Veteran Employment: People Problem-People Solution

Quick-fix web job boards and tech solutions for translating military skills won’t solve the big unemployment and underemployment problems for young U.S. military veterans. We need visionary corporate leaders who understand the business case for hiring veterans and have the moral courage and foresight to adopt atypical hiring ideas, designate specific roles to be filled by veteran talent, and invest in sensitivity training needed to bridge communications and cultural gaps with former military personnel. […]


Evidence of Talent Shortage Stacks Up

Business leaders worldwide sense acceleration in economic momentum, according to the 17th Annual Global CEO Survey 2014 from PricewaterhouseCoopers (PwC). In months ahead, CEOs will focus increasingly on generating sustainable future growth – and fending off disruption – with consumer-centric, technology-powered innovation. “All bets are on technology,” PwC declares. To win those bets, CEOs first need to win the war for talent, which may require a few unconventional tactics. […]


Business Social Media Networks Escalate War for Talent

LinkedIn and similar business networks have made it easier than ever before for headhunters and recruiters to identify and poach your top talent – and easier and more acceptable for your top talent to signal their receptiveness to being courted by other companies. But, as with many technology tools, competitive advantage accrues primarily to early adopters. Now that everyone is jumping on the LinkedIn bandwagon, talent strategists need to be thinking more expansively about how they might use network Big Data to inform planning and decision-making in the longer-term war for talent. […]


Time to Get Proactive

The U.S. is pumping out plenty of new college graduates, just not the right kinds (apparently) as business leaders continue to report major talent and skills gaps in their workforces. Code.org is responding by pushing computer programming to K through 12th graders. What else can we do to fix the problem? Please also join us in welcoming Rose Ernst, Director of G10 Associates Program from Genesis10, a talent management firm to our blog-writing team. Ernst will provide insights, research reporting and corporate success stories on how U.S. companies can become better at attracting, developing, retaining and reducing the risks (real or perceived) of nurturing more Millennials for skilled workforce positions. Read more. […]


Looking for Talent in all the Wrong Places

A recent Harvard Business Review article (The Big Idea: 21st Century Talent Spotting) suggests that, to win the coming war for talent, business leaders need to refine their sensors for spotting the true potential in job candidates who do not appear, at first blush, to be good fits for particular sets of job requirements using only traditional indicators such as IQ, skills, competencies, experience, past performance and so forth. Read more. […]


Talent Paradox Millennial Edition: So Much Talent, So Little Opportunity

While HR managers around the nation continue to report difficulties finding the right talent to fill jobs and ensure proper succession planning for retiring Baby Boomers, recent college graduates more than ever are working as bartenders, food servers and baristas. G10 Associates National Delivery Director Rose Ernst provides insight into why this is happening. She also dispels a few big media myths about Millennials in the workplace and provides advice for increasing your odds of earning long-term returns on investment in junior talent. […]


Five Action Items to Address the Talent Paradox

With U.S. unemployment rates now falling steadily, it’s time to start identifying and preparing to fill potential talent gaps, which may be exacerbated by the broad variety of demographic, economic, regulatory, legislative and business operational trends we have been discussing in our recent posts. Here in our newest post, we turn our attention to tangible courses of action that talent strategists can take, including deeper exploration of several talent pools that are currently being underutilized in the U.S. […]


Strengthen Your Link in the Value Chain, Part 2 of 2

As more and more sensitive business and consumer data becomes digitized, aggregated, distributed, moved electronically, stored, backed up and hosted remotely, business risk exposures not only increase but also cascade to customers and suppliers up and down business value chains. There will virtually always be ways for motivated individuals to breach a company’s information security, but there is much that talent strategists can do to ensure contingent workforce is not an easy target. In Part 2 of our interview series with Raja Paranjothi, Senior Manager of Business & Technology Risk Services with Mayer Hoffman McCann P.C. (MHM), we look at what it means for a talent provider to be third-party certified to various control standards and how to evaluate the relative strength of those certifications. […]


How Strong is Your Link in the Value Chain? Part 1 of 2

Technology, integration, mobile, outsourcing, distributed and remote work configurations all coalesce to a new business environment in which risk cascades easily and swiftly from one link in the business value chain to the next. Our new blog post examines how risk management and control procedures can be leveraged to strengthen your links within the value chain and offers advice on what to look for when evaluating partners' controls. […]


Unbundling Consulting Services

Taking a bite out of consulting: Unbundling and commoditization of consulting services creates an opportunity for other talent management firms to take a piece of the delivery and execution market while management consulting firms focus on strategy and complex, high risk efforts. […]