Every week, I review blogs and other publications that cover talent development to find the very best talent development posts. This week, you’ll find pointers to pieces about strategic HR, efficient talent sourcing, 2012 CEO transitions, why training may not be the answer to talent development, and getting a return on your learning investment.
From Andrew McIlvaine at Human Resource Executive Online: CEOs: We Need HR to Be Strategic
“A new report from the Economist Intelligence Unit confirms that most chief executive officers value HR’s counsel: 70 percent of the 135 CEOs surveyed said they want HR to be involved at the highest levels of planning. However, just over half of those CEOs (55 percent) actually consider the head of HR to be a key player in strategic planning. Many of the CEOs are also concerned about their HR chiefs’ lack of business acumen, with 37 percent reporting the head of HR doesn’t ‘understand the business well enough.’ The EIU report is based on two surveys, one of the CEOs and the other of 100 chief financial officers, along with a series of in-depth interviews with executives and outside experts from around the world. The report was sponsored by IBM and Oracle.”
From Chief Executive: Efficient Talent-Sourcing for Global Growth
“A strategic approach to hiring talent globally starts with answering a few key questions that will create a candidate profile, narrow the search, and get the process underway quickly and efficiently. Once candidates are identified, the interview process and reference checks will require a deeper dive to determine the suitability of finalists not only to the position for which they are being considered but to the culture in which they will be operating.”
From Spencer Stuart: 2012 CEO Transitions
“Each year, Spencer Stuart tracks CEO transitions among S&P 500 companies. These transitions can be part of a planned succession or can arise unexpectedly, the result of company performance or personal issues. In addition to cataloguing the reasons for CEO departures, based on company reporting, we also examine information about the successors, including whether or not they are internal candidates and whether they have been appointed chairman of the board in addition to CEO.”
From Kevin Eikenberry: If Developing Leaders is the Question, Training May Not Be the Answer
“Training may not be the answer, and it most assuredly isn’t the whole answer. So if you are responsible for developing leaders in your organization (and if you are a leader, this is part of your responsibility), or if you are looking for ways to expand your personal leadership skill set, listen carefully.”
From Melany Gallant: Learning puts the “heart†in talent management
“Learning is the one tool that allows organizations to respond quickly to rapidly shifting markets and business priorities while improving long term sustainability.”
