Right now, there's no hotter topic within the talent management community than workforce planning. The reasons are simple: with the current economy driving revenues down dramatically, many senior executives are examining how to plan ahead in order to increase their firms' capabilities, reduce costs, and survive the economic chaos likely to continue for some time.

This article provides a corporate boards perspective about what they are worried about; developing and enacting strategic plans that will enable their organizations to succeed.

Many of our discussions have talked about tight budgets and economic downturn. Here's a good article that shares how to focus on the core business and strengths.

Interesting article about changes and trends one will likely see in the workplace. It reinforces much of our reading this semester. It discusses how the workplace needs to be re imaged.

This clip highlights the issue around talent management issues being of high-importance but low on preparedness. This is very true in many organizations.

The trends discussed in this interview are ones I have noticed in my organization; vertical development, innovation, group versus individual, and greater emphasis on development being owned by the individual.

Two mistakes that often occur when replacing a CEO ; either choosing someone in his own likeness when what the company really needed was someone different, or choosing someone of lesser stature to preserve his own legacy. This often happens with other senior management roles.

Smooth CEO and C-suite transitions are critical so why do the majority of companies state they do not have ample talent pool to fill them?

Succession planning is perhaps the most important job of corporate boards. Without a strong succession-planning program, companies are not prepared to fill openings created by retirements or unexpected departures, nor are they able to meet demands of the organization.

I could not agree more with your comments. I hear it on a daily basis, if I am the only one who knows this information; the organization has to keep me. Much of the fear comes from massive layoffs and reorganization-if they need the knowledge they will need me.

Top companies like GE say identifying talented leaders early on, and placing them in stretch assignments, often before they think they're ready is an approach that works for them to support their growth strategies

Interesting article... Training focuses on best practices, while development focuses on next practices. Training is often a rote, one directional, one dimensional, one size fits all, authoritarian process that imposes static, outdated information on people. The majority of training takes place within a monologue (lecture/presentation) rather than a dialog

This is a good article describing the changes in the skills needed for leaders. Business is more complex and adaptive thinking abilities are needed. It speaks to why vertical development is needed

Managers, not HR, must lead the charge to engage employees. Senior Management touts the value of employee engagement so why is the responsibility often delegate to the HR department?

Should daily or weekly conversations about employees work - especially pats on the back for a job well done - replace the typical performance appraisal? Interesting read.

Should organizations stop doing performance appraisals? Interesting arguments in favor of eliminating them or having them only for select groups.

Onboarding programs are the first experience many employees will have with an organization. Keep them interested and keep it simple.

The research shows authentic self-expression is the key component of high self-esteem.

All companies can provide an orientation program that does not forget the small things like greeting a new employee warmly, taking her or him to lunch, and providing a functioning workstation on Day 1.

Jim,

His work looks interesting. It will be interesting to see if CEO's are ready to accept a new way of thinking about how neuroscience can impact the way leaders behave, and if there is value in learning how the brain works.

Most firms have no formal programs for anticipating and fulfilling talent needs, relying on an in...