My former boss makes the case about retaining tech talent. Link to interview
Former Microsoft COO Concerned About US Universities vs. China: ‘The Big Risk for Tech is Talent’
Former Microsoft COO Bob Herbold discussed in an interview (below) the fact that computer science and engineering schools are now competing strongly with US universities. He says that even though the US tech sector continues to be strong, the big risk is talent and China has significantly strengthened their universities:
We (the US tech sector) continue to be strong, but the big risk is talent, frankly. What’s happening in China is that they are pouring a ton of money into these massive research centers. Secondly, they significantly strengthened their universities. So today, if you rank the top ten engineering schools in the world, such as U.S. News & World Report just did, you get five of them basically in Asia which is a real surprise compared to ten years ago. ... "
Showing posts with label Talent. Show all posts
Showing posts with label Talent. Show all posts
Thursday, November 15, 2018
Saturday, June 30, 2018
An Agenda for Talent First CEO
An agenda for the talent-first CEO A Book Excerpt via McKinsey Quarterly
By Dominic Barton, Dennis Carey, and Ram Charan
In tumultuous times, a company’s talent is its most valuable and reliable asset. What does it take to lead an organization that truly unleashes its human capital?
In our combined 90 years of advising CEOs and their boards, the three of us have never come across a moment like this, when virtually every CEO we work with is asking the same daunting set of questions: Are my company’s talent practices still relevant? How can we recruit, deploy, and develop people to deliver greater value to customers—and do so better than the competition? How can I be sure that I have the right approach to talent—and the right HR—to drive the changes we need to make?
We sought to answer these questions in our new book, Talent Wins, which explores what it takes to build and lead a talent-driven organization. The list of critical priorities, which includes everything from continual, agile reorganization to the reinvention of HR and the creation of an external M&A strategy, is long—and it creates a complex set of challenges for the CEO. The experiences of CEOs at talent-driven companies such as Amgen, Aon, Apple, BlackRock, Blackstone, Facebook, Google, Haier, Shiseido, Tata Communications, and Telenor suggest that meeting those challenges requires a distinct set of mind-sets. As we show in the book, leaders at talent-driven companies are as focused on talent as they are on strategy and finance. They make talent considerations an integral part of every major strategic decision. They ensure that their own focus on talent is woven into the fabric of the entire company. And they are comfortable leading flattened organizations—often centered around the work of small, empowered teams—built to unleash the talent that will drive outsize value. ... "
By Dominic Barton, Dennis Carey, and Ram Charan
In tumultuous times, a company’s talent is its most valuable and reliable asset. What does it take to lead an organization that truly unleashes its human capital?
In our combined 90 years of advising CEOs and their boards, the three of us have never come across a moment like this, when virtually every CEO we work with is asking the same daunting set of questions: Are my company’s talent practices still relevant? How can we recruit, deploy, and develop people to deliver greater value to customers—and do so better than the competition? How can I be sure that I have the right approach to talent—and the right HR—to drive the changes we need to make?
We sought to answer these questions in our new book, Talent Wins, which explores what it takes to build and lead a talent-driven organization. The list of critical priorities, which includes everything from continual, agile reorganization to the reinvention of HR and the creation of an external M&A strategy, is long—and it creates a complex set of challenges for the CEO. The experiences of CEOs at talent-driven companies such as Amgen, Aon, Apple, BlackRock, Blackstone, Facebook, Google, Haier, Shiseido, Tata Communications, and Telenor suggest that meeting those challenges requires a distinct set of mind-sets. As we show in the book, leaders at talent-driven companies are as focused on talent as they are on strategy and finance. They make talent considerations an integral part of every major strategic decision. They ensure that their own focus on talent is woven into the fabric of the entire company. And they are comfortable leading flattened organizations—often centered around the work of small, empowered teams—built to unleash the talent that will drive outsize value. ... "
Tuesday, April 07, 2015
McKinsey on the Rise of People Analytics
Good McKinsey piece on a space we spent much time on, HR analytics. Hardly completely new technique. Was done long before 'Big Data', using Operations research analytics and simulation methods. With a strong emphasis on predictive methods.
" ... The latest data and analytics buzz comes from the field of advanced HR analytics, where the application of new techniques and new thinking to talent management is becoming more mainstream. The implications are dramatic because talent management in many businesses has traditionally revolved around personal relationships or decision making based on experience—not to mention risk avoidance and legal compliance—rather than deep analysis. Advanced analytics provides a unique opportunity for human-capital and human-resources professionals to position themselves as fact-based strategic partners of the executive board, using state-of-the-art techniques to recruit and retain the great managers and great innovators who so often drive superior value in companies. ... "
" ... The latest data and analytics buzz comes from the field of advanced HR analytics, where the application of new techniques and new thinking to talent management is becoming more mainstream. The implications are dramatic because talent management in many businesses has traditionally revolved around personal relationships or decision making based on experience—not to mention risk avoidance and legal compliance—rather than deep analysis. Advanced analytics provides a unique opportunity for human-capital and human-resources professionals to position themselves as fact-based strategic partners of the executive board, using state-of-the-art techniques to recruit and retain the great managers and great innovators who so often drive superior value in companies. ... "
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