This article, also published on LinkedIn, was co-authored by Denise Nichols, Marsh & McLennan’s Global Head of Talent Acquisition, and Ilya Bonic, President of Mercer’s Career business. Denise and Ilya explore what’s changing in the talent market—for companies and the people they are looking to hire—and how businesses must be nimble to keep pace and continue to hire the best
By: Kate Bravery, Partner in Mercer’s Career Business and Global Practice Solutions Leader Originally published on LinkedIn, March 13, 2017 Hope you caught the BBC interviewee being interrupted on air by his children last week (Prof Kelly and his children). This video is now a viral sensation and reminded me of my own reality as a leader with young children.
Originally posted in HQAsia February 27, 2017 Many leaders will have been to enough development courses to know that fairness and responsibility are the basic building blocks of leadership integrity and trust*. Indeed, the importance of these issues is made most clear in situations when they are absent. If you think of the impact of the 2007 financial crisis or
Originally published in The Harvard Business Review on February 8, 2017. By: Lewis Garrad and Tomas Chamorro-Premuzic Few topics have received more attention in talent management than motivation, defined as the deliberate attempt to influence employees’ behaviors with the goal of enhancing their performance, and in turn their organizational effectiveness. Indeed, other than talent, motivation is the key driver of
Originally posted on the Hogan Assessments Blog on January 25, 2017 Coaching high potential employees to find impact, challenge and meaningful relationships at work can help create stronger motivation, commitment, and retention. If identifying high potential employees is the most important talent management challenge that companies face, it’s arguable that creating a compelling career for high potentials comes in at
While so much media has been focused on how technology is going to automate jobs and replace us all with robots, much less attention is being given to the emerging Talent Tech industry. In fact, there is a good argument that using technology to help us understand our talent and potential is really the most noble and humanitarian of causes;
By: Patrick Hyland, Ph.D., Director of Research and Development “We need to conduct a pulse survey.” That’s the request we keep hearing from clients and prospects. In recent years, a number of organizations have started thinking about replacing or supplementing their annual employee survey with short quarterly, monthly, or even daily pulses. Based on our observations, this pressure to pulse