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Talent Matters Even More than People Think

Harvard Business

Leaving aside luck, which equates to confessing that we don’t really know, there are really just two explanations: talent and effort. Talent concerns the abilities, skills, and expertise that determine what a person can do. Effort concerns the degree to which the person deploys their talents. Is talent overrated?

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3 Ways Social Entrepreneurs Can Solve Their Talent Problem

Harvard Business

The research, conducted with analytical support from McKinsey and funding from Omidyar Network, included interviews with 37 investors and 10 social enterprise leaders. The second most important problem, finding and keeping talented people (36%), becomes crucial as entrepreneurs secure some funding.

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What Are the Most-Used Change Management Models?

Clarity Consultants

McKinsey 7-S Model. The McKinsey 7-S Model focuses on seven key organizational elements: strategy, structure, systems, shared values, style, staff, and skills. Plus, if you’re trying to expand your internal L&D team, Clarity can be your candidate search ally , connecting you with top talent right when you need them.

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Our Delusions About Talent

Harvard Business

Tomas Chamorro-Premuzic, professor of business psychology at University College London, dispels some of the myths that have persisted in the 20 years since McKinsey coined the phrase “war for talent.” ” He argues the science of talent acquisition and retention is still in its early stages.

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The Barriers to Recruiting and Employing Digital Talent

Harvard Business

Finding digital talent is one of the biggest challenges facing companies today. These are the three biggest challenges we’ve seen: Integrating digital talent into the core business. However, one serious challenge that often arises with accelerators is how to integrate new talent into the core business.

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When Leaders Are Hired for Talent but Fired for Not Fitting In

Harvard Business

A recent McKinsey report suggests that fewer than 30% of organizations are able to find the right C-suite leaders, and that newly appointed executives take too long to adapt. Even when organizations are good at assessing leaders’ talents (e.g.,

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Preparing for the Future of Talent Acquisition - SPONSOR CONTENT FROM KORN FERRY

Harvard Business

With unemployment rates in most developed nations at the lowest levels since the Great Recession, and with new skill sets required to keep pace with head-spinning technological advances, it’s no surprise the talent acquisition environment is incredibly competitive. Five years ago, compensation (i.e.,

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