Talent Management

From labor shortages to supply chain snarls, worker safety issues to inflation, this is one of the most volatile, challenging times facing CEOs that anyone can remember. For Ed Bastian, CEO of Delta Air Lines, the degree of difficulty is all that—and more.  When Covid struck, Delta lost 95 percent of its revenues in 30

Patrick Lencioni is co-founder of The Table Group consultancy, a contributing editor for Chief Executive and bestselling author of several classics, most notably The Five Dysfunctions of a Team. At our recent Leadership Summit, Lencioni conceded that because of today’s “stresses on business and the customer and the economy and society, employees are worried, and

Higher compensation is part of the ransom for dealing with the pandemic for most American companies and industries. So salaries, wages, benefits and perks will cost them more—perhaps a lot more—in the year ahead. The way CEOs and CHROs can make sure the Great Raise works to their companies’ advantage is to be proactive, creative

American healthcare is in crisis. And the ripple effects are impacting the competitiveness of our businesses. CEOs find themselves at a critical juncture: balancing the needs of employees with the company’s bottom line. How can we improve the fiscal health of our American-based operations and compete globally if the ever-increasing cost of healthcare holds us

If there is one thing the pandemic has taught me, it’s that “business as usual” no longer exists. Between navigating the many changes brought on by the pandemic to the current challenges of the Great Resignation, leaders in every industry are left asking “where do we go from here?” According to the Labor Department, a

According to a new study by Future Forum, 76% of employees do not want to return to full-time office work. It seems employees are more than willing to trade in-person interaction for work time at home, fewer distractions, and no commute. They are not alone. Senior leaders are embracing the productivity and performance gained from remote

Covid has wreaked havoc with relationships; people have not been able to get together with those they choose. Leaders with weak or unhelpful relationship have resulted in losing valuable staff. Online meetings have emphatically drawn leaders’ formerly personal and private lives  into the professional realm (hello zoom-bombing pets and children). The need for quality human

We’re in the middle of a major shift in the workforce. The pandemic caused a massive change from shared office space to remote work. As people spent time at home—and as they faced a multitude of intense stressors and even direct loss—they reevaluated what’s important when it comes to their careers. Because of this, we’ve

Human resources professionals have been hit hard by the pandemic. When you think of all the massive disruptions and transformative changes that have impacted the workforce in the past two years, almost all of them have been directly managed by and touched upon the work of the HR team. Whether it was managing layoffs and

The Great Resignation seems to be getting worse. The quit rate in November was 3.4%, compared to 2.7% in November 2020, and well above September’s all-time highs. Unfilled job openings remain at unprecedented levels according to NFIB’s monthly jobs report. Big retailers are responding by pulling out all the stops; one recent example is Target’s rollout

U.S. companies spend roughly $8 billion a year on DEI initiatives and have little to show for it. Here’s the bottom line: Your business systems and climate reflect the people you’ve already hired. So if you want to replicate that workforce in the future, keep doing what you’re doing. But if you really want to

It’s often said that “people don’t leave companies, they leave managers.” So if you’re seeing significant turnover in a team—or among your direct reports—then the source of the issue probably sits not with the team, but with you, the leader. I have found that if you want to build engagement that lasts, you need to

All companies are looking for ways to innovate in order to grow profits and marketshare, and competition is as fierce as it’s ever been. Some will grow faster than others—and most of those will have, as part of their secret sauce, diverse teams. That means bringing in employees of different genders and racial backgrounds, certainly,

Having a great boss should be a desirable feature of an organization’s leadership culture. Yet despite earnest attempts in training and development, we have a long way to go. Gallup reports that one in two U.S. adults have left their job to get away from their manager and improve their overall life at some point

As we prepare to head into the new year, organizational leaders must prepare for what’s next for their people, their companies and the world around them. Based on conversations with talent and leadership experts from across the globe, Korn Ferry has identified 10 talent and leadership trends for 2022. 1. The Great Resignation gets worse.

As a senior leader, you know that building a workforce characterized by diversity, equity, and inclusion (DEI) is the ethical thing to do. And you’re well aware that doing so delivers vital benefits to your organization—including greater creativity and innovation. But did you also know that excelling at DEI is essential for winning the talent

In today’s hyperconnected age, we’re all familiar with the concept of networks, the webs of relationships that connect people or things. Networks influence who you are connected to, where you get your information, and how work gets done. Networks are “intricately intertwined with an organization’s performance, the way it develops and executes strategy, and its ability to innovate,”

Millennials and “Zoomers” (members of Generation Z) care far more than previous generations did about making an impact on issues that matter to them. This might have something to do with the fact that they grew up with the internet and had access to boundless information about the inequalities in the world. This also might

A very good friend of mine runs a dental-health business. For the past 20 months she has endured a whipsaw running a business in the Covid-19 era. Her once flourishing venture plummeted early in the Covid pandemic. Then, when business rebounded, she had trouble bringing employees back. Some were not ready to return to the

It all started with the added stress Covid-19 created as companies around the globe were forced to accommodate and secure remote workforces. In turn, this shift increased vulnerabilities and risk as workers were connecting to unsecured Wi-Fi networks, for instance, which forced companies to try to balance the need for speed with security. For perspective, the swift