion, demoralize employees and of course lead to worse fit of talent to problems. Top down delegation of tasks utilizes fewer minds thinking about what pr
