Articles archive
Finding and nurturing future leadership talent is a primary concern
for most organizations. How can they identify top people, train
them, and - here's the catch - retain them? And do so in the face
of ever-increasing global challenges?
Author:
Martha Lagace, Senior Editor of HBS Working Knowledge
First published: 18 December, 2006. This article is published with the permission
of HBS Working Knowledge.
This report by Ashridge Business School with the assistance of Babson Executive Education builds on an earlier study "Executive Education: Evaluating
the Return on Investment – Bringing the client voice into the debate"
which reported the findings of a European survey of business school
clients. The study explored attitudes towards evaluating customised
executive programmes. We have now replicated the survey in the US.
This gives us a much broader base of clients within the survey, and the
ability to compare views of US clients with clients based in Europe.
Author:Kate Charlton, Ashridge
First Published: May 2006
A recent Economist magazine survey on talent highlighted urgent
issues for companies around the world related to attracting and
retaining the best people ("A Survey of Talent", The
Economist, October 7th 2006). The lead article in the
survey points out that the war for talent is being fought not
only by companies but by countries, and cites a poll from the
Corporate Executive Board (CEB) in Washington, DC that shows that
75 percent of senior HR managers surveyed said that "attracting
and retaining talent" was their number one priority.
Author: Rudi Plettinx, Managing Director,
Center for Creative Leadership Europe
First published: 2006
Novartis is one of the world's leading healthcare companies.
Created in 1996 through the merger of Ciba-Geigy and Sandoz its
name is an amalgam of the latin words for "new skills".
This could also be a neat summary of what the Global Talent team
at Novartis Pharma are also looking for.
Author: Roderick Millar, Editor, IEDP.
First published: 2006
