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Is Your Organization Effectively Deploying the Human Capital It Needs to Compete?
Most organizations understand that effective management and deployment of assets can mean the difference between success and failure. But many organizations fail to consider their most critical asset – human capital. A recent study by McKinsey & Company revealed that “A” performers tend to be 50-100% more productive than “C” performers. Clearly, identifying the “A” performers can enhance an organization’s performance. So, how does an employer identify the “A” performers, and once identified, how does an employer retain them?

Bridging the Generation Gap
Young people, we hear, want to play video games all day, while thinking they should be in charge the Monday after they start. They are disloyal and will leave the job at the drop of a hat. Young people need praise all the time, yet they are non-conforming and don’t understand the rules of workplace.

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Human Resource Management
Ask any CEO of any Fortune 500 company what the most important part of their company is, what is the one single thing that drives their company to reach new heights of success, and I guarantee you they will tell you one thing: people. People are the power behind any company, big or small. So how do you keep your people happy? How do you ensure they are working to maximum capacity and boosting your company’s productivity? The answer comes in three not so simple words: human resource management.

The War to Attract and Retain Sales Talent
The need for superior sales talent is increasing, but many big North American companies are fighting-and losing-the war to attract and retain it. The McKinsey Quarterly reports that a two percent economic growth rate for 15 years would increase the demand for executives by about a third. Meanwhile, supply is moving in the opposite direction: the number of US 35- to 44-year-olds will decline by 15 percent from 2000 to 2015. The report concludes that "Companies must make talent management a top priority, create and perpetually refine their employee value proposition, and source and, above all, develop talent systematically while removing underperformers."

Leadership in Crisis
Top executive failure rates are estimated to be as high as seventy-five percent and rarely lower than thirty percent. A McKinsey study found that the pipeline for future leaders is broken. Only three percent of those responding to the survey felt their company developed leaders well. Why is this happening? Simply because leaders -- like the rest of us -- tend to judge their own performance significantly better than do those they work with.

Is Your Organization Effectively Deploying the Human Capital It Needs to Compete?
Most organizations understand that effective management and deployment of assets can mean the difference between success and failure. But many organizations fail to consider their most critical asset – human capital. A recent study by McKinsey & Company revealed that “A” performers tend to be 50-100% more productive than “C” performers. Clearly, identifying the “A” performers can enhance an organization’s performance. So, how does an employer identify the “A” performers, and once identified, how does an employer retain them?

Drive Higher Profit With Three Proven Pricing Tactics
As has been noted by leading analyst firms, such as McKinsey and Co. and A.T. Kearney, pricing is the quickest and the most efficient way to improve your bottom line. It has more leverage than cost cutting, traditional business process improvement and any effort to increase your sales volume. It is also an area that relatively few companies focus on. Thus, excellence in pricing gives you a strong competitive advantage.
“Do Something” - An original Approach to Managing Change
There are lots of change management models out there (McKinsey’s 7 S model, Kotter’s Eight Step Model, to name but two). A change model put forward way back in 1947 by Kurt Lewin called Action Research (AR) often gets overlooked. While many current models put the emphasis on planning and analysis, Lewin emphasizes taking action and then learning from the results. Learning from experience (always a good thing!) is what AR is all about. In AR you pretty much dive right in with an intervention in a real world system with the aim of improving things then you closely scrutinize the effects of your actions.
Strategic Succession Management - Winning the War for Leadership Talent
The demand for leadership talent greatly exceeds supply. Few firms are prepared for what the McKinsey consulting firm has called the "war for talent." If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. The supply of 35- to 44-year-old managers-who have traditionally been channeled into the executive ranks-is declining in the United States and will have dropped by 15 percent between 2000 and 2015. Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Not only are the numbers in the talent pool shrinking, but the quality of talent required to meet tomorrow's leadership demands is changing.
5 Key Things To Look For In A Sponsor
Ok, so you did massive research about the company you currently partnered up with - right? How much of a research did you do? So often when new recruits join up with a company, they are not at all too sure what the company is all about, what the products are and what it is they should be doing to promote the company / resources or services. They merely see dollar signs in front of them. Take time out to look at the person who you are signing up with. How competent are they as a mentor and upline sponsor.
Bringing Values to Life
During the 1980s, when I was co-founder and leader of The Achieve Group, we worked with California-based Zenger Miller and Tom Peters to implement a culture-change process based on Peters' and Bob Waterman's book, In Search of Excellence. Adding to, and building upon, the work of their McKinsey & Company colleagues, Terrence Deal and Allan Kennedy, Peters and Waterman showed that the cultures of excellent companies are grounded in core values. The idea of clarifying core values was new for many management teams at the time. We helped hundreds of teams in centering their change-and improvement-effects around their vision, as well as a set of three to five core values that best defined the culture they were trying to reinforce, change, or improve.
Money Speaks - Bankers Jargon! Doesn't anyone speak English?
In simple terms, debt to equity explains the financial health of the company. For example; suppose your company has a debt to equity ratio of 4 to 1. To a banker, that means there is $4.00 in debt compared to $1.00 invested in the company. In other words, your lenders own more of your company than you do. So, if you were asked to lend money to your company at this type of ratio, would you?
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