Talent Pipeline

Kaplan Partners: Bridging the Skills Gap

After years of debating whether the skills gap is real or simply a notion promoted by frustrated recruiters, evidence clearly highlights that American employers are facing a genuine, widespread and worsening gap between the skills they need and the skills the workforce possesses.

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Pearson Partners International: The Chief Talent Officer: The Rising Star in the War for Talent

Faced with a shortage of skilled labor and a highly competitive recruiting environment, a growing number of companies are adding a chief talent officer (CTO) to serve as a strategic partner to the senior leadership team.

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Leveraging Europe's Aging Workforce

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The Aging Workforce and the Disruption of the Workplace

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Epsen Fuller: Winning the War for Talent in 2015

Top talent is in high demand. Today’s hiring market has gone from an employer-driven to a candidate-driven market. In a recent report Epsen Fuller finds talented candidates often have multiple opportunities and are only interested in those that fully meet their career goals. Companies have to pay attention to top trends in order to build a talent advantage and stay ahead of the competition.

 

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Heidrick & Struggles: Talent Strategy Questions Every Board Should Ask

A report from Heidrick & Struggles revealed significant gaps between the importance of talent management and a board’s ability to influence it. Heidrick & Struggles found that 92% of respondents placed importance on “a comprehensive review of top talent performance and engagement in succession planning.” However, over half said board performance was only satisfactory.

 

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Amrop: Quest for Talent

Across all industries and geographies, there has been a shortage of talent. A report from Amrop finds that the stakes are even higher for the mining industry. In order for the industry to sustain a stable future, mining and technical engineers are needed.

 

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Korn Ferry: Companies Overlook Expert Talent Pool

The global economy has become reliant on knowledge, technology, and innovation, with organizations relying on specialist talent, rather than management generalists. Korn Ferry finds that despite the importance of this specialized talent segment, when it comes to talent management practices, professionals with specialist expertise are often overlooked.

 

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Korn Ferry: Today’s Multiple Leadership Responsibilities

As more impact investing positions arise, boards and management teams need to achieve alignment and balance to meet their specific position. Korn Ferry recommends a four-dimensional framework to help identity how well a candidate fits with their organization.

 

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MERC Partners: Succession Planning—Managing the Pipeline of Talent

Change is inevitable and it will affect every organization. While many organizations have succession plans in place, this does not mean they have a viable replacement for the departing executive. MERC Partners found that 6 in 10 participants said their company had a succession plan, but 80% said their company would need at least a year to find their replacement.

 

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