Making Talent Management Work

By John Burdett

No organization can afford to put talent management on the backburner. The loss of experience as the baby-boom generation retires, the overall shortage of talented leaders, the absolute need to engage and retain high-potential employees at every level of the organization, and an environment which demands that organizations continually do more with less, all combine to make talent management a Board-level priority.

How do organizations get it right? What lessons have we learned over the years? In reviewing their own talent management agenda what questions should those at the organization’s helm be asking? What follows are ten talent management imperatives; ten issues that, left unaddressed, put at risk the entire talent management agenda.

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Foreigners in Use

By Yelena Andreyeva, The St. Petersburg Times

Despite increased competition from their local counterparts, demand for the foreign specialist in Russia is by no means set to disappear. On the contrary, analysts say that the amount of foreigners is on the rise in almost all fields of business — from retail, banking and IT, to consulting, manufacturing, and real estate. So why are some types of foreigner still more attractive than their native equivalents? Both Russian and foreign companies need workers experienced in the implementation of high-end technologies, with know-how and strong managerial skills, but there is a lack of such qualities locally.

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Facing an Employee’s Pyramid of Needs

By Ekaterina Dranytsyna, The St. Petersburg Times

In a bid to uncover why well-trained employees suddenly resign from a seemingly solid and attractive firm, we confront the principles of Maslow’s pyramid of needs. According to recruiters, when an employee’s needs, both in terms of money and career, are undervalued, loyalty counts for nothing, and they will quickly seek a new challenge. “If people want to grow professionally but understand that in a particular organization this is impossible, then that becomes the main reason for resigning. For top managers self-fulfillment is very important,” said Olga Chebotkova, partner at Top Hunt International.

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New Consultant in the Denver Office

By TRANSEARCH, Germany

Richard "Rick" S. Mack joins TRANSEARCH EFL Associates as Senior Vice President. Mack joins Mary Hobson who serves as the Executive Vice President and Managing Director of the Denver office. Mack brings a wealth of experience to his position with EFL Associates to include more than twenty-five years in the human resources field.

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How and When the Modern Executive Should Seek a Job

By Federico Guillermo Mauro

Besides a good résumé, the modern executive should have the skill to understand how his market behaves and the capacity to adapt speedily to its transformations. Only thus will he have the possibility to survive in a scenario of globalized economy, in which the speed of decisions is directly proportional to the velocity of the information.

If we could write a “Manual of the Modern Executive,” its first chapter would be “How and when to seek a job.” This is where the ability to understand the market begins, to perceive its movements and anticipate them. Years of experience in the selection of executives shows that the simple task of preparing the résumé already gives indications of the professional’s profile. Through it, we know whether the candidate is objective, strategic, bureaucratic, etc.

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