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Talent Talk

Yahoo! to the Power of Alignment

“We need to be one Yahoo!, and that starts with physically being together.”

With those words in a February memo, Yahoo! CEO Marissa Mayer barred employees from working at home and set off a firestorm of controversy. Employee reactions ranged from annoyance to outright betrayal, loudly shared with national press and anyone else who would listen.

Today it’s hard to imagine that Mayer just celebrated her first anniversary, a feat her three immediate predecessors were unable to pull off. Even more amazing, Mayer’s average employee approval rating on is 85 percent and Yahoo! is once again a destination workplace, importing engineering and product management talent from Google and newly acquired startups.


Drinking from the Data Fire Hose

How We Learned to Stop Worrying and Love Big Data

Big Data has arrived, and with it comes a deluge filled with promise and peril.

Organizations worldwide can tap into dizzying amounts of information about their employee population – what engages them, what keeps them productive, and what keeps them from departing for greener pastures. By monitoring these critical metrics, companies gain valuable insight into their workforce and business processes that translate into greater financial success.

Yet many companies aren’t prepared to manage the massive stream of data. HR organizations typically lack access to strong data management and analytic skills, limiting the strategic decision-making value of the metrics they collect. According to a November 2012 report from Bersin by Deloitte, only six percent of HR departments believe they are “excellent” in analytics, while more than 60 percent feel they are poor.



Creating a Strategic Approach to Succession Planning

Part 1 - Creating a Strategic Approach to Succession Planning

“From the standpoint of society as a whole, the cost of anything is the value that it has in alternative uses.” – Thomas Sowell, US Economist

When looking to expand its employee base – what must an organization consider?  The costs of such an expansion varies, increases, or decreases greatly – based upon the actual “cost per hire”, the compensations required for new, displaced, or promoted employees, as well as the necessary exertion or work provided by the involved departments – be that HR, recruiting (corporate or outsourced), and also the department wherewith the hiring or expansion are to take place.


Minding the Talent Gaps

Anyone who has been to London, or at least seen pictures of it, will no doubt be familiar with the ubiquitous signs telling mass transit commuters to mind the gap. While intended to avoid stepping into the space between the railway and platform, this simple phrase applies more and more to employers. Only in this instance, the gaps that need to be minded are the vacancies in the leadership pipeline. And if those gaps aren’t filled, the company’s productivity, revenue and reputation will plummet.