Human Capital remains the key aspect to innovate and expand market share, but hiring high potentials is just one side of the coin. Retaining and promoting employees for succession must be the long-term goal.
Mindsets are mental maps that reflect and guide how people behave in organisations. The results of a survey of more than 4,000 managers and executives from more than 120 countries highlight four leadership mindsets critical to winning in the digital economy: producers, investors, connectors, and explorers. In the new economy, leaders who set a tone with these new mindsets signal that they aspire to re-imagine what effective leadership should be.
Recruitment has always been a battleground of sorts. Three issues combine to make it evermore so:
- Scarcity - the ever-increasing difficulty and, indeed, frustration of uncovering talent.
- Talent acquisition is part of a wider talent management system and if the other elements in the system (e.g., leadership development, coaching, performance management, a culture that supports team effectiveness) are poorly thought through, excellence in the actual hiring process is quickly lost.
- In a world unfolding faster than it ever has in human history, recruitment is, and must be, strategic.
Discover how to make talent acquisition a competitive advantage.
"Disruptive forces are sharply changing how we live and work, creating an imperative for enterprises to rapidly adapt. But there are several areas where the pace of change has yet to catch up with the new realities of business. Chief HR officers and their teams must take the lead with agility and sustain exponential value for the future of human resources."
One of the most difficult challenges today's global executives face has everything to do with the shifting market dynamics that are already changing or threatening to disrupt legacy customer and distributor relationships.
Eighth annual research report assesses the concerns of 1,063 board members and executives globally, across a variety of industries. The survey report provides detailed insights broken out by size and type of company, respondent role, industry and geographical region.
Choosing the right leader for any organisation is its most important business.
Just ask employees and shareholders, and they will tell you that their experience and investment will hinge on whether they can follow the person with the utmost accountability for future results.
"As Asia grows larger in scale, develops stronger intraregional connections, and forms new networks, business executives and policy makers in the region and around the world need to assess how to take advantage."
A private company board with a unique mix of personalities wanted to attract a non-executive director with the right chemistry and Audit Committee leadership ability. The following case study shows how our team leveraged a global network of trusted business relationships, our proprietary TRANSEARCH Orxestra® Method, and the Hogan Assessment tool to help attract and select a globally experienced executive with a reputation for being a true collaborative leader with deep finance and board experience.