Talent Management

Amid one of the toughest talent markets in history, Bristol Myers Squibb, USAA, Greencastle Associates Consulting and Principle Services were honored today as the winners of the 4th annual Patriots in Business Award. Presented each year by Chief Executive magazine and Thayer Leadership, the award is part of an ongoing effort to raise awareness of
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The how, what, when and where of return-to-work alternatives are clearly the purview of the management team. However, management decisions made now will have long-term, strategic impacts on individual companies and on whole industries. Boards should be thinking about and asking questions of management to understand the potential impacts. In many respects, the current decisions
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Recently, I learned about two very different approaches to managing work-life balance in a work-from-home (WFH) reality. One was by giant German conglomerate Siemens, which has about 380,000 employees. Their philosophy on gauging individual success and effectiveness in WFH is based entirely on outcomes. They don’t care how you get the results, just that you
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Workers with disabilities often face everyday obstacles in the workplace. It’s no coincidence that in the U.S., the unemployment rate for people with disabilities (10.9%) is significantly higher than it is for people without disabilities (5.9%). The number of workers with disabilities is also higher than many people realize; 25% of American adults suffer from
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Sharing very bad news with employees—e.g., layoffs, department eliminations, benefit cutbacks, etc.—is among the most difficult and stressful communications a leader can make. But that burden comes with the job. Delivering highly consequential news to staff isn’t the role of human resources or internal communications executives; it’s the role of the chief executive. At the
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Many business leaders talk about the value of diversity, claiming that they view the individual differences between their employees as a source of tremendous strength. These same leaders might even back it up by broadening their recruitment strategies, looking beyond top MBA programs for job candidates, seeking hires from other industries, and/or prioritizing minority applicants.
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We see countless examples every day of CEOs who enforce one set of rules for their company, while operating under a completely different set of rules for themselves. This hypocrisy is more obvious to your people than you might think, and can have devastating repercussions for company performance. In my corporate career, I was astounded
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