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How to Think Differently About a Flexible Workforce - SPONSOR CONTENT FROM CATALANT

Harvard Business

million from 2005 to 2015, a 67 percent jump. Flexible talent-access platforms are enabling many of these companies, making it easier than ever before to bring in the right skills for the right project at the right time. Companies therefore need to adapt their various processes—strategy, budgeting, talent—to this reality.

Talent 112
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The Case for Investing More in People

Harvard Business

In the decade between 2005 and 2015, labor productivity in the US as measured by GDP per labor hour was less than 1% for 7 of the 10 years, according to the OECD. We know that great ideas that drive breakthroughs in productivity come from human beings with the time, talent and energy to innovate. And wages are stagnant.

Energy 134
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The Big Baby Boomer Exodus: How to Respond to the Loss of Experienced Talent

Granite Leadership Strategies

Bureau of Labor Statistics, in 2005, America’s seventy-six million Baby Boomers began to reach age sixty at a rate of one every seven seconds. As a consequence, they not only leave an enormous vacuum of talent when they leave, but they can also become your competition! According to the U.S. This gives you the best of both worlds.

Talent 52
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9 Out of 10 People Are Willing to Earn Less Money to Do More-Meaningful Work

Harvard Business

By contrast, since 2005, the importance of meaningfulness in driving job selection has grown steadily. Additional organizational value comes in the form of retained talent. Top talent can demand what they want, including meaning, and will jump ship if they don’t get it.

Study 133
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How to Figure Out What Your Side Hustle Should Be

Harvard Business

A lot of people who are employed by companies, even if they’re very talented, may not be fully ready for entrepreneurship in the beginning. That’s why Dar suggests making a concerted effort — while you’re still in your job — to build out your entrepreneurial skill set. That was my strategy as well.

How To 134
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Serving on Boards Helps Executives Get Promoted

Harvard Business

in 2004, and in 2005, her total compensation from her home firm, Whole Foods Market Inc., Further, our findings suggest that if firms are looking for external talent, looking at which executives have received board appointments in their home firm or at other firms is a strong signal that these leaders have potential.

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What If Socially Useful Jobs Were Taxed Less Than Other Jobs?

Harvard Business

Spillovers jam the signals in the economy, misdirecting talented students. This can lead to severe misallocations of the talent pool — arguably a nation’s most valuable asset. What policies can encourage talented workers to choose socially beneficial careers? Our paper applies this idea to the allocation of talent.