Only 15 percent of this year’s U.S. college graduates want to work for a large-size company. Just 12 percent want to work in the communications industry, 11 percent in electronics and high tech, 10 percent in finance/ banking, and just 4 percent in energy and 2 percent in insurance. What are you going to do about that?
This tool provides a way for employees to suggest ideas for improvement (a new market to go into, a new product to sell, or a new way of doing business). Using a simple template, it asks for five pieces of information that are important in evaluating whether the idea has merit.
This report explores how business and HR leaders view today’s most significant people challenges – and what they’re doing about it. It raises some interesting issues that should encourage a healthy discussion on how leaders can collaborate to tackle these challenges.
 "The more difficult challenge for companies is capturing the hearts and minds of good, reliable employees who are not stars but who are significantly more productive when engaged."
 This article discusses the transition of executives from large to small corporations and presents a framework to help evaluate each candidate’s “fit” in the smaller organization.
 This white paper provides guidance to both employers and C-Level executives on negotiating for and "accepting the offer"
 This case study discusses building a model for effective talent management.
 This talent management case study presents the strategy, framework, tool and process used by the business to cultivate talent.
 Outsourced services operations face a war for talent that will ultimately determine their competitiveness.
“Many companies hire top-notch talent but then fail to reap the full benefits of those star employees. Often, the culprit is faulty managerial practices.”