“The toughest decisions in organizations are people decisions — hiring, firing, promotion, etc. These are the decisions that receive the least attention and are the hardest to un-make,” according to renowned management expert Peter Drucker.
The data are compelling. Organizations that make the acquisition and retention of top talent a key business imperative out-perform their competition, consistently and at a considerable margin irrespective of industry or profession. For these leading companies, talent management is an essential business strategy, one that is not delegated to “HR,” but is formed, planned, funded, and monitored in the C-Suite with the Chief Executive Officer leading the effort. Why then are so many organizations slow to adapt to this key strategic need causing them to underperform in what is arguably the most important business metric there is?
While it is easy to understand the concept of having your roster filled with predominantly “A players,” it can be difficult to plan and execute. However, as the research clearly shows, it is well worth the effort.
Read the rest of this article on Printing Impressions, a publication of PRINTING United Alliance, ASI’s strategic partner.
