CEOs claim that people are their organization’s most valuable asset. Yet their people policies and procedures rarely reflect this declaration. Click here to read full version

The second post in a blog series exploring a taxonomy of engagement examines Membership, Opportunity, Meaning. Click here to read full version

The brain exists for our survival. It constantly scans the environment to identify and respond to threats and opportunities, seeking ways to minimize threats and maximize rewards. Understanding how the brain’s threat and reward networks leads us to move toward some things and away from others is the key to applying neuroscience to talent development. In this blog post, we’ll summarize several critical aspects of the neuroscience of reward and threat. In future blog postings, we’ll apply them to distinct talent management practices. The brain dislikes ambiguity.

The old adage that distribution is all about location, location, location may work for retail operations, but does the sentiment hold true for firms in the talent development industry? Perhaps. No doubt, local access to a client base makes dealing with those customers more convenient. What’s more, the more visible you are, the greater the potential for your distribution to pay off in revenue generation. Let’s look at the “feet on the ground” sales and distribution models and evaluate their pros and cons. consultants. on-staff telemarketers. contracted telemarketers.

What motivates you to go the extra mile in your role? Surprisingly, in a recent TINYPulse study only 7 percent of the 200,000 employees surveyed across 500 organizations worldwide said money and benefits. The top five categories were: camaraderie and peer motivation (20 percent). an intrinsic desire to a good job (17 percent). feeling encouraged and recognized (13 percent). having a real impact (10 percent). growing professionally (8 percent). So what is the common thread between these categories? Think of the culture in your organization. Is it encouraging and supportive? Build Engagement.

This is Part Three of a four-part series on using improvisational behaviors to ensure their teams are strong, diverse, and engaged. Click here to read full version

Companies invest a lot in high potential identification, expecting in return some assurance that qualified people are ready to step into any breach. Unfortunately, pinpointing high potentials is not the same as preparing them. The Readiness Linchpin , a new Korn Ferry white paper, looks at how organizations can close the gap between having leadership potential and actually being a ready-to-promote candidate. Click here to read full version

The yes/no, on/off nature of electronic networking can give you the mistaken idea that the people you know are either networking contact –or they’re not. But here’s the reality: Workplace relationships are more complex than that. Lynne Waymon and Anne Baber outline the six stages of trust development: acquaintances, associates, actives, advocates, allies, and accidents. Click here to read full version

Top technology company EMC, one of today’s most successful IT and big data leaders isn’t just a widely acclaimed pioneer, it also is a consistent innovator. Scott Steinberg talks to Calvin Smith, EMC’s principal manager for global innovation, about how to create a forward-thinking culture of creativity and innovation. Click here to read full version

The biggest challenge a leader must face is not only to generate shareholder value, superior profits, competitive advantage, and so on, but to become a dealer in trust. Click here to read full version

At the close of part 1 of our three-part series on Millennial employees , which sought to shed light on what distinguishes this generation from the ones before it, I asked how your organization could attract and retain Millennial workers who, on average, stay at a job for only 18 months. The answer may be as simple as acknowledging these employees’ individual value to your organization. Rather than bundling all your Millennial workers under the same stereotypical category, consider each employee as an individual with unique strengths and weaknesses.

I recently attended the Leading to Well-Being: Cultivating Resilience conference organized by George Mason University. While it would be easy to write a longer post about the conference, given the quality of content, I have chosen one key takeaway I believe all organizations will benefit from: keep some pessimism in the workplace. In an age in which there are dozens of business books promoting optimism and positive workplace cultures, I’m going to make the case for having the occasional pessimist in a sea of positive-thinking employees. How could this implementation plan fail?

There is much to be gained during the hiring process by using predictive analytics. Click here to read full version

If we could do a better job of measuring a manager’s ability to hire, develop, and engage talented people, we could do a better job of accountability. And if we start holding managers accountable, we are more likely to get the talent results we want. Click here to read full version

In Part Four of a four-part series on using improvisational behaviors to drive performance, Karen Hough focuses on three steps to dealing with the unexpected. This flexibility and the sense that anything can happen, keeps us on our toes and ready for anything. It’s a critical skill in an ever-evolving, global professional world. Click here to read full version

T o build meaningful change for D&I, white men must be part of the solution. As such i t’s important to assess the multiple factors holding white men back from embracing D&I in your organization. Click here to read full version

How you respond to mistakes will go a long way toward inspiring innovative behavior. Click here to read full version

The People Cloud is becoming transpacial, creating a whole new landscape and definition for collaboration beyond traditional social media. How can your organization leverage the disruptive effects of the People Cloud (collective empowerment, hacking, and dreamscaping) for opportunity development within your organization? Click here to read full version

CEOs claim that people are their organization’s most valuable asset. Yet their people policies and procedures rarely reflect this declaration. Click here to read full version

A wise leader treats people more importantly than results because strong people produce those results. Click here to read full version

You can safely assume that all employees in your organization are responsible for at least one time-consuming task that they consider loathsome, inefficient, and possibly nonessential. Rather than question the task itself—or empower employees to focus on high-value work—we’ve trained our people to stay busy and “just get it done.” ” Yet a recent study in Harvard Business Review found that on average, knowledge-based workers spend 41 percent of their time on activities that give them little sense of accomplishment and could be handled competently by others.

In this Q&A Podcast I speak with Lisa Downs, owner of DevelopmentWise Consulting in Redmond, Washington, which specializes in leadership coaching and consulting. She also facilitates Essentials of Identifying and Developing High-Potential Employees , part of ATD Education’s Essentials series. Focusing on technical (STEM) professionals, Lisa Downs works with individuals and organizations to ensure they have the leadership and team performance solutions they need to be successful. To start, I asked Lisa to offer her definition of “high-potential employees.”

Mentoring partners must work at avoiding the common traps can create a lull and subsequent derailment of their relationship. If you have ever had a mentoring relationship that didn’t work out, check out these five traps. Evaluate how they contributed to the problem, and then apply the strategies to keep the momentum going. Or, if you do veer off course, these strategies may help you course correct. Click here to read full version

Organizations that don’t understand innovation can make costly mistakes, according to a recent APQC interview with Claude Legrand from Ideaction, Inc. Click here to read full version

This blog article describes how trust and accountability work together in an organization—and how you can use the intersection of the two to build employee engagement in your workplace. Click here to read full version

Grateful leaders practice consciousness—the awareness of something within oneself. Click here to read full version

When you search on the various leadership styles you end up with 25,200,000 hits. That tells me that there has been a lot of time spent researching the topic. good place to start is Daniel Goleman’s 2000 study for the Hay/McBer Group, Leadership That Gets Results. This research encompassed three years and 3,000 middle managers and identified six distinct styles. Click here to read full version

Better integration of Diversity & Inclusion (D&I) with talent management makes each more effective. Marjorie Derven provides examples of how to enhance integration of D&I and talent management at each stage of the employee lifecycle. Click here to read full version

Setting goals is easier said than done, though. It takes time and good conversation to move mentees from the the broad goals they bring into the relationship to SMARTer (specific, measurable, action-oriented, realistic, and timely) goals. Lois Zachary and Lory Fischler discuss how mentors can help guide the goal-setting process. Click here to read full version

As with any company, whether a small start-up or huge multi-national conglomerate, ultimate success depends almost exclusively on the decisions leaders make to advance the business. Although we can’t dismiss that some luck is involved (think: being at the right place at the right time), hoping that the stars align isn’t a very wise strategy. With multiple employees making a myriad of daily decisions, chance alone suggests that our businesses are always exposed to potential negative consequences of a devastating decision. What is the Black Swan that hasn’t appeared yet?

In the final blog article in his series, David Watkins shares the Eight Axioms of Honest Leadership. Click here to read full version

Effective leaders help others to think in more imaginative ways. Click here to read full version

Michael Lee Stallard outlines several compelling reasons outstanding leaders such as Kip Tindell, Herb Kelleher, and Willie Moore are spot on when it comes to seeing the difference love can make in the workplace. Click here to read full version

This time of year, it’s natural to become reflective—to reflect on the last year and on resolutions you have for the New Year. One of my central messages in presentations is to encourage more reflection on job engagement. We all know the statistics: Roughly 60 percent of the worldwide workforce is not engaged or disengaged in their job, otherwise known as the middle category of ambivalence. ” The great news is that we, as managers and employees, are already empowered to do something about it and re-cast ourselves into the right job or seat on the bus.

Pasha Roberts, chief data scientist at Talent Analytics, describes why predictive talent analytics are more valuable than descriptive analytics. Click here to read full version

To clear up common misconceptions about Millennials, we worked with Ben Casnocha , Michael Parrish Dudell , Chris Yeh , and Chip Joyce to create a summary of myths and facts, and provide some tips that will be helpful to leaders and hiring managers hoping to better connect with Generation Y. Millennials are. entitled. Millennials want to be a part of something bigger than themselves and know that their contribution matters. It’s important to them that they make an impact within their organization. too distracted by texting and social media. disloyal and will leave anytime for no reason.

Real success at work can only be sustained by building great relationships, which comes from treating everyone with respect, patience, and kindness. The better your relationships, the happier and more enjoyable your work will be. Here are four reasons why. Good Relationships Mean Teamwork and High Employee Morale. Positive relations are the core of teamwork and high employee morale. People are more likely to come to work happy and do their assignments with ease when their workplace is free of tension. Friendly relationships make workdays more fun and relaxed.

Eliminating silos is key to team and organizational success. Yet they continue to exist and, in some cases, dominate an organization’s culture. Silo Mindset vs. Collaboration Mindset. Teams and organizations struggling with silos and the silo mindset are limited by how much collaboration they experience. view the silo mindset as a fixed mindset and the collaboration mindset as a growth mindset, based on the work of Stanford University professor Carol Dweck in her book, Mindset: The New Psychology of Success. Tackle Silo Busting. Developing Skillset.

Daphne manages a team of several dozen people, including Daniel, who is struggling to adjust to his new role. Daphne knows she needs to help Daniel succeed, and there are two ways she can proceed. One option is to tell Daniel directly what to do. She can monitor him more closely, ask his colleagues about his performance, and generally narrow his responsibilities until she thinks he can to handle more. The other option is more subtle. Instead of telling him what to do, she can give him space to figure out how best to proceed. She won’t let him flounder.

January’s blog post discussed the pros and cons of various sales distribution methods. The post noted that some sales professionals find it easier to sell more standard “off-the-shelf” programs, products, or packages, while others excel at selling consulting services. This notion raises a few questions: Why? and What’s the difference between products and consulting services? perennial issue for any talent management firm is to pin down the nature of its offer. In the end, the firm must provide compelling, relevant, and result-based solutions. Financial Factors. Scale.

The People Cloud is becoming transpacial, creating a whole new landscape and definition for collaboration beyond traditional social media. How can your organization leverage the disruptive effects of the People Cloud (collective empowerment, hacking, and dreamscaping) for opportunity development within your organization? Click here to read full version

The present workplace is a diverse environment, and true inclusion of everyone is necessary for the health and success of an organization. However, unconscious biases and the influence of individual cultural backgrounds are two challenges to strengthening linkages among employees. How can these stumbling blocks be resolved so that the organization can attain productive outcomes? They should examine their own cultural beliefs, identifying those aspects that are detrimental to successfully completing their responsibilities and contributing to the progress of the organization. Unconscious Biases.

At age 5, my daughter Ronee wanted to learn how to ride her bicycle with the other kids around our neighborhood cul-de-sac. “Okay, I’ll teach you!” ” I said. didn’t want my daughter to be the only preschooler unable to ride her bike. “Get your bicycle from the garage, and meet me in the cul-de-sac.” ” Ronee, with a big smile, was confident her Mommy would do the job. “Now, get on your bike, put your feet on both peddles, and go,” I said to Ronee. She fell three times and began crying. She cried harder. didn’t empower her.

In the last couple of decades, the corporate world has been bogged down by scandals, scams, financial crises, and bankruptcies. Who can forget Enron, WorldCom, Satyam, or the Lehman Brothers? On the other hand, companies such as Chevron, Procter & Gamble, and Johnson & Johnson command immense respect and are still going strong after a hundred years. What distinguishes the Chevrons from the Enrons of the world? Is it their market savvy, technological superiority, need-satisfying products, or their extraordinary people? What Are Values? Build a company around core ideology or values.

Grateful leaders practice consciousness—the awareness of something within oneself. Click here to read full version

What does the term unconscious bias really mean? Is it being prejudiced about an individual? Is it having a negative mindset about a group of people? In 3 Keys to Defeating Unconscious Bias , Sondra Thiederman defines a bias as “an inflexible, positive or negative, often unconscious belief about a particular group of people.” ” Other terms include hidden bias and implicit bias. How do you counteract thinking in generalities and stereotypes? ” This question includes negative and positive perceptions. What concrete evidence do I have about these qualities? Commonalities?

This blog series has examined several trends such as evolving technology, demographic changes, and globalization—The Perfect Storm—that are forcing organizations to rethink how they will move their businesses forward. Click here to read full version

The opportunities that can come from a partnership between the knowledge and learning teams are boundless. Have you ever stopped to think about how the two teams might be able to partner together to support each other’s work? Here are some ideas. Click here to read full version

Our environment of constant disruption has made the ability to learn, unlearn, and relearn the difference between success and failure. The need for increased agility in leadership and business practices has many embracing a mindset and culture of perpetual beta — commonly used as a phrase to describe the development of new technology in an open environment. Click here to read full version

All phases of the talent lifecycle, from recruitment, selection, onboarding, and access to networks and promotions are all subject to bias. In a multi-cultural world, we have to address the bias so that organizations can find and keep the best talent and mirror the global world that is today’s reality. Here are 10 steps your organization can take to reduce bias in the hiring process. Click here to read full version

Toxic workplaces are more prevalent than you may think. A new UNC Executive Development whitepaper, How to Cleanse a Toxic Workplace, by program director Kirk Lawrence offers a three-prong approach on how to prevent toxic behaviors. Click here to read full version

All phases of the talent lifecycle, from recruitment, selection, onboarding, and access to networks and promotions are all subject to bias. In a multi-cultural world, we have to address the bias so that organizations can find and keep the best talent and mirror the global world that is today’s reality. Here are 10 steps your organization can take to reduce bias in the hiring process. Click here to read full version

Trust needs to be created in organizations, but once it is established, it can become both powerful and long-lasting. Click here to read full version

For organizations to innovate successfully, they must develop a “mindset” that aligns with genuine collaboration—even before developing actual collaboration skills. Click here to read full version

In my organization’s training programs, participants discuss concerns about how to follow up and build relationships for long-term benefit. The answer to this issue lies in knowing how to gauge the stage of trust you’ve earned with each of your important contacts. There are appropriate—and inappropriate—things to do and say at each stage of the relationship-building process. Click here to read full version

Setting goals is easier said than done, though. It takes time and good conversation to move mentees from the the broad goals they bring into the relationship to SMARTer (specific, measurable, action-oriented, realistic, and timely) goals. Lois Zachary and Lory Fischler discuss how mentors can help guide the goal-setting process. Click here to read full version

The current financial success and health of a business is the most important criterion for purchasers in the talent management industry. Click here to read full version

Ready to hang out your shingle? Steve Cohen outlines some considerations as you decide whether you want a full-fledge business or a smaller consulting practice. Knowing and exploring these differences before deciding which way to go will save loads of time, money, and frustration. Click here to read full version

Another ingredient important for achieving success in the talent management industry is the maturity of a firm’s business development engine. This includes both the quantity and quality of the distribution model, in terms of its reach to targeted buyers and the system to access those buyers. Click here to read full version

When RMA facilitator Susan Mosey worked with Medco (now Express Scripts) to build a leadership program, the goal was to grow leaders from high-potential managers. Each leader was required to have a succession plan in place and a successor ready before attending this workshop. The succession plan was the responsibility of the manager who wanted to be a leader, not the responsibility of HR or the manager’s supervisor. The participants also spent significant time with senior executives, including the CEO. In much of this experience, they taught one another. Leadership Development Needs More.

The time for an acknowledgment is the moment you become conscious of it. There are few real excuses for not delivering it now. Click here to read full version

Coaching a leadership team toward improving its interactions and effectiveness is different from the executive coaching that individual leaders receive to improve their own behaviors. It is often difficult for independent-minded leadership team members to receive critical feedback on how they could interact more collaboratively with their peers. Click here to read full version

The current financial success and health of a business is the most important criterion for purchasers in the talent management industry. Click here to read full version

About one in five people in the U.S. labor force is employed in retail, accommodation, or food service, according to recent estimates from the Bureau of Labor Statistics. Failing to invest in the skills and abilities of this massive workforce translates to billions of dollars in lost revenue for the economy. Recognizing this, ATD and ACT Foundation recently partnered to conduct research on the skills that retail, accommodation, and food service professionals in different job roles need to master for success. Customer Service Training Is Key for Entry Role Employees.

Organizations can leverage soccer’s model for coaching teams in today’s global business world. There are two key developmental steps for people working in teams. First, team members must learn a new mindset for practicing collaboration. This is followed by applying new competencies that focus on collaboration skills. When combined, these serve as an operating platform that enables the application of genuine collaborative teamwork in the workplace. Coaching to Develop Collaboration’s Mindset. Think: cooperating and coordinating with others.)

It is the rare employee who hasn’t taken a personality or competence assessment at some point in her career. Why Use Workplace Assessments? Tony Laffoley, program director at UNC Executive Development, explains in the whitepaper that valid assessments help organizations measure three elements critical to performance: competence, work ethic, and emotional intelligence. However, there are two important caveats to consider. First, says Laffoley, “assessment reviewers must focus on the data and not skew it to conform to their own predispositions.” How to Use Assessments.

Expect CEOs to have many more sleepless nights until they develop leaders with the right skill set to succeed them. Click here to read full version

Author Judith Umlas shares an introduction to the 5 Cs of acknowledgement for grateful leaders. Click here to read full version

Make it part of your team’s mission to incorporate the 5 Cs of acknowledgment in meetings and through general practice. Click here to read full version

Courage is a critical leadership competency because a profound, heartfelt, and generous acknowledgment demands vulnerability. Click here to read full version

Another element for industry success in growing talent management firms is a strong leader and management team with deep bench strength. Click here to read full version

There is much to be gained during the hiring process by using predictive analytics. Click here to read full version

Top leadership thinkers reflect on leaders whose actions had a lasting impact on them. Click here to read full version

A new whitepaper from UNC Kenan-Flagler Business School , Creating a Collaborative Organizational Culture, co-authored by UNC Executive Development Director Kip Kelly and Alan Schaefer, founder and CEO of Banding People Together, explores the building blocks for effective collaboration and provides steps for making collaboration work within the workplace. Click here to read full version

Who experiences greater levels of stress: you or your boss? When I ask this question while teaching workshops on leadership, nearly all the bosses in the room respond that they are the ones under greater stress. They’re wrong. Hard data make it clear that nonleaders experience greater stress, and in many instances it has a negative effect on their performance. Consider two studies published in 2014 by Gary D. Sherman. The nonleaders showed higher levels of salivary cortisol and self-reported anxiety, two physiological indicators of stress. Killer Stress and Challenge Stress. &rdquo

The holy grail of most businesses is how to achieve scalability. In theory, scaling a business means eliminating costs and time to produce and distribute products and services, resulting in greater margins and more profitability. The basic underlying proposition of scaling the business is relatively simple: create replicable processes that take less time and labor to produce results. This is as true in the talent management industry as in any other. Click here to read full version

This posting is the first in a series of articles to discuss viable strategies to make greater use of the skills, talents and abilities of currently employed workers. What do 40 percent of Canadian university graduates aged 25 to 34 have in common with 51 percent of American Millennials ? They’re stuck in situations of underemployment. To drive home how serious the underuse of skills is in the United States a full 12 percent of the overall working population reporting being underemployed. Stop “Peak Conversation” by Opening Up Nebulous Problems.

Knowledge and learning teams need to recognize their limiting expectations and learn to exceed them. Click here to read full version

With requirements to “do more with less,” middle managers are less likely to promote or advocate for D&I if it is seen as an “add-on” to their already heavy workload. Additionally, organizations have simply not done a great job at defining what good D&I looks like for middle managers. Here are seven strategies that help engage middle manager in D&I initiatives. Click here to read full version

Bridge the Gap: Rebuilding America’s Middle Skills, a new joint report from Accenture, Harvard Business School and Burning Glass, examines how business leaders have a promising opportunity to work with educators, policymakers, and labor leaders to spark a revival of middle-skills jobs. Click here to read full version

Research findings on language acquisition, neuroscience, and linguistic principles—and their implications—will be outlined in this series of posts for ATD’s Human Capital Community of Practice. Click here to read full version

A recent study by the ACT Foundation uncovered a rise in the number of working learners: “Individuals who work for pay and learn toward a credentialing at the same time.” ” This education can take the form of formal training or personal skill development. Individuals pursuing education while working may do so to: gain financial support for living and school expenses. learn or maintain new skills and experience. build or maintain professional networks. reinforce classroom training. Many people are active working learners the ACT foundation found. Changing Learning Needs.

The development of a mentoring or coaching relationship is based on trust, respect, honesty, acceptance, and open communications. An underlying challenge to building this relationship can be the participants’ lack of awareness of their unconscious biases. The first step toward resolving this situation is to identify, acknowledge, and understand one’s own reactions and responses. People can send both physical and verbal messages, often unconscious and unintentional, acting as barriers to productive dialogue between two people. Unconscious Biases’ Impact.

At first glance, Tata Consultancy Services, Hilton Worldwide, and Johnsonville Sausage may not seem to have a lot in common. However, if you take a closer look at what is going on inside each company, you may be surprised by what you find. The Human Capital Community of Practice worked with ATD BEST and Excellence in Practice winners to uncover the secrets of their talent development departments, compiling their findings in case studies. Each study features a challenge an organization faced and how it used talent development to overcome it. Sneak Peek. With an impressive $16.5 Results.

Jocelyne led a team of software developers who knew each other quite well and had worked together for years. Some group members were extroverted, while others were less so. Todd, a relatively new member, was quite introverted. Sensing a growing unease between those who were more vocal and those who tended to be quiet, Jocelyne realized that she had to change the group’s communication patterns. People tended to speak when they had something to say. But this dialogue style made it difficult for quieter members to participate. She knew this was not going to be an easy task.

Imagine that Chris wants to buy a house and needs a mortgage. He applies online and receives an email from an intern asking to schedule time to discuss his interest. The intern conducts the initial screening conversation and then schedules an in-person interview, where Chris is interviewed by quite a few folks who ask many questions. Chris is curious because nobody asks about his current job or how he expects to pay the mortgage. Nobody asks about his credit or past credit history. They seem more interested in his current zip code, engagement in his current community, and other demographics.

Hear from Sal Khan on how video-based resources will impact workplace learning and other lessons learned from this leader in progressive education. Click here to read full version

Research tells us that more than 80 percent of performance gaps are not caused by a lack of skill or knowledge within the performer. Discerning the real issue can be daunting, though. Applying the principles of human performance improvement (HPI) in an organization is a proven way for getting results. Geri Lopker, facilitator of ATD’s Introducing Human Performance Improvement Certificate has provided several blogs to help get practitioners started with HPI. Click here to read full version

The aging of society presents interesting challenges and opportunities not only for countries, but also for organizations and business. The big question: How do the underdeveloped countries create infrastructure, processes, and opportunities in order to capitalize on their large but unprepared and undeveloped young workforce? Click here to read full version

Technology giants like Google, LinkedIn, Facebook, and Apple have recently pledged to do a better job in recruiting, retaining, and developing diversity in their workplaces, understanding that workforce diversity is intricately linked to their customers and ultimately, to their profitability. They are right to do so. The new white paper, Accelerating Diversity for a Better Bottom Line, from UNC Kenan-Flagler Business School examines the trend more closely. Click here to read full version

Toxic workplaces are more prevalent than you may think. A new UNC Executive Development whitepaper, How to Cleanse a Toxic Workplace, by program director Kirk Lawrence offers a three-prong approach on how to prevent toxic behaviors. Click here to read full version

Effective mentors help mentees discover answers for themselves, rather than simply give answers—even though it is far easier and more efficient to tell rather than ask. Savvy mentors know that posing questions facilitate learning. This is how mentees develop themselves and their careers. Click here to read full version

Mentoring partners must work at avoiding the common traps can create a lull and subsequent derailment of their relationship. If you have ever had a mentoring relationship that didn’t work out, check out these five traps. Evaluate how they contributed to the problem, and then apply the strategies to keep the momentum going. Or, if you do veer off course, these strategies may help you course correct. Click here to read full version

Even without conducting an engagement survey, universal principles apply, with the foremost being recognizing excellence in the work product and potentialities in others. Resounding convergence exists on recognition practices to improve engagement. Click here to read full version

To enhance a state of innovative organizational flow, maximize learning potential and minimize resistance of mental locks or cultural barriers at an individual level. Click here to read full version

I’m gearing up for ATD 2015 next week and am pleased to highlight some of the top human capital happenings in Orlando. Click here to read full version

What is the role of an advisory board, and when is one needed? This post will help you determine whether your talent management business would benefit from creating some sort of leadership board, as well as how you might go about forming and evaluating one. Click here to read full version

I will never forget the first feature article I wrote for TD magazine (at that time called T+D). The topic, positive organizational scholarship (POS), was quite popular within many academic circles, but it had not hit the workplace in a tangible way. remember being energized by the research on POS and the stories of how leading organizations were championing such principles. immersed myself in hour-long interviews with thought leaders such as Jane Dutton and Kim Cameron, both professors at University of Michigan, about their leading work in the field. Stay tuned

Today’s highly competitive and collaborative global business world has become more and more like soccer. The game provides the best example of what the interdependent nature of the team experience looks like. The best teams in the world, both on and off the field, succeed by practicing genuine collaborative teamwork. Collaborate to Innovate Using Soccer’s Model. Innovation continues to be central to business growth, with collaboration and technology acting as key enablers. Develop Mindset Before Skillset. These principles mirror actions that happen on the soccer field.

Steve Cohen reminds talent management firms to be sure to validate the effectiveness of their solutions before boasting about any performance claims. The problem is that most of these claims are empty promises, based on old results or validated by poorly constructed tests. Click here to read full version