War for talent: time to re-armor

Size: px
Start display at page:

Download "War for talent: time to re-armor"

Transcription

1 War for talent: time to re-armor RaymakersvdBruggen Author: Annick Beekmans LinkedIn: nl.linkedin.com/in/annickbeekmans/

2 Introduction In the process of globalization organizations have started to participate in an increasingly dynamic and complex environment. In this expansion strategy-, financial systems-, production operations- and marketing departments have taken global approaches, but the human resource management (HRM) department has generally lacked behind (Suutari, 2003). Even though increasingly research is conducted in the area of International Human Resource Management (IHRM), the process of globalization still troubles the mind of HR professionals as the competition for global managers is going to get tougher as time goes on (Suutari, Tornikoski, & Mäkelä, 2012). In order to develop a pool of internationally competent managers with global mindsets the function of Global Talent Management (GTM) is appearing in internationally operating companies. The trend of IHRM has gone through several phases. First, the focus was mainly on the functional side of internationalization in which personnel was expatriated mainly to facilitate in knowledge sharing in international diversification. As such, expatriation was used in terms of organizational development and coordinated primarily by the global mobility department. Since the 1990s the focus of international assignments shifted towards a personal development perspective, and the HR department of talent development got more involved (Mullaney, 2012). As technological and global developments went alongside assignments took an increasingly short-term shape. This development was mainly pushed by high expatriation costs and pulled by communication technologies (Brookfield Global Relocation Services, 2013). The shortterm assignments also provide opportunities for a steep learning curve in the development of a global mindset and international management skills. Concluding, international work experience is increasingly thought of as a basic requirement to reach high-level management (Brookfield Global Relocation Services, 2013). Global talent management includes all organizational activities for the purpose of attracting, selecting, developing, and retaining the best employees in the most strategic roles (those roles necessary to achieve organizational strategic priorities) on a global scale. Global talent management takes into account the differences in both organizations global strategic priorities as well as the differences across national contexts for how talent should be managed in the countries where they operate. (Scullion, Collings & Caligiuri, 2010: p106) In line with this development international consultancy firms are using expatriation more and more. Also, they research diverse areas of expatriation and advise their clients on these issues. Within this area a distinction is to be made between issues on global talent management and global mobility. The premier includes issues such as the attraction, selection, development, and retention of human capital on a global level, whereas the latter includes practical issues, such as tax compliance, legislation, and compensation and benefits. In this essay the focus will be on talent management, assessing how the labor market is effected by the process of globalization. To address this subject three areas of research will be discussed. First, the pressures of globalization on the labor market will be reviewed. Second, the organizational response to these pressures will be addressed. Lastly, the subject of global talent management will address how organizations respond to the new market needs and pressures. Within GTM the subjects attraction, selection, development, and retention of human resources are reviewed respectively. Globalization on the labor market During the 1990s, firms were confronted with a threatening structural shortage in high skilled employees leading to the war on talent

3 3 (Schuler, Jackson & Tarique, 2011; Kim & McLean, 2012). During this period three exogenous drivers emerged according to Tarique and Schuler, which made the war for talent go global: globalization, demographics and a demand-supply gap (2010). In the process of globalization, world trade has expanded due to large wage differentials. This in turn leads to increasing FDI between developed and developing countries. Alongside this development competition among firms is intensifying and multifaceted, the potential distribution market is expanding, and so is the potential labor market (Schuler et al., 2011). Demographics are differing strongly between the developed-, emerging-, and least developed countries. Whereas the developed world is coping with a retiring baby-boom generation, the emerging market population is expanding and getting younger. Those demographic variations need to be considered by multinationals to identify and target their sourcing-, as well as their customer-markets. (Schuler et al., 2011; Kim & McLean, 2012). In the labor market Schuler et al. (2011) explain the forecast of a demand-supply gap in knowledge workers with high motivation and sufficient soft skills. They argue that due to the economic crisis this gap is currently less apparent. However, once the economic situation will make a positive turnaround the gap might restrain economic recovery. As such it is important that firms strategically anticipate to this labor-supply gap. Adding to the three exogenous drivers Tarique and Schuler (2010) have also identified three forces leading to GTM which are internal to the firm. First, regiocentrism refers to the clustering of geographical areas or industries to improve needs targeting by customization. Second, international strategic alliances put pressure on IHRM to manage retention and performance of talent within the acquired firm. Third, dynamic competencies are increasingly valued in a knowledge workers personality and assumed to have a significant impact on companies success. Dynamic competencies are malleable over time and are believed to be trained during international experiences (Tarique & Schuler, 2010; Farndale, Scullion & Sparrow, 2010). As such these six driving forces, external and internal to the firm, have led to the development of the discipline of Global Talent Management. Organizational development In response to the developments described in the last section companies are designing global talent management strategies. Boston Consulting Group researchers Friedman, Hemerling, and Chapmann (2012) have defined five levers that should help create global competitive advantage through global talent management strategies. First, a global mindset must be embraced by the organization to reach a multi-centered instead of a west-centered operating model. When focusing on people management, a global mindset and origination of managers can reflect the organization s multi-cultural customer and employee base, resulting in better cross-cultural operations (Gartside, Yang, Sloman & Cantrell, 2014). In this process the balance between global and local programs should be maintained to remain flexible in the development of human capital. Also, when operations are located, global talent sourcing can be localized. As such specific talent pools can be captured more effectively (Friedman, et al., 2012; Gartside, et al., 2014; Pettigrew & Srinivasan, 2012). The second lever to help create global advantage requires global talent planning to be elevated to the CEO s agenda so that the talent needs can be integrated in an organizations strategic plan (Friedman, et al., 2012). A survey by Ernst & Young (2012) revealed that there is a disconnect between global mobility aspirations and day-to-day operations. Another strategic issue in global talent management is a lack of integration between the GTM and global mobility departments. Since not all companies have a clear GTM agenda there are often mismatches in expatriate selection which leads to premature repatriation, high turnover-rates, and higher costs (Ernst&Young, 2012). Third, organizations should expand their hiring horizon and do talent searches in non-traditional pools (Friedman, et al., 2012). For example, McKinsey (Pettigrew &

4 4 Srinivasan, 2012) explains an approach of a global technology company that went to local technology schools to find talent. Recruiting young potentials gives a lot of opportunities for in-house training and development. Accenture (Gartside, et al., 2014) approaches talent searches more through media by deep web searches where talent pools are located globally by uncovering previous work documents, references, etc. Once a talent pool has been located it is important to tailor employment offers to local conditions. Also the training and development programs should be designed with a local focus (Friedman, et al., 2012: p9,10; Pettigrew & Srinivasan, 2012). After identifying the global talent the fourth lever create global leaders comes in. An efficient leadership team should be created through a combination of cross-cultural rotations and succession planning (Friedman, 2012). Pettigrew & Srinivasan (2012) argue that the bottleneck in the creation of leadership is the lack of growth opportunities. While companies identify local managers as a source of global talent, they fail to convince them to stay. To solve this issue companies should work with role models, or expatriates to eliminate the perceived glass ceiling. Lastly, the global mindset should be embedded in all leaders within an organization by making global values locally relevant and understandable (Friedman, 2012). To develop such a global view long-term expatriates can be used to deepen between-market understanding, to share expertise, and work on global issues. However, due to increased focus on cost reduction during the economic crisis long-term expatriation is used less. Also the global mobility processes are frequently too complicated for smaller organizations (Gartside, et al., 2014). Global Talent Management staffing Attraction When dealing with global talent attraction three major IHRM activities can be distinguished, employee value propositions, the attraction of talent globally, and local recruitment (Tarique & Schuler, 2010). By developing a strong employer reputation the potential talent pool that is willing to work at the organization increases in size. Organizations should revise their employee value proposition framework frequently in order to respond to labor trends. To address the other two IHRM activities of local and global attraction effectively, it is important to design an employer reputation strategy that attracts individuals who are aiming at an international career, as well as domestically focused talent. In the first case Tarique and Schuler (2010) argue that the focus should be on attracting the best people at all times, instead of a person-position match approach. By attracting employees that are aiming at an international career the high number of premature repatriations (11% at some companies) can be reduced, especially on the increasing amount of emerging market assignments (Ernst&Young, 2012). However, Schuler et al. (2011) argue that local attraction can also be meaningful when one recognizes the multiple facets of talent. As such, talent attraction should be tailored to the function level and region to prevent the overlooking of certain talent pools. (Cerdin & Brewster, 2014). A last means of attracting talent are mergers and acquisitions and recruitment of rivals. Both are however very costly processes with the latter possibly leading to salary inflation (Ernst&Young, 2012). Concluding, the searching scope should be on the vital many without distinguishing in specific functions or locations, but an optimal attraction strategy needs local adjustments. Selection During the selection of potential global managers one should take into account predictors on expatriation willingness and performance. It is important to be aware of their willingness to prevent early repatriation and failed assignments. Several traits and skills have been related to expatriation willingness and performance. Research by Mol (2007) found several predictors of willingness to expatriate. Variance was explained primarily by bio data like number of friends abroad, language ability, and foreign living experience.

5 5 The predicting ability of expatriate specific variables like cultural flexibility, cultural sensitivity and tolerance for ambiguity were also supported. Core self-evaluations and the five factor dimensions also explained variance in willingness to expatriate. The big five factors extraversion, emotional stability, agreeableness, and conscientiousness also have predictive validity on expatriate performance. Other performance predictors were cultural sensitivity and local language ability (Mol, 2007). Development With the increasing the importance of HRD (human resource development) expatriation is increasingly used to develop global management skills (Kim & McLean, 2012). In cross-cultural training programs four elements are generally included: awareness of cultural differences, a focus on ways attitudes are shaped, factual information on cultures, and cross-cultural skills like language, nonverbal communication, cultural stress management, and adjustment skills. Apart from cross-cultural understanding and skills Marquardt, Berger and Loan (2004) researched the development of global competencies amongst global talent and distinguished six competencies that global employees should obtain. First of all, employees with a high cognitive ability tend to reach a global mindset faster due to their higher cultural self-awareness (1). Other competences include global perspectives (2), tolerance for ambiguity and differences (3), and cultural flexibility (4). The two competences language (5), and strong communication skills (6) relate more to practical global skills. There are different ways argued to enhance these skills through training and development programs. Some scholars believe the focus should be on practical skills, because the selected employee already obtains cognitive skills to deal with cross-cultural situations and can elaborate this skill on-thejob. Other scholars argue that previous to an international assignment the employee should go through an acculturation program to familiarize with the cultural milieu (Kim & McLean, 2012). Which developmental program is chosen depends on the purpose of the expatriate assignment. Organizations that use expatriation in order to enlarge commitment and retention of talented employees are more likely to focus on skill development. Some organizations however assign employees that can benefit most from an international assignment and try to get employees out of their comfort zone to develop themselves in areas they otherwise would not (Tarique & Schuler, 2010). In this case an acculturation preparation might be more appropriate and coordination is more intensive due to the larger company risk. The alignment of strategy and process is crucial to effective talent management. The internal pipeline of talent management and the necessary skills and capabilities together with future talent planning is only handled well in respectively 27% and 20% of the companies (Ernst&Young, 2012). Concluding, a lot of knowledge, skills, and abilities have been proven to correlate with expatriation. Depending on the HRD strategy of an organization individuals with global talent, or individuals in need of a larger learning curve are selected and should be prepared accordingly. Tarique and Schuler (2010) mention that the development of a global mindset and cross-cultural skills is an integral part of the culture of organizations that excel in talent management. For other companies however, the alignment of strategy, selection, and preparation should be structured and coordinated as this is still a weak point in talent management. In this area much can be won on HR analytics to gain organizational support and increase the strategic function of the human resource department. Related to expatriation HR analytics are faring extremely low, with the return on investment (ROI) of expatriation only measured by 7% of the questioned companies in the Brookfield Global Relocation Survey (2014). Concluding, there are six competencies that global employees should obtain. The HR development strategy that is used to develop these competences should be aligned with the purposes of expatriation. It is important those

6 6 HR practices are aligned with the overall firm strategy. To manage this however, HR should position itself stronger in the strategic field. In GTM this could be done by calculating the ROI. A business-focused theoretical model of measuring expatriate ROI has been developed by McNulty and Tharenou (2004). The implementation of HR analytics should also provide a clearer HR strategy by goal setting. Retention After all the effort put into the development of global talent the next challenge is to retain the talent inside the company. An important issue after an international assignment in the light of development is the repatriation process, which is generally lacking behind on the other facets in the expatriation process. Adding to this problem is the general lack of career planning after repatriation, as it happens often that there is no suitable job available when the employee returns (Bolino, 2007). When going on expatriation the general idea is that it will help in ones career advancement, the opposite is however more often true. This results in a frustrating process of repatriation in which the internationally developed competences are undervalued by the employer. Due to the decrease in autonomy and responsibility the employee gets demotivated and feels underemployed (Bolino, 2007; Bossard & Peterson, 2005; Suutari, Tornikoski & Mäkelä, 2012). Ernst&Young and other accountancy firms are dealing with expatriate turnover rates between 15 and 20 percent (Schuler et al., 2011). In a survey by Ernst&Young the importance of culturally dependent incentives is mentioned as a potential solution for retention. In the survey only 17% of the participants strongly agree that business strategies are well aligned with an individuals performance objectives. Companies should realize that what might galvanize employees in one culture can turn them off elsewhere, emphasizing the importance of cultural alignment (Ernst&Young, 2012). Successful retention strategy after repatriation in the light of global talent management is still an under exposed area of research. Much is to win here by aligning strategy with HR to create essential career development plans and incentive systems to improve the return on investment of human capital. Conclusion The war for talent has gone increasingly global. The external drivers, globalization, demographics, and a demand supply gap have increased industry pressures. Simultaneously the internal developments of regiocentrism, international alliances, and a focus on dynamic individual competences have expanded organizational perspectives to a global level. Under these pressures the function of global talent management emerged trying to attract, select, develop, and retain young potentials on a global level. In the development of the GTM field there are some continuous issues of influence. First, there has to be a stable bridge between local and global processes to ensure the presence of global opportunities while tailoring systems to local levels. Second, cost reduction pressures stimulate to look for new opportunities other than long-term expatriation. As such, global virtual team work and flexpatriation (global commuters) are emerging means to global management development. Third, the willingness to expatriate is unstable with currently less employees from developed markets willing to go abroad. At the same time the emerging markets are in search of talent and trying hard to retain their local potentials. A fourth issue is the lack of HR analytics which results in less support and recognition of strategic importance of GTM. By measuring return on investment of global development programs their efficiency can be improved by uncovering bottlenecks and opportunities. Fifth, organizations have to become aware of the type of global mindsets they want to develop and how they want to reach these goals. The most obvious threat of global talent management is the issue of turnover intentions and talent loss. This area is still underexposed and gives a lot of space for improvement within GTM.

7 7 With the development on emerging markets, and an improving economic situation the war on talent is going to get tougher. As such the global talent management department needs to re-armor, by exploring non-traditional talent pools. It needs to redefine its angle of attack to capture and retain its talent. And finally the global talent management department needs to find allies within the strategic and global mobility departments to win the war on talent. Author: Annick Beekmans RaymakersvdBruggen LinkedIn: nl.linkedin.com/in/annickbeekmans/

8 8 References Bolino, M. C. (2007). Expatriate assignments and intra-organizational career success: Implications for individuals and organizations. Journal of International Business Studies, 38(5), Bossard, A. B., & Peterson, R. B. (2005). The repatriate experience as seen by american expatriates. Journal of World Business, 40(1), Brookfield Global Relocation Services (2014) global mobility trends survey. Boston: GMAC. Collings, D. G., Scullion, H. & Morley, M. J. (2007). Changing patterns of global staffing the multinational enterprise: challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42, Economist Intelligence Unit (2012). Growing pains: companies in rapid-growth face talent challenges as they expand. Ernst & Young Ernst & Young (2012). Driving business success: Global mobility effectiveness survey Ernst&Young. Suutari, V., Tornikoski, C., & Mäkelä, L. (2012). Career decision making of global careerists. The International Journal of Human Resource Management, 23(16), Friedman, D., Hemerling, J. & Chapman, J. (2012). Aligning talent for global advantage. How top companies develop the right talent in the right places. Dallas: Boston Consulting Group. Gartside, D., Yang, C., Sloman, C. & Cantrell, S. M. (2014). Trends reshaping the future of HR. Reconfiguring the global talent landscape. New York: Accenture. Kim, S. & McLean, G. N. (2012). Global talent management: Necessity, challenges, and the roles of HRD. Advances in Developing Human Resources, 14: PwC (2012). Talent mobility-2020 and beyond; The future of mobility in a globally connected world. PriceWaterCoopers. Marquardt, M., Berger, N. & Loan, P. (2004). HRD in the age of globalization. New York, NY: Basic Books. McNulty, Y. and Tharenou, P. (2004). Expatriate return on investment. International Studies of Management and Organization, 34(3), Mol, S. T. (2007). Crossing borders with personnel selection: from expatriates to multicultural teams. Erasmus: Rotterdam. Mullaney, G. (2012). Talent mobility, a global approach to talent management. WorldatWork Suutari, V. (2003). Global managers: Career orientation, career tracks, life-style implications and career commitment. Journal of Managerial Psychology, 18(3), Suutari, V., Tornikoski, C., & Mäkelä, L. (2012). Career decision making of global careerists. The International Journal of Human Resource Management, 23(16), Pettigrew, M. & Srinivasan, R. (2012). Winning the talent war in local markets staying global. New ideas can help global companies successfully compete for scarce talent in new markets. Perspectives on global organizations. McKinsey&Company.

DO INTERNATIONAL ASSIGNMENTS PAY OFF? WHITEPAPER

DO INTERNATIONAL ASSIGNMENTS PAY OFF? WHITEPAPER DO INTERNATIONAL ASSIGNMENTS PAY OFF? WHITEPAPER DO INTERNATIONAL ASSIGNMENTS PAY OFF? A STUDY OF THE EFFECTS OF EXPATRIATION ON ORGANIZATIONS AND THE CAREER DEVELOPMENT OF EXPATS IN THE NETHERLANDS Foreword

More information

2015 Trends & Insights

2015 Trends & Insights Asia Pacific Mobility The Asia Pacific Mobility Brookfield Global Relocation Services Trends & Insights report is reflective of the global economy which is strongly tied with the economic realities of

More information

International Human Resource Management (IHRM) Nature and concepts of IHRM

International Human Resource Management (IHRM) Nature and concepts of IHRM International Human Resource Management (IHRM) Dr. Shyamal Gomes Chapter 2: Nature and concepts of IHRM Introduction: The advent of the era of liberalization and globalization along with the advancements

More information

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students

More information

FIVE KEY PRINCIPLES FOR EXPATRIATE ROI. Working toward an effective program in an imperfect, rapidly changing world. By Yvonne McNulty, Ph.D.

FIVE KEY PRINCIPLES FOR EXPATRIATE ROI. Working toward an effective program in an imperfect, rapidly changing world. By Yvonne McNulty, Ph.D. FIVE KEY PRINCIPLES FOR EXPATRIATE ROI Working toward an effective program in an imperfect, rapidly changing world By Yvonne McNulty, Ph.D. Expatriation is a big topic and getting bigger. Tens of billions

More information

Strategic human resource management toolkit

Strategic human resource management toolkit 19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

Measuring & Developing Emotional Intelligence

Measuring & Developing Emotional Intelligence Measuring & Developing Emotional Intelligence Why soft skills have become hard and why EQ has moved from nice to have to necessary to have A white paper based on 10 years experience in Asia Margareta Sjolund,

More information

THE EVOLUTION of Talent Management Consulting

THE EVOLUTION of Talent Management Consulting Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE

More information

Executive Leadership MBA Course Descriptions

Executive Leadership MBA Course Descriptions Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next

More information

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What

More information

Department of Management

Department of Management Department of Management Course Student Learning Outcomes (ITM and MGMT) ITM 1270: Fundamentals of Information Systems and Applications Upon successful completion of the course, a student will be able

More information

Helping our clients win in the changing world of work:

Helping our clients win in the changing world of work: Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.

More information

Strategic Leadership and

Strategic Leadership and Chapter 11 Strategic Leadership and Change Management Chapter 11 Learning Outcomes Discuss the role of strategic leadership in the strategic management process. Describe the relevance of analyzing the

More information

Executive Leadership MBA Course Descriptions

Executive Leadership MBA Course Descriptions Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next

More information

The most recent report from the Bureau of Labor

The most recent report from the Bureau of Labor Why Succession Planning and Talent Management Fail and What To Do About It By Alan C. Lindsay An Overview The most recent report from the Bureau of Labor Statistics (BLS) projects interesting changes in

More information

Talent Management: A Critical Review

Talent Management: A Critical Review IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 16, Issue 9.Ver. I (Sep. 2014), PP 50-54 Talent Management: A Critical Review Prathigadapa Sireesha, Leela

More information

Ten Key Steps to Effective Succession Planning. By William J. Rothwell, Ph.D., SPHR

Ten Key Steps to Effective Succession Planning. By William J. Rothwell, Ph.D., SPHR Ten Key Steps to Effective Succession Planning By William J. Rothwell, Ph.D., SPHR Rothwell & Associates, Inc. There are two forces at work today that are driving organizations to consider some form of

More information

BENEFITS & COMPENSATION INTERNATIONAL TOTAL REMUNERATION AND PENSION INVESTMENT

BENEFITS & COMPENSATION INTERNATIONAL TOTAL REMUNERATION AND PENSION INVESTMENT BENEFITS & COMPENSATION INTERNATIONAL TOTAL REMUNERATION AND PENSION INVESTMENT Compensation and Benefits in Iraq Mirna Charaf El Dinne Mirna Charaf El Dinne is a consultant with Hay Group in the Middle

More information

Talent Management Essential Toolkit

Talent Management Essential Toolkit Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist

More information

Talent as a Top Priority and Challenge

Talent as a Top Priority and Challenge Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,

More information

Go Global or Localise?

Go Global or Localise? Go Global or Localise? How Leading Organisations are Making People Programme Decisions 27 November 2013 Aon Hewitt, Performance, Reward & Talent Risk. Reinsurance. Human Resources. Empower Results Agenda

More information

Strategy Activation Planning a leadership development journey.

Strategy Activation Planning a leadership development journey. Strategy Activation Planning a leadership development journey. About this series. In these four articles, we ask: what are the keys to developing agile leaders who can pivot with the needs of the business

More information

The attraction, retention and advancement of women leaders:

The attraction, retention and advancement of women leaders: The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors Overview

More information

Resource Article Talent Management: Seven Keys to Success

Resource Article Talent Management: Seven Keys to Success Resource Article Talent Management: Seven Keys to Success Talent management: seven keys to success. Lee Iacocca is quoted as saying In the end, all business operations can be reduced to three words: people,

More information

MANAGEMENT COURSES Student Learning Outcomes 1

MANAGEMENT COURSES Student Learning Outcomes 1 MANAGEMENT COURSES Student Learning Outcomes 1 MGT 202: Business Professions 1. Describe and use the elements of effective decision making research, assessment and consequence. 2. Apply elements of effective

More information

Trends in Global Employee Engagement

Trends in Global Employee Engagement Consulting Talent & Organization Trends in Global Employee Engagement Trends in Global Employee Engagement Contents 3 4 5 6 7 8 9 10 14 15 Executive Summary Trends in Global Employee Engagement Employee

More information

Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors:

Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors: Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice Authors: Karen Pallansch General Manager Alexandria Sanitation Authority 1500 Eisenhower

More information

This course is about how to manage change in organizations. It shows the importance of having the right balance between:

This course is about how to manage change in organizations. It shows the importance of having the right balance between: Change Management Course outline Change Management refers to the coaching process of organizational changes at a human level. Companies are facing intensive changes in order to remain competitive and sustainable,

More information

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern

More information

High-Impact Succession Management

High-Impact Succession Management High-Impact Succession Management Executive Summary Kim Lamoureux Principal Analyst Michael Campbell Senior Research Analyst Center for Creative Leadership Roland Smith Senior Research Faculty Center for

More information

The Future of HR in Europe Key Challenges Through 2015

The Future of HR in Europe Key Challenges Through 2015 The Future of HR in Europe Key Challenges Through 2015 The Future of HR in Europe 1 Executive Summary Companies in Europe will face five particularly critical HR challenges in the near future: managing

More information

Recruitment Process Outsourcing:

Recruitment Process Outsourcing: Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify

More information

WHITE PAPER: How to Tackle Industry Challenges?

WHITE PAPER: How to Tackle Industry Challenges? WHITE PAPER: How to Tackle Industry Challenges? Introduction Human Resources (HR) teams came into existence, during the industrial revolution, for the purpose of manpower planning. HR professionals have

More information

Leadership and Human Resource Essentials (HRS402) Learning Objectives

Leadership and Human Resource Essentials (HRS402) Learning Objectives Leadership and Human Resource Essentials (HRS402) Learning Objectives Classroom Course Note: The Leadership and Human Resource Essentials classroom course has an online education requirement that can be

More information

Fulfilling Careers Instead Of Filling Jobs. How Successful Companies Are Winning The Competition For Talent In The Human Age

Fulfilling Careers Instead Of Filling Jobs. How Successful Companies Are Winning The Competition For Talent In The Human Age Fulfilling Careers Instead Of Filling Jobs How Successful Companies Are Winning The Competition For Talent In The Human Age OVERVIEW Challenge Companies today are hungry for talent. But what is talent

More information

TEAMWORK. Recruitment HR Consulting Market Research A WINNING TEAM IS GREATER THAN THE SUM OF ITS PARTS.

TEAMWORK. Recruitment HR Consulting Market Research A WINNING TEAM IS GREATER THAN THE SUM OF ITS PARTS. TEAMWORK Recruitment HR Consulting Market Research Business Consulting A WINNING TEAM IS GREATER THAN THE SUM OF ITS PARTS. Saint Blanquat & A. Services Saint Blanquat & A. is Cambodia s premier Human

More information

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION Gerardo García Rojas Information Solutions Leader Mexico & CoE Mercer College Mercer SECURITY UBIQUITY HYPERCONECTIVITY IMMEDIACY SOCIETY OPPORTUNITY

More information

2016 Survey on Leadership Development. Copyright Borderless - http://borderless.net

2016 Survey on Leadership Development. Copyright Borderless - http://borderless.net 2016 Survey on Leadership Development Table of Contents 3 9 Executive Summary About Survey Respondents 15 Leadership Development definition & scope Leadership Development inside organizations 24 36 Leadership

More information

Human capital is typically the first or second

Human capital is typically the first or second Assessing Rewards Effectiveness: A Survey of Rewards, HR and Line Executives Human capital is typically the first or second largest financial expenditure most organizations make, and senior executives

More information

Strategic Workforce Planning

Strategic Workforce Planning Strategic Workforce Planning Jeff Lindeman, SPHR Chair, ACI-NA Human Resources Committee Director, Human Resources San Diego County Regional Airport Authority Agenda What is strategic anyway? Human Capital

More information

as a key driver of their financial performance, can be influential in realizing on that objective. SMART HR Manager By : Irene

as a key driver of their financial performance, can be influential in realizing on that objective. SMART HR Manager By : Irene SMART HR Manager By : Irene Dhanavathi Abstract: Human resource management (HRM), the management of work and people towards desired ends, is a fundamental activity in any organization in which human beings

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

Closing the IT Talent Gap in Health Care. The Towers Watson 2013 Health Care IT Survey Report

Closing the IT Talent Gap in Health Care. The Towers Watson 2013 Health Care IT Survey Report Closing the IT Talent Gap in Health Care The Towers Watson 2013 Health Care IT Survey Report The U.S. health industry, already struggling to find sufficient numbers of skilled, faces an even tougher road

More information

WORKFORCE MANAGEMENT ISSUES RELATED TO RETIREMENT PLANS

WORKFORCE MANAGEMENT ISSUES RELATED TO RETIREMENT PLANS WORKFORCE MANAGEMENT ISSUES RELATED TO RETIREMENT PLANS DECEMBER 11,2014 Arthur L. Noonan Senior Partner Determining Optimal Plan Design Retirement program designs are usually viewed through the lens of

More information

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008 State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic

More information

Pathways to Empowered Security Leadership

Pathways to Empowered Security Leadership Pathways to Empowered Security Leadership Meet BusinessX Major Retailer BusinessX doesn t have a CISO They just experienced a massive breach that cost millions and put the company in the public eye for

More information

Managing Human Resources in International Organizations

Managing Human Resources in International Organizations Global Journal of Management and Business Studies. ISSN 2248-9878 Volume 3, Number 4 (2013), pp. 355-360 Research India Publications http://www.ripublication.com/gjmbs.htm Managing Human Resources in International

More information

Using Workforce Analytics to Reduce Employee Turnover

Using Workforce Analytics to Reduce Employee Turnover Using Workforce Analytics to Reduce Employee Turnover White Paper This White Paper describes the challenges of reducing employee turnover in shift based organizations, and introduces Otipo s innovative

More information

Probe into Modes of International Human Resource Management in Chinese Small and Medium Enterprises

Probe into Modes of International Human Resource Management in Chinese Small and Medium Enterprises International Review of Business Research Papers Volume 6. Number 5. November 2010. Pp. 263 273 Probe into Modes of International Human Resource Management in Chinese Small and Medium Enterprises Yan Gao

More information

The Talent Management Framework

The Talent Management Framework The Talent Management Framework Talent-Management and Leadership-Development in Europe Wachstum fördernde HR-Arbeit Manage the Change Symposium 29./30.September 20006 3M COE Talent Management Europe,Middle

More information

WINNING THE TALENT WAR ON THE HOME FRONT A GUIDE TO RETAINING TALENT USING REWARDS AND RECOGNITION

WINNING THE TALENT WAR ON THE HOME FRONT A GUIDE TO RETAINING TALENT USING REWARDS AND RECOGNITION EXECUTIVE SUMMARY WINNING THE TALENT WAR ON THE HOME FRONT A GUIDE TO RETAINING TALENT USING REWARDS AND RECOGNITION In his book, War Memoirs, former British Prime Minister Lloyd George opined, the home

More information

planning for success.

planning for success. planning for success. how a succession plan can help your business retain knowledge & grow leaders. move up in the world. planning for success: how a succession plan can help your business retain knowledge

More information

Recruitment Process: Why Outsource?

Recruitment Process: Why Outsource? Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent Acquisition

More information

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among

More information

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC

More information

A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY

A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY CONTENTS p3 p4 p6 Introduction The problems with forecasts Accessing just-in-time talent p10 Beware the

More information

Workforce Planning Benefits

Workforce Planning Benefits Workforce Planning Benefits Seven Ways Workforce Planning Can Help Your Organization While surveys show that upwards of 90-percent of companies aren t getting the results they expected from a talent management

More information

Stop guessing and start making smarter decisions about your workforce INCREASE YOUR TALENT IQ CORNERSTONE INSIGHTS

Stop guessing and start making smarter decisions about your workforce INCREASE YOUR TALENT IQ CORNERSTONE INSIGHTS INCREASE YOUR Stop guessing and start making smarter decisions about your workforce TALENT IQ CORNERSTONE INSIGHTS BUSINESS LEADERS OFTEN SAY EMPLOYEES ARE THEIR MOST VALUABLE ASSET. But how much insight

More information

What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources

What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources

More information

Odgers Berndtson Board Survey. Among CEOs in Denmark s largest corporations

Odgers Berndtson Board Survey. Among CEOs in Denmark s largest corporations Boards and CEOs preparing for growth Almost half of the CEOs in Denmark s largest corporations consider the financial crisis to be over and expect positive growth in the near future. This calls for preparation

More information

Human. Rısk. By Matt Shadrick and Seymour Adler, Ph.D., Aon Consulting Worldwide

Human. Rısk. By Matt Shadrick and Seymour Adler, Ph.D., Aon Consulting Worldwide 10 08 The Magazine of WorldatWork WHY YOU SHOULD BE A Capıtal Human Rısk Manager QUICK LOOK When asked about your HR department s strength today, only 5 percent said strategic HR differentiation. Evaluating

More information

HRM Seminar. ( Personalwirtschaftliches Pro- und Hauptseminar ) Talent Management

HRM Seminar. ( Personalwirtschaftliches Pro- und Hauptseminar ) Talent Management Winter Term 2015/16 HRM Seminar ( Personalwirtschaftliches Pro- und Hauptseminar ) Talent Management Topics In this document, we provide an overview of topics and introductory readings for the upcoming

More information

Optimizing the Talent Pool

Optimizing the Talent Pool Optimizing the Talent Pool Best Practices for Driving a Successful Talent Acquisition Strategy in Any Economic Climate ManpowerGroup Solutions Talent Based Outsourcing the number of jobless people worldwide

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

Supply Chain Talent: A Broken Link in the Supply Chain

Supply Chain Talent: A Broken Link in the Supply Chain Supply Chain Talent: A Broken Link in the Supply Chain Five Proven Strategies to Close the Gaps 8/19/2014 By Lora Cecere Founder and CEO Supply Chain Insights LLC Contents Disclosure Research Research

More information

CHAPTER 16 HIRING AND MANAGING EMPLOYEES

CHAPTER 16 HIRING AND MANAGING EMPLOYEES CHAPTER 16 HIRING AND MANAGING EMPLOYEES LEARNING OBJECTIVES: 1. Explain the three different types of staffing policies used by international companies. 2. Describe the recruitment and selection issues

More information

Will regional talent management practices keep up with the global pace?

Will regional talent management practices keep up with the global pace? Will regional talent management practices keep up with the global pace? A STUDY BY It s through employees that the organisation learns fast to turn around challenges and unpredictability into opportunities

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR. Sponsored by

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR. Sponsored by A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR Sponsored by The Age of Modern HR Building human resources management systems that deliver ACROSS THE GLOBE, human resources

More information

Ten Workforce Planning Practices That Leading Companies Use to Their Competitive Advantage

Ten Workforce Planning Practices That Leading Companies Use to Their Competitive Advantage RESEARCH Ten Workforce Planning Practices That Leading Companies Use to Their Competitive Advantage By Aaron Sorensen, Ph.D., Partner and Juan Pablo Gonzalez, Partner The evidence is clear: Strategic workforce

More information

Taking Care of Your Company s Future: 3 Best Practices for Succession Planning

Taking Care of Your Company s Future: 3 Best Practices for Succession Planning Taking Care of Your Company s Future: 3 Best Practices for Succession Planning Copyright 2008 SuccessFactors, Inc. I. Introduction More successful businesses are embracing succession planning to deepen

More information

Course Description (Master of Human Resource Management) MHRM

Course Description (Master of Human Resource Management) MHRM Course Description (Master of Human Resource Management) MHRM Programme Compulsory Courses: BA 601 - Scientific Research and Statistical Analysis Business research is crucial in building graduate capabilities

More information

The oil and gas industry is in the midst of a

The oil and gas industry is in the midst of a Workforce Issues Talent Management Challenge in the Oil and Gas Industry Bob Orr and Bridget McVerry The oil and gas industry is in the midst of a period of rapid global expansion. However, will it have

More information

Talent Management in a new area

Talent Management in a new area Talent Management in a new area Tom Pfeiffer Partner Audit Deloitte Sacha Thill Senior Consultant Operations Excellence & Human Capital Deloitte In recent decades, organizations have increased their efforts

More information

English-taught courses offered in 2015 spring term

English-taught courses offered in 2015 spring term English-taught courses offered in 2015 spring term NO. Education Plan Academic Credits Terms for Course Academic school hours opening 1 Strategic Management 40 4 spring semester School of Management 2

More information

OBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed?

OBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed? SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning

More information

MBAProgramme. The College of The Bahamas

MBAProgramme. The College of The Bahamas c o u r s e o u t l i n e MBAProgramme The College of The Bahamas Year 1 Fall Financial/Managerial Accounting (3 credits) Introduces students to the financial and managerial accounting disciplines; develops

More information

Extract of article published in International HR Adviser magazine 2013. The role of HR in global mobility

Extract of article published in International HR Adviser magazine 2013. The role of HR in global mobility Extract of article published in International HR Adviser magazine 2013 The role of HR in global mobility Increasingly the regional HR director for Asia Pacific for many large multinationals will be based

More information

Developing International Human Resources Firms

Developing International Human Resources Firms Developing International Human Resources Firms Yueh-shian Lee Assistant Professor National Taichung University of Education Department of International Business 140 Min-Shen Road, Taichung 40306, Taiwan

More information

Leading Through Uncertain Times

Leading Through Uncertain Times The Talent Management and Rewards Imperative for 2012 Leading Through Uncertain Times The 2011/2012 Talent Management and Rewards Study, North America By articulating and documenting their employee value

More information

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Human Capital Management Human Resources Department Personnel Department Levers: Differentiated Pay Career Ladders Distribution of

More information

Outsourcing HR: Advantages for Small Businesses

Outsourcing HR: Advantages for Small Businesses Outsourcing HR: Advantages for Small Businesses Are you thinking about how to increase operational efficiency of the business or the HR department? Then this e- book is for you! Learn more about outsourcing

More information

Career Management. Making It Work for Employees and Employers

Career Management. Making It Work for Employees and Employers Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,

More information

The War for Talent Retaining critical resources during outsourcing transitions

The War for Talent Retaining critical resources during outsourcing transitions September 19, 2008 The War for Talent Retaining critical resources during outsourcing transitions www.mercer.com What we will talk about today Setting the stage: Outsourcing means transformation The talent

More information

Interview Guide for Hiring Executive Directors. April 2008

Interview Guide for Hiring Executive Directors. April 2008 Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for

More information

Global Leadership Development

Global Leadership Development Global Leadership Development Talent Management CapitalWave Inc. White Paper March 2010 1 Table of Contents: Global Leadership Development (GLD): Distance. 3 GLD 2: Defining Leadership across Cultures

More information

point of view The Customer Experience: People Make the Difference What Is an Exceptional Customer Experience? Why the Customer Experience Matters

point of view The Customer Experience: People Make the Difference What Is an Exceptional Customer Experience? Why the Customer Experience Matters The Experience: People Make the Difference You cannot generate superior long-term profits unless you achieve superior customer loyalty. Moreover, the increased speed of change, the need for flexibility

More information

34 Talent Management. Key concepts and terms. Learning outcomes. Talent management Talent relationship management. Talent pool War for talent

34 Talent Management. Key concepts and terms. Learning outcomes. Talent management Talent relationship management. Talent pool War for talent 579 34 Talent Management Key concepts and terms Talent management Talent relationship management Talent pool War for talent Learning outcomes On completing this chapter you should be able to define these

More information

Is There a Correlation for Companies With a Strong Employment Brand Between Employee Engagement Levels and Bottom Line Results?

Is There a Correlation for Companies With a Strong Employment Brand Between Employee Engagement Levels and Bottom Line Results? Cornell University ILR School DigitalCommons@ILR Student Works ILR Collection Spring 2013 Is There a Correlation for Companies With a Strong Employment Brand Between Employee Engagement Levels and Bottom

More information

From Dessler chapter 1 and 17: After studying these chapters, you should be able to:

From Dessler chapter 1 and 17: After studying these chapters, you should be able to: Introduction to Contemporary Issues in HR and Global Trends. This lecture sets the context for our examination of this topic. From Dessler chapter 1 and 17: After studying these chapters, you should be

More information

WORKFORCE AND SUCCESSION PLANNING

WORKFORCE AND SUCCESSION PLANNING 2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:

More information

Job Family Modeling. Tools to Support Job Evaluation and Career Development October 21, 2009. Vincent Milich

Job Family Modeling. Tools to Support Job Evaluation and Career Development October 21, 2009. Vincent Milich Job Family Modeling Tools to Support Job Evaluation and Career Development October 21, 2009 Vincent Milich Agenda What is job family modeling? What can job family modeling do for an organization? Unique

More information

Author: Lydia Cillie-Schmidt Page 1

Author: Lydia Cillie-Schmidt Page 1 Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote

More information

CULTIVATING EQUITY AND EXCELLENCE. Strategic Plan

CULTIVATING EQUITY AND EXCELLENCE. Strategic Plan CULTIVATING EQUITY AND EXCELLENCE 2015 2020 Strategic Plan Dear Hartford Public Schools Community, A strategic plan gives organizations, and communities, permission to believe that great things are possible.

More information

Succession planning: What is the cost of doing it poorly or not at all?

Succession planning: What is the cost of doing it poorly or not at all? Energy insights At a glance There are substantial benefits to be gained by identifying talented employees including those deep in the organization with specialized skills and coordinating their training

More information

Gonzaga MBA Electives

Gonzaga MBA Electives Gonzaga MBA Electives MBA & MACC PROGRAMS Gonzaga MBA students complete a third of their program, 11 credits, in elective coursework, allowing them the flexibility to tailor the program based on personal

More information

HR.com Whitepaper. Driving Successful HR Leadership: Talent Management s Role in Core Business Strategy

HR.com Whitepaper. Driving Successful HR Leadership: Talent Management s Role in Core Business Strategy Driving Successful HR Leadership: Talent Management s Role in Core Business Strategy A New Study Exploring What s Working for Organizations Today and the Biggest Gaps to Fill Independent research conducted

More information

IT Workforce snapshot

IT Workforce snapshot 2013 IT Workforce snapshot TEKsystems IT Workforce Snapshot is designed to provide a high-level view of trends impacting IT spending, IT employment, workforce supply and demand, compensation and geographical

More information