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Recent Engagement
The founder of an educational consulting firm
engaged Change Dynamics to assess
the organization?s structure and leadership needs,
positioning it to meet aggressive strategic
growth goals. We recommended a redefined
role for the founder, creation of additional leadership
roles, including a CEO, and a different operating
model to support team growth and development. The
founder is transitioning into a market-facing role. The
search for CEO has begun.
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Welcome!
Thank you for all of the positive feedback
on our first newsletter. We continue to strive to
provide you the best practical insights available.
Feel free to share books or articles you would like us
to review or questions you would like help answering.
We will include them in future issues.
Best regards,
Edith Onderick-Harvey
President
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| The Core Principles of Sustainable Talent Management |
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What creates sustainable talent management? We've
found that companies that create
a sustainable pipeline of talent do so by having talent
management systems that foresee and plan for
change. We've identified 7 core principle that create
sustainable talent pools within successful
companies:
- Talent management is recognized as a core
business process.
- It starts with the business strategy and talent
pipelines are developed to support the strategy.
- Companies with sustainable talent management
measure it and know if it's making a difference.
- Talent is identified, developed and reviewed
throughout the organization.
- The process clearly differentiates talent.
- Gaps between strategic needs and the
capabilities of current talent are addressed through
focused internal development and recruitment.
- Talent and the needs for talent are re-evaluated
regularly.
To read more about sustainable talent
management, go to
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The Core Principles of Sustainable Talent Management |
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| Management Book Review: Hot Spots -- Why Some Teams, Workplaces and Organizations Buzz with Energy -- and Others Don't |
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Struggling with employee engagement? In this new
book, Lynda Gratton, Professor of Management
Practice at London Business School and author of
Living Strategy taps into those
times when our work is engaging, the people we work
with are inspiring and together we are generating
innovation and results. Gratton calls these
situations "Hot Spots". In her well-researched book,
she compellingly describes the four qualities that
increase the likelihood that Hot Spots will develop in
our organizations. She provides practical information
on organizational structure, process and culture. For
example, her work informs how we structure teams by
showing that teams with members that are strangers
or acquaintances are more likely to generate
innovation than those whose members have
deep previous relationships. She shows the impact
Hot Spots have in successful firms we are all know
and how these firms have created an environment that
supports Hot Spots.
If you'd like to discuss this topic further, call Change
Dynamics at 978.475.8424.
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