This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Can’t see a good ROI. From early roles, leaders are taught to invest where they can generate a positive ROI — results that indicate the contribution of time, talent or money paid off. Reflection can feel like staying in the center of the goal and missing the action. Many people reflect through writing in a journal.
This new reality, in which developing talent is a key business imperative, requires real buy-in from top brass in your company, all the way up to the CEO. Nearly every manager who has reported to me has questioned the wisdom of spending time building talent when there are immediate business goals. Here’s how. Hire to train.
Some factors that make this so difficult include regulatory restrictions, emphasis on ROI, and the increasing number of mergers and acquisitions. Attracts high end clinical talent. His free moments are spent traveling and enjoying sporting events with his wife and daughter. Helps to distinguish a hospital from the competition.
We recently completed a study for the CEO of a very well known, global sports-apparel brand company. He wanted to challenge his team, as part of the strategic talent review process, to think about whether or not the company’s organizational architecture was suited to its growth plan to double in size. Learning from Big Companies.
And unlike other jobs, where there is often a tangible ROI or a series of KPI’s to gauge results, the outcome of this work far exceeds any one possible measure. Our students are talented, privileged kids. I get stressed about homework, my social life, sports, etc. Hunter reminds me of my colleague. She cares about kids.
We organize all of the trending information in your field so you don't have to. Join 55,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content