HR Digest

JANUARY 9, 2021

When data is sufficiently large, it is utilized to train algorithms that predict talents and capabilities; screen performance; set and survey work outputs; link workforce to various state of emotions; provide training and development; search for patterns across various teams; and more. How does AI become key to this dynamic?

How To 111

How To Due Diligence Leadership Pipeline Stress 111

HR Digest

OCTOBER 23, 2020

But recent years have seen an explosion of interest in the global human resource (HR) technology market, particularly in North America. Another area of interest is ‘skill development’ as organizations attempt to ready themselves for the “future of work.” A handful of companies dominated the market, all them strong, pedestrian.

Venture Capitalist 52

Venture Capitalist CAGR Human Resources Software 52

HR Digest

MAY 2, 2019

In an interview with The HR Digest, Michael Fraccaro, Chief Human Resources Officer at Mastercard, explains the importance of business resource groups and the vital role it plays to deliver real business results. I’d say we’re very focused on creating a skilled workforce and leadership pipeline that can execute our strategy.

Resources 40

Resources Human Resources Learning-by-Doing Leadership Pipeline 40

HR Digest

APRIL 9, 2024

In an exclusive interview with HR Digest, Trent Henry, EY’s Chief Human Resources Officer (CHRO), shares key strategies driving EY’s commitment to diversity, innovation, employee well-being, and leadership development. EY is known for its focus on innovation.

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Diversity Career Globalization Learning-by-Doing 52

Harvard Business Review

JULY 30, 2014

Much of Charan’s recent work has tilted towards organization and people (books on strategy execution, leadership pipeline, talent and advice on intensity, change, leadership traits, performance management, governance). Human resources Strategy Talent management' More is now expected of HR professionals.

Charan 14

Charan Human Resources Leadership Pipeline Decentralization 14

Harvard Business Review

MAY 26, 2014

But building a consistently strong top leadership team is difficult for at least three reasons: the tendency to be loyal to existing members, the lack of management depth to promote from, and many CEOs’ lack of experience in many functional areas. To be sure, this is not just a problem for midsized firms. Ford Motor Co. (a

Leadership 11

Leadership Leadership Pipeline Loyalty CEO 11

Harvard Business Review

AUGUST 13, 2013

This lack of information made it difficult to make informed, objective decisions for succession planning and leader career development. CEMEX created a data-driven tool that helps identify the best-qualified set of candidates for open leadership positions. Gender Hiring Human resources' Are Women Better Leaders Than Men?

Diversity 9

Diversity Leadership Pipeline Human Resources Emotional Intelligence 9

Harvard Business Review

FEBRUARY 10, 2015

How much time do you spend enhancing your organizational culture, leadership pipeline, and employer brand? If you’re typical, then your culture, leadership, and employment brand are described vaguely or not at all. We have found human capital issues are likely to be material in every sector.

Human Capital 8

Human Capital CFO Banking Report 8

Harvard Business Review

FEBRUARY 3, 2015

By managing the three key properties of networks that either propel you forward or hold you back—breadth, connectivity, and dynamism—you can develop a stronger network and use it as an essential leadership tool. The result was that their ideas were not developed. The good news is that you can change that.

How To 8

How To Diversity Letter Learning-by-Doing 8

N2Growth Blog

JANUARY 23, 2025

Understanding the Importance of Succession Planning Succession planning involves more than preparing for unforeseeable leadership transitions. It requires a structured and deliberate approach that identifies and develops internal talent to fill mission-critical roles.

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Planning Succession Long-term Strategic Planning 195