"How to Win the War for Talent." DigitalTonto, October 18, 2009, Greg Hamel. According to the 1998 study by McKinsey & Co, the key to success is to attract and retain the best talent. The author offers an opposing viewpoint. Hamel believes that the key to developing talent in an organization relies on intense and ongoing training; access to mentors and coaches; and having employees who value meaningiful work and are motivated by a sense of accomplishment.
"Many High-Potentials Leave Despite Recession." Chief Learning Officer. August 18, 2009. According to a report released by Catalyst, "Opportunity or Setback? High Potential Women and Men During Economic Crisis," high potential women and men are successfully working through the recession with continued choices in employment and prospects for growth.
"Despite Cutbacks, Firms Invest in Developing Leaders" Wall Street Journal, February 9, 2009, Dana Mattioli. In the past, companies typically cut leadership-development programs first during downturns. However despite layoffs and recession-starved budgets, many employers are now investing in leadership-development programs, hoping not to be caught short of strong managers when the economy recovers.
"Mergers and Acquisitions 2008: Don’t Leave Employees Behind," Talent Management, August 2008, John Koob. The media reports almost daily on some new merger or acquisition. Whether an organization is on the cusp or is fully embroiled in one, talent leaders are in a perfect position to provide valuable, people-centric information that can help float an organizational transition.
"Today's Top 10 Talent-Management Challenges", Harvard Business Online for Business Week, June, 2008. The dilemmas and problems managers and companies must contend with, taken from a moderated panel of senior talent development officers.
"Development’s Role in Creating a Culture of Inclusion," Talent Management, February 2008, Rob Keeling. Leaders can no longer view diversity plans as a means to fulfill some moral or ethical duty. Rather, companies should view them as another strategic means to improve the bottom line and maximize shareholder value.
"Talent on Demand: Applying Supply Chain Management to People," Knowledge@Wharton, February 2008. Failing to manage your company's talent needs, says Wharton management professor Peter Cappelli, "is the equivalent of failing to manage your supply chain." And yet the majority of employers have abysmal track records when it comes to the age-old problem of finding and retaining talent.
"The people problem in talent management," McKinsey Quarterly, May 2006, Guthridge, Komm, and Lawson. Global executives say that talent management is one of their foremost concerns. Yet a majority of the business leaders and human-resources (HR) professionals interviewed by McKinsey say that a lack of time and attention from senior executives and line managers is one of the principal barriers to managing talent effectively.These findings reinforce the need for companies to integrate talent management into their wider business strategy.
"The future is now for talent management technologies," HR Management, April 2006, Jason Corsello. The worldwide market for talent management technologies is thriving. A number of factors are fueling the exponential growth: a dynamic geo-economic climate that increases focus on the workforce; a changing global labor market; and the need for organizations to transform their workforce and build a climate and culture of performance and innovation.
"The tipping point for talent management," HR Management, December 2005, David C. Forman. We are in the midst of such a sea change in the field of talent management. This new approach to managing companies and people has not yet become a clearly articulated science. But there is an emerging set of practices – especially as evidenced by industry-leading companies – that are moving talent management to its tipping point.
"Identifying and Cultivating High-Potential Employees," Chief Learning Officer. November 2005, Jeff Snipes. Chief Learning Officers have, through experience, realized the value of developing their talent in house. In this article Jeff Snipes lays out those benifits, risks, and an excellent framework for companies to identify and develop their star employees.