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What Makes a Company Great at Producing Leaders?

Harvard Business

GE is well known as an “academy company” — a talent incubator that exports effective leaders to other organizations and even industries.

Company 253
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Gallup Consulting Interviews and Culture

Management Consulted

GALLUP CONSULTING INTERVIEWS AND CULTURE. Survey research was his passion and he began to apply these procedures to various fields of industry. As a young man, he conducted the first national survey of major magazines to see what ads were successful in attracting the most attention. Selznick, Walt Disney, and Samuel Goldwyn. .

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3 Ways Social Entrepreneurs Can Solve Their Talent Problem

Harvard Business

RippleWorks, a private foundation that supports emerging market entrepreneurs by providing them with leading Silicon Valley executives as advisors, asked those questions in a recent survey of 628 social entrepreneurs from all over the world. Talent is scarce and therefore expensive. But entrepreneurs have more control in this area.

Talent 133
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Employee Engagement and Experience Strategies: Are They Aligned Enough?

LSA Global

These two concepts, while interconnected, serve distinct purposes within a talent management strategy. Employee Experience encompasses the entirety of an employees journey with the organization from recruitment, to interviews , to new employee orientation all the way to exit interviews and offboarding.

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7 Principles to Attract and Retain Older Frontline Workers

Harvard Business

Takeaways from interviews and a survey of 35,000 older U.S. employees.

Survey 192
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Hay Group Interviews and Culture

Management Consulted

In 1954, Hay continued its trailblazing ways, started the “Hay Compensation Survey Comparisons”, a tool that allowed companies to remain competitive in terms of the compensation they offered their staff, and continued to see sustained levels of growth. 1. Leadership and talent. Talent management. Practice Areas.

Groups 100
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Why the Millions We Spend on Employee Engagement Buy Us So Little

Harvard Business

Organizations are spending hundreds of millions of dollars on employee engagement programs, yet their scores on engagement surveys remain abysmally low. To understand this, I interviewed 150 psychologists, economists, and business leaders around the world. How is that possible? Because most initiatives amount to an adrenaline shot.

Accenture 195