The discussion on diversity is a topic that boards of directors are familiar with. From a bit of diversity to plenty of it, boards have been challenged to reflect their company’s employee or client demographics. Recent circumstances have forced boards to diversify beyond the visible dimensions of race and gender. As a result, companies have learned they can significantly benefit from diversity.
There is no doubt that uncertainty in business and life has ramped up over the last several years. The Covid-19 pandemic marked a traumatic period of three years, followed by a highly turbulent macroeconomic environment. Compared to the economic uncertainty of 2008, which was intense, we now face geopolitical uncer- tainty. You may wonder about your factory closing
in China, your client service in India, your food and energy supply delivered from far abroad, among other supply chain issues.
Successful leaders adapt their behaviors to specific situations and individuals, make decisions accordingly and support their teams. The behavior-factor-based approach offers a unique platform to more quickly develop leadership to new heights with more accurate, actionable information about people and their environment.
When examining senior executives, either during search and recruitment, promotions, or boardroom conversations, a common-asked question can be, “Is the person a Strategic Thinker?” Typically, an executive who shows they can increase an organization’s competitiveness will appear more strategic, not only because they can conceptualize strategy, but because they can discuss strategy development and apply strategic options to different scenarios.
Over the past 30 years, coaching has become the path to excellence for executives’ leadership skills and has superseded the more traditional forms of training. As we have often learned at a high cost, leaders don’t develop people skills in a vacuum. Development happens with a unique process: coaching, in which the trust built in the relationship with the coach or mentor plays a critical role.
Why is it so hard to hire and keep people, and what can we do about it? People, including recruiters, HR executives, and hiring managers, will tell you that they know the right kind of person for a given job, but what we think is right often isn’t actually the best choice.
In today’s competitive business environment, organizations can’t afford failed hires. Average costs to hire and train a new employee range from a conservative estimate of two-and-a-half times the combined annual salary and benefits budgeted for the position up to 400% of annual salary for high-level or highly specialized employees.
This technical report provides information about the validity, reliability, non-discrimination, and other science-based aspects related to the construction and measurements of the GRI survey. The GRI (Growth Resources Institute) publishes breakthrough management tools and methods ...