HCI Summit Ends on a High Note – Global Talent Management Panel Discussion

Posted on March 12, 2008. Filed under: 1, HCI Summit, Trends |

Amanda here.  It’s the last session of the Summit and I’m sad to see it end, but we’re not going to go out without a bang!

Today’s panel discussion on Global Talent Management, “Attracting, Developing and Retaining Global Talent” is being moderated by Bill Craib, Vice President of HCI Communities here at the Human Capital Institute. The chock-full of talent panel includes Haiyan Wang, Managing Director of the China India Institute (see my blog post about the session she presented yesterday); Annette Merritt Cummings, VP and National Director of Diversity Services at Bernard HODES Group; Michael Beygelman, Senior VP at Adecco and Bertrand Dussert, Executive Director Human Resources at UBS AG.

00000001 Today we’re going to focus on three parts of global talent management: acquiring global talent, the local side of global talent management and global HRO & RPO. 

Attracting/Acquiring Global Talent

Is talent acquisition and talent management the same thing?

Mike – The key to talent management is to make sure you have the right talent acquisition strategy. It’s about recruiting vs talent management and like an addition to a house, they will never match 100%. It’s critical to have a holostic strategy in place to ensure a positive candidate experience and branding first with talent acquisition THEN you get into talent management. The two are not the same but they have to be a continuum.

Global vs regional acquisition.

Bertrand – Integrated strategy is the difference between the two. Regional is just that. Regional. They understand the local markets. A credible global strategy has to have some regional to it, yes, but you have to understand the overall, big picture market and take logistics, time differences, and all the little things into it.

China. Why is there so much talk about the war for talent?

Haiyan – This is very much on minds of CEOS. A recent survey reported that 40% of average Americans name China the most powerful economy in world – not true. China has 1.5 billion people and in the lands of plenty there are pockets of scarcity. There is a supply side and demand side. There is a pouring in of multi national companies and all of them are trying to grab the same talent pool, thats the demand. The supply? There are 800 million people ready to work, and it’s  cheap labor. Where an accounting manager in the U.S would get paid $45K a year, in China they get paid 10K a year. A manufacturing worker is paid $1/hour in China as opposed to $20/Hour in the U.S. Quality?  This year there are 5 million college graduates in China vs. 1 million 5 years ago. The scarcity lies in the accounting field, middle management and  insurance professionals. The skills that are the most scarce are creativity, teamwork and English communication.

Audience? 1/2 of the audience has global operations today.

What’s the biggest challenge for acquiring global talent?- Language skills and finding people with creative skills.

Bill asks: The number of fast cities not in the U.S are mostly overseas. How do we keep the people who came from overseas to stay?

Audience member from American University – We HAVE people here ready to work from overseas. We’re not hiring them. Another audience member: Do we need to bring in talent? Where are our students of today spending their time and where are they being educated? They are the weakest in math skills etc.. we have to produce more American students that want to work in the workforce, we’re forced right now to look outside the country in order to be competitive.

Haiyan says that the generation now in China is a lot more “worldy” than of her generation at the same age. There is more a convergence across cultures with attitudes and lifestyles. The national boundary is coming down more and more. Bertrand agrees and adds that we have to change the way we recruit Gen Y and X it has to be “edgier” and the promises have to shift from money alone. That requires an internal culture shift. Mike adds that the way you reach these people also has to be creative. Before a candidate has even applied they have checked Facebook, google etc and know all about you!

The Local Side of Global Talent Management

Haiyan- The difference is that with product you can divy it up any way you want. But you cant do that with HR management and that’s the same everywhere, you have to give people specific feedback, you have to have the right consequences etc… no matter where you are. But the WAY you do it does. For instance, in China, feedback should be done face to face in private vs. the US who’s workers tend to have more of a thick skin. Giving praise is the same thing. Consequences – In China getting a visa to go to the U.S. for training, means a lot for instance. Haiyan believes that the global and integration aspect is more dominant than the local one.

Mike agrees in part. There are things that are important in certain markets and areas that are not important in the U.S. You can have a global framework etc… As opposed to policies and then you rationalize at the local level what activity guides your principles. It’s not a-typical for people to be in a country for a few years and the common bond that keeps people here is irrelevant to the country they work in because they all have the same guiding principles.  Haiyan adds that people come to your company because you have the best brand or the best HR department etc… And respect what you can bring in so you can’t cater to all the local differences or you will lose the branding that attracted them in the first place. Bertrand – You have to be aware of the different dynamics that are in the different locations. Once you pull people in the door you have to be consistent. You have to have a global framework down to the same furniture and computers. The outside of the UBS buildings may look different but once you’re in it always feels and looks the same no matter where you are.Of course when recruiting you have to be sensitive to your surroundings outside of the building. 

Language barrier question form audience: How do you bridge the gap between local workers and those who re-located? The panel all agrees that English (even poor English adds Haiyan) is the global language for business.

RPO & HRO in the Global Environment

Bertrand – One fundamental and unique aspect about RPO is the outcome ribbon value change. If you spend 90% of your time finding and trying to hire the right candidate but don’t actually close them then who cares, there wasn’t any value. You HAVE to close,  RPO is outcomes driven. For Bertrand he couldn’t find a  global RPO provider that was differentially competitive so he went local. But with HRO you may be able to go global. For example payroll – no one cares if the look of your paycheck looks different as long as the money is there! Mike agrees 100% and adds an observation – Its very hard to outsource everything. That requires a lot of change. It may make more sense for you to outsource the recruitment activity rather than HR or if you have an amazing brand it may be the opposite. You have to tailor it to your company. Bertrand adds that if you do do a piece and part approach make sure to decide what responsibility for the outcomes your company has vs. the provider.

That’s it folks. It was a wonderful Summit. I hope I see you all back here next year and some new faces of those of you who couldn’t make it this year. The lights are dimming around me so I guess it’s time to say goodbye. 

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Creating a Leadership Pipeline

Posted on March 11, 2008. Filed under: HCI Summit, Trends |


Richard Wellins Ph.D., Senior Vice President, Research
Development Dimensions International (DDI) and Author of “Talent Management in Motion: Keeping Up With an Evolving Workforce” moderated our panel today on creating a leadership pipeline. Panelists included:

  • Debbie Logan, Global Talent Development, Halliburton
  • Joseph C. ILvento, Global Director Leadership & Development, Citi

So the panel started with Wellins saying employee communication/HR processes shouldn’t suddenly become business processes, they already are.

Into the pipeline… DDI has surveyed more than 12k leaders in 1,500 organizations. Seventy-five percent of senior leaders say leveraging talent is their top priority. This was the highest ranked result. This is not HR execs, so a critical movement from the top-side.

At the same time, faith in corporate leadership has declined significantly in the past ten years. HR execs faith in leaders dropped 12 points from 47 percent to 35 percent. Ouch! Similarly, this year top leaders have less faith in their first time, first level leaders.

Ilvento thought today’s flatter organizations have reduced opportunity. First line managers are often stars and have less training today, thus less confidence in them. Logan says promotions occur because of technical excellence, not leadership skills. Training does not occur…

Formal workshops are unfortunately the most used training session. Assignments are often the hardest learning experiences to better manage the training aspects. Embracing structures around experiences in the actual job can be much more effective training than a workshop.  A diversity of training methods yields the best training program, according to leaders.

Logan says the company is looking at its individual tasks as places to better adapt and the learn. Online learning is not as effective for senior leaders. Age has nothing to do with it. It’s hard for them to focus online with everything else going on. They need to separate from the computer and go somewhere.

A lot of goals were discussed, and a very serious conversation ensued about the effectiveness of our organizational training.  In addition, companies need to embrace a lot more real world experiences.  This was a point emphasized and reemphasized throughout the session.

This was a highly conversational session, with breakouts and active discussion.

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Shelia Gray and Terry Terhark on Strategic Sourcing from the HCI Summit

Posted on March 11, 2008. Filed under: HCI Summit, Trends |

It’s Amanda, liveblogging the second session in Talent Management!

Shelia D. Gray, SPHR, Director of Global Talent Acquisition for International Paper and Terry Terhark, President & CEO of TheRightThing present today’s session “Strategic Sourcing: Experts and Insight to Improve Your Results”. This session is also sponsored by TheRightThing!

Shelia starts off by asking the audience why they joined this session. The responses are everything from expecting it to be “exciting” to people who are going through a talent acquisition study and wanted to pick her brain.

A little bit about International Paper – they have over 50,000 employees, close to half are global. Starbucks even uses their paper for their coffee cups… And in the beginning they did not have a dedicated recruiting force.

Lets ask the audience “how many people sell potential employees on the opportunity?” – Not many but those who do think they can deliver what they promise.

The transformation journey

Important pieces: Workforce planning, partnerships, assessment & testing and performance metrics.

Audience? Surprisingly, not many people know their cost per hire.

Lets delve a little deeper: Employment branding – very important, with good employment branding you’re able to come up with a employee value proposition (evp).

Technology is also important – 85 % of fortune 500 companies only take resumes online. Google is number one source for data and jobs. Technology is taking over! Will we ever be able to scale up and be competitive if we do it ourselves? Shelia decided no – so she decided to outsource.

Recruitment overhauling – Most organizations have great parts to it but you can’t completely model one company after another. It’s a change management journey. RPO really opened her eyes about things she hasn’t used before, especially finding candidates in the most unlikely places. Another? Diversity applicants – being able to tap into diverse candidates using RPOs and having a flexible and virtual workforce was a lot easier using the RPO.

Recruitment Outsourcing Partnership – Terry on the journey

Terry has 20 years of recruiting experience. And he stresses that there IS a war for talent. Starting out he wants to make sure we know that like many companies, International Paper isn’t sexy 😦 a lot of selling has to happen to recruit.

Also, TheRightThing only does outsourcing and sorry people but they are not evil! They are a provider to more than 60 companies and have 18 years of experience as a core company. They also share profits with employees, they are recognized by SHRM and the Great Place to Work Institute as one of the best places to work – small and medium companies.

What Were the Goals?

Terry’s main four overall goals are to drive excellence in recruitment, have predictable cost, increase diversity pools and improve the hiring experience. He focused on these while working with International Paper.

What are Some of the Things TheRightThing Did to Help International Paper (even if they went kicking and screaming)?

Centralized the process for consistency and compliance

Focused on candidate experience and implemented surveys

Targeted sourcing and recruiting

Dedicated recruiting sources

Reduced agency use

Cost containment

Extensive card communication

Robust reporting and metrics.

Important to remember: There isn’t a silver bullet, it’s always changing and there’s always a lot to do.

The Impact

Positive candidate experience

Metrics driven process

Focused on candidate quality

Ongoing enhancements

But Shelia wants to stress one important point – Culture fit assessment, an RPO can’t do that for you, that’s something your company will always have to do for its self.

Success Factors

Operations/HR involvement – You have to change your way of thinking and it doesn’t happen overnight.

Communication – ALWAYS important

Change management

Sourcing/Recruiting strategy – You have to leverage technology

Technology integration – We are beyond the days of the rolodex


Results (Oh yes, they can be measured)

Here’s the timeline:

Within 25 days after getting the call that a position needs to be filled you have to have your hiring strategy down. There is no “easy” job to fill, only moderate and hard positions. These 25 days include the identification of what you’re looking for and job posting, and don’t leave your job posts up after 90 days, they get stale and should be filled by then anyway!

Now you have 30 days to slate the presentation to the offer, here is your opportunity to shave some time off the cycle… This includes the review of resumes.

Finally, Terry gives 10 days from offer to acceptance.

The Three Types of Candidates

Level 1 is the easy to hire. Level 2 is the elusive, passive candidate, this job is harder to fill and most of your time and activity will be spent on this level (this is for every kind of job and company out there not just International Paper), you have to use really aggressive networking and outreach. Level 3 is the targeted hire or in other words the “needle in the haystack”. You should be able to fill most jobs with levels 1 and 2. Warns Terry: Contingency recruiting is a dying breed.

Notes to Remember

40 % of external hires are coming from employee referrals. Compare your initiatives against your employee referral system.

In The End? In the war for talent all eyes are on performance!

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ATMOS Energy Uses Talent Management to Reinvent Customer Service

Posted on March 11, 2008. Filed under: Trends |

atmos_logo_small Jeff Hardgrave, Vice President, Customer Service  Atmos Energy’s Service Excellence Strategy  and Gary Thompson, Managing Principal, Towers Perrin focused on key customer encounters and associated employee engagement driving customer loyalty.

Atmos Energy had a huge challenge becoming a better customer service organization, including: 

  • Texas geography created an extraordinarily diverse client base
  • Employees were equally diverse
  • Commoditized products

IMG_1338Customer surveys revealed multiple touch and pain points. Customer expectations were not being met by employees engagement strategies.  Staffing and training skills were not equal to demand.

Gary Thompson said most organizations put their least competent people in areas where they touch the customer. Hiring and training were needed. The company created a Service Excellence Strategy, Customer Measurement, and Customer Experiences Management initiatives.  Efforts included communication across all employees of expectations, a playbook for all situations, and follow-up calls after customer service calls.

After initiating the program surveys demonstrated, Atmos was performing better than its competitors with excellence 36 percent of the time.  This year, they are up in the 40% markets. Employees are also enabled to communicate on the intranet in a blog like fashion to change processes to better meet client needs.

Now Atmos is putting forward its most qualified, trained people up front. The results are speaking for themselves.

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Haiyan Wang Delivers Talent Management Keynote – HCI National Summit

Posted on March 11, 2008. Filed under: HCI Summit, Speakers, Trends |

Amanda here, live-blogging the Talent Management sessions. Settling in for our keynote…

Haiyan Wang, Managing Director of the China India Institute and Co-author of The Quest for Global Dominance speaks about “Cultivating a Global Market”.


Ms. Wang  starts off with a bang, asking the question: Do mindsets matter? They do! But what is a mindset? It’s a cognitive map (assumptions, logic) of the world around us.  Without this we can paralyze into “inaction”. Although they can be double edge swords and blind us to reality. For example: In the year 2000 a successful auto businessman from a well known company visited China and came back saying “call me when you have some roads” it’s projected that in 2015 China will have more cars than any other place in the world.

What About Organizations?

Do organizations have mindsets? Yes! What about a global mindset? Here’s the concept: It’s the balance between a parochial mindset and a diffused mindset. You have to integrate between diversities, that’s the key. Ex: Microsoft. In 1992 when they entered China, for a couple years it was a disaster. When they started to adopt a global mindset things started to turn around. They realized that the piracy issue would improve and that the purchasing power in China would not. Once they did this they started being a friend to China. One important thing they did was to mandate that an operating system on every machine that was shipped to China be loaded. This GREATLY changed the relationship.

Here are Some Stats:

50% of world GDP growth from emerging countries.
Emerging growth countries’ share of world exports = 43% and growing
End of 2007 China’s GDP was 3rd largest in world and it will surpass the USA around 2035. India will surpass the USA around 2045.

Wang says that this is another industrial revolution. Although what took 100 years previously, this one will happen in 30.

Transformation of Industries:

Even slow moving, low tech industries get radically transformed in 20 years. Tale a look at Beer (SAB Miller), Steel (Arcelor Mittal), Cement (Cemex). Who will be the major players and how will that impact YOUR business? You have to take a look at your own business environment and that of your customers. Geographic location of yourself, your customers, your value chain activities. Are the emerging companies going to be your competition?

Cultivating a Global Mindset:

The key is to build a strong “one company” culture, infrastructure and processes. You have to have clear values and a clear corporate identity. You also have to develop a deep knowledge about different cultures and markets. Don’t just observe problems SOLVE problems. How can you do this? Unleash web 2.0 within the company, have cross border assignments… And finally the most important mechanism is to globalize the nerve centers of decision making. Close the gap between where opportunities sit and where the decision power sits. You can’t drag opportunities to you, you have to go to them. And since things are happening at a rapid pace… hurry!

Tomorrow’s Leading Organization:

Build a global integrated enterprise with roots in many countries.

Bottom Line?

When asked by a member of the audience how to convince a high level executive-naysayer about the change that’s going to occur in 20 years Wang responds to tell him to go to sleep and wake up in 20 years, when he wakes up he’ll find that he no longer has a job. Touché

Oh, they can also buy her book 🙂

The world is your oyster do you have the right fork? 

For more information or questions please feel free to email Ms. Wang and visit the website

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Experts discuss "Unlocking the DNA of the Adaptable Workforce" at the Human Capital Institute Summit.

Posted on March 10, 2008. Filed under: HCI Summit, Trends |

 Amanda here. The HCI Community leaders sat down with Denis Brousseau from IBM Global Business Services to discuss adaptability. Here is their story…

00000182As our panel of experts, Bill Craib VP of HCI Communities, Amy Lewis, Director of the Talent Acquisition Community, Joy Kosta, Director HCI Communities and Christine Abbatiello, Director of the Talent Strategy Community all from the Human Capital Institute settle in, the room grows full.

These experts are speaking today about: “Unlocking the DNA of the Adaptable Workforce”. This session is being moderated by Denis Brousseau, Partner, IBM Global Business Services. IBM is also sponsoring this session, you can feel the excitement as the discussion prepares to start!

Bill starts with asking who in the audience has been to an HCI webcast, everyone raises their hands! Of course the same amount of people said they were tempted to play golf today too 🙂


The IBM survey about adaptability interviewed over 400 companies from 40 countries to understand how organizations are improving workforce performance. The objective? How to improve quality and productivity among the workforce.

That brings us to the four key components for enhancing workforce performance:

An Adaptable Workforce
Effective Leadership
Integrated Talent Management Model
Workforce Analytics

Also, multiple forces drive the need to develop a workforce that is able to adapt to changing business conditions.

Denis to Joy: What driving forces for change have you seen?

Joy responds that she has seen that leading companies are recording that their competencies models have a shelf life. It’s important to refresh your competency models on a regular basis and stresses a collaborative influence.  

The second is silo expertise isn’t enough anymore, collaboration is the answer.

Third, the difference in skills and competencies in the generations. Two way mentoring could be the solution.

Four, doing workforce planning that will result in adaptable workforces.

With that Joy turns the tables and asks the audience: What is driving skill gaps in your org?

One member of the audience states that technology or the lack of technology knowledge has a lot to do with updating people’s skills. 

Also, people just can’t relocate anymore due to the economy.

One member from Kaiser Permanente said she has experienced major shortages in clinical positions. There just isn’t enough man power to fill their needs and hopefully baby boomers will work another 5 years.

Denis added that on a recent study – 14% of those who answered said they were very capable of adapting to change, 53% said generally capable and 30% somewhat capable. What a surprising outcome.

Here’s the big trend/answer – You need collaboration!

Denis to Christine – Looking at your research and your contacts with organizations, what are companies doing to help foster employee skills and what are the needs in the future?

Christine responds that there are 2 bad action words: Transactional and re-actional. The shift needs to happen. Basically, project planning is a must. One question? “What do we want from the four generation workforce?” 1/4 of the workforce is about to walk out the door, we need to identify those skills and fill the gap and you MUST have a project plan for up to 24 months, not just 3 or 6.

Lets see what the audience thinks. Christine asks: Who do you think is responsible within your organization overall for identifying your skill needs (this includes the virtual workforce)?

HR? – No one
The Executive Team? – One person
Department by department? Now we see some hands but the winner is…. a collaborative effort. This surprises Christine – and the rest of the panel.

Not taking this one lying down Bill asks “If we said talent acquisition instead of HR would anyone had voted for that?” Sorry Bill, no one!

Denis: Lets talk collaboration. Implementing new communities of practice for example, informal communities that aren’t dependant on size. They’re also seeing progress of using technology to enhance collaboration. People who work in different ways can connect and share knowledge. Examples are combining communities of practice and wikis or reporting community conferences. This way people can connect informally but also manage.

A suggestion? Search engines with instant messaging capability and skill searches for within the company.

Question for audience from Denis:

What efforts or projects around collaboration have your company been doing?

Answer: Developing an experience tracking system to find SMEs within the company. Bill asks who would put that together? Initially team leaders add the data but individuals also add their own data.

Denis adds about leadership. Concerns of who can provide it. A maturing workforce and retirement is impending. It’s definitely a concern when you look at rapid growth vs. the availability of talent.

Denis to Bill: In terms of the HCI research what options do we have in developing future leaders ?

Bill responds with re-counting of his recent Columbo moment while listening to a different session. Stephen Zacarro had said that he gives tests to developing leaders thinking that they SHOULD fail them the first time. If they don’t, the test wasn’t complicated enough. How can you test yourself with knowledge you already have in a development assessment? Bill concludes that you have to accept failure in the short term so you can learn from your mistakes.

Also lets get back to common sense instead of conventional wisdom! Take a step back and say to yourself “does this make sense?”

Denis says that leadership development requires more than dipping people in executive education courses.

Denis to Joy: The use of e-learning techniques and the adoption rate. The survey was fairly low. Compare it to HCI using e-learning technology?

Joy admits that yes, she is a baby boomer and 10 years ago, being an old fashioned trainer, she felt that she needed warm bodies to teach. However now she realizes that blended learning combines the best of both worlds, personal and facilitated.

Denis to Bill: We need to step up to leadership development but it needs to change. Leaders are facing change in the workforce. People are all over, in different time, different locations etc… And they are all expected to lead at some point. You have to move talent faster, make decisions quicker. What is HR’s role and how can it work more effectively for leaders.

Bills response? HR and the business have to be one, not separate. HR needs to be PART of the business. How many people think they are ready for that he asks. Sadly, no one 😦

Denis to Christine: Why does employee attraction and retention take a backseat?

Christine sites a recent webcast in the “Building a World Class Sales Organization” learning track that focused on sales people. The total cost of onboarding a sales person is over 150K and that’s excluding bonuses etc…So one reason? It’s costly!

In conclusion, Denis explains how to stay ahead:

Avoid complacency
Apply blended thinking
Focus on key employee segments
Look beyond traditional employees

And Bill plugs the HCI webcasts, hey we do have 250 scheduled this year! 🙂

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King, Forman, Pulichino & Alario talk Leadership at Human Capital Institute Summit

Posted on March 10, 2008. Filed under: HCI Summit, Trends |

Hello, this is Amanda again. Geoff is doing some interviews and collecting some great podcasts so I’m taking a seat in the next leadership session.

Today’s discussion “Talent Transformation Case Study: How the Best is Becoming Better” is being moderated by Allan Schweyer, Executive Director & SVP, Research, Human Capital Institute. The panel includes Dr. Joe King, Chief Talent Officer, ARDEC; Dave Forman, Chief Learning Officer, Human Capital Institute; Joe Pulichino Ed.D., SVP, Human Capital Center for Excellence, Human Capital Institute; Diane Alario, Senior Analyst, ARDEC.

Schweyer introduces ARDEC using the phrasing that describes them best, their acronym.

Respect and Trust
Dynamic Leadership

The Project

In late 2007 ARDEC became the first government agency to win the Malcolm Baldrige National Quality Award. They began a journey in defining, developing and implementing a human capital organization and talent culture throughout the enterprise.

Phase 1 – Talent Maturity Audit and Executive Briefing

Dr King describes the origins of the project. They needed something to give them for their strategic performance that would help them engage the workforce. They worked with people outside of the Human Capital realm in order to work with people that were the real hub of the workforce within companies.

Pulichino’s role in this project was to work with Forman to access the strengths and weaknesses and where to focus their team. They worked to customize the assessment tool that they had. They administered the tool, and over 500 people took the survey and with that information they were able to successfully do a thorough analysis of where they wanted to go with the transformation.

This survey had four primary sources of information that were included in the research:

The Talent Maturity Audit
Focus Groups
Existing Research
Comparative Data

Some of the high priority recommendations that came from Phase 1 were: Enhancing Leadership and Manager Training for First Line Supervisors and Improving Bench Strength  for Key Positions. Some of the longer term recommendations were marketing ARDEC and concentrating on proactive retention programs.

Phase 2 – HCI Courses, Exam and Practicum

Talent Management Development. HCI taught targeted courses. This ended with HCS Designations for 20 leaders in HCMO and 5 three hour certificate courses.

Schweyer adds the bottom line:

ARDEC HCMO and Line Managers bring their talent challenges into the course and work on them, and get the tools they need to practically apply solutions back on the job.

Phase 3 – Line Managers to Talent Leaders

This phase is scheduled to happen March-June 2008. The purpose is to transform 217 Line Managers & Supervisors into talent leaders. Pulichino defines talent leaders as those able to hire, engage, develop and retain talent.

You can visit ARDEC’s Website here to learn more about ARDEC

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Ready to Lead? Next Generation Leaders Speak Out

Posted on March 4, 2008. Filed under: HCI Summit, Trends |

jobpreference The non-profit sector is experiencing many of the same issues global business need to address, according to “Ready to Lead? Next Generation Leaders Speak Out,” a recent Meyers Foundation report. Talent management needs to be addressed, or non-profits risk losing their prized younger recruits.

The survey of nearly 6,000 next generation leaders found that there are significant barriers for the new generation: work-life balance, insufficient life-long earning potential, lack of mentorship and overwhelming fundraising responsibilities which may prevent many younger nonprofit staff from becoming executives. The Washington Post reports that non-profits often lose their employees to better paying corporate jobs.

From the Post:

If the sector continues struggling to retain talent, it could have a dramatic effect on social services in Washington and around the country, said Paul C. Light, an expert on nonprofit groups and a professor at New York University’s Wagner School of Public Service.

“It’s really a significant problem and one that is just so important to the future of the sector,” he said. “Nonprofits are so focused on meeting their mission in the present tense that they don’t think of succession planning for executive directors, they don’t think of recruitment for future employees. It’s just not on the agenda because they’re under such pressure to deliver, especially during economic downturns like this.”

One of the goals of the Summit is to provide Talent Management information and education for executives challenged by such situations. It’s one thing to acquire talent. But talent management organizations must build cultures that are not only conducive to retention, but also realizes their best leaders. This is particularly true in a recession environment where choices must be brilliant.

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