If one searches for "talent management" on the internet, the results that come back are typically dominated by recruiting-oriented or human resource management search results. This probably reflects current prevalent practices in many organisations around the globe. However it seems to obfuscate one critical factor in any talent management i.e. the proactive involvement of senior leadership and anybody who manages employees. Anything less than proactive talent management can end up being talent mismanagement.Read the article here
In this day and age, it is fair to expect a CEO of any huge company to travel by company jet. It's a more efficient use of his / her time than flying by commercial airline. No time wasted for waiting for departure and there is no need to wait for connecting flight. Definitely no missed connection. The efficiency gained is not just from time saved, but also from lack of aggravation that may arise from airport or airline staffs. The payback is well worth it when the company's business involves significant travel for the CEO. And when the CEO is not using the jet, the rest of the executive team can use it too. It's a win-win proposition. (Unless of course if the CEO is appearing before the U.S. Congress to ask for bail out fund of multi-billion dollars during a terrible financial crisis - that's another story.)
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"Fear" is not a much-used word in the workplace, for whatever reason, although in bad times, people are more open to talk about it, e.g. "fear of losing a job", etc. Nonetheless, fear is one of human being's basic emotions. It is ever present in the workplace, consciously or unconsciously, bad times or good times. Managing people, in one way or another, requires managers to understand how fear can affect corporate performance.
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What organisational metrics measure must not be confused with what the organisation needs to do about the metrics. Metrics are data points; they are not the goal. Confuse the two, and an organisation can loose track of the real goal.
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Although it is true that not all innovations come out of innovative companies, innovative companies consistently innovate. And they are able to consistently innovate due to their innovation culture.
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Lessons learned and introspection are two sides of the same coin. Lessons learned is used more in an organisational setting (often called other names) and introspection is used more in a personal setting. The process hinges on the observation along two dimensions: the visible (what happened) versus the non-visible (what did not happen), and the task versus the people. People are about relationships.
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The phrase "best practice" is so popular in management circles and consultants that they are sometimes mis-applied by well-meaning individuals.
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Whoever popularised the phrase "do not reinvent the wheel" obviously did not work in the tyre / tire industry, nor raced professionally. In these cases, "reinventing the wheel" is a key ingredient to success. And yet, the phrase is so ingrained in everyday corporate language, that people say it without thinking it through.
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