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In The Talent Masters , Bill Conaty and Ram Charan explain how to do it. Conaty and Charan say that this is actually the hardest part of becoming a talent master. Your talent assessment/development systems should have as much “rigor and repeatability as systems used for finance and operations.” People deliver numbers.
an operational strategy consultancy in the San Francisco Bay Area. Lars Sudmann, former CFO of Procter & Gamble Belgium, TEDx presenter, leadership and board advisor, and executive coach, believes that companies should provide consistent feedback to all of their employees. But it’s not just the best workers.
Ram Charans recommendation is wrong. The Split HR column alludes to cross-pollination between HR and Finance, but tucking HR into the Finance function, as Charan suggests, is not the way. Lets be clear. While he may be wrong, he may also be as wise as Solomon.
In the July/August issue of HBR , Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration , led by traditional HR-types, reporting to the CFO; and talent strategy , led by high-potential line managers, reporting to the corner office.
Noski, former CFO of Bank of America. Directors worry about bad acquisitions, bad operating procedures, bad safety measures, and bad multinational expansions that can kill results. Ram Charan, Dennis Carey, and Michael Useem are authors of Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way , 2014.
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