Articles
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Assessment
Building Bench Strength (Training Magazine, June 2002)
Assessment center methodologies have become a strategic weapon for developing talent, analyzing skill gaps and aligning workforces to the business challenges at hand. View PDF
Career Resources
Returning to the Workforce (Gannett News Services, 2004)
Returning to the workforce after an extended absence can be difficult, if not downright intimidating. But it need not be that way. There are strategies you can follow to make the transition easier. View Article
CEO Succession
Selecting an Internal Candidate for CEO: A Process That Works (Personnel Decisions International)
Selecting the next Chief Executive Officer is arguably the most important decision a board of directors must make. The process outlined in this article, although not guaranteed to ensure success, is designed to increase the probability that the board makes an informed decision based on the best available information. View PDF
Coaching
Leaders Coaching Across Borders (Reprinted from Advances in Global Leadership, Vol. 1; Mobley, Gessner, and Arnold; Leaders Coaching Across Borders; Pages 297-315; 1999; with permission from Elsevier. http://www.elsevier.com)
Coaching across cultural borders poses many challenges. Employing these practical coaching strategies will give you the greatest leverage for change in any circumstance. View PDF
Management Development: Coaching and Mentoring Programs (from Creating, Implementing, and Managing Effective Training and Development: State-of-the-Art Lessons for Practice. Jossey-Bass, 2001)
The authors examine best practices in coaching, highlight common pitfalls and what you can do to avoid them, and outline specific recommendations for designing effective programs in three areas: an individual coaching program, an organizational program for coaching groups of individuals, and a companywide mentoring program. View PDF
Scoring Big in the Workplace (HR Magazine, June 2000)
Imagine your boss saying he thinks you could benefit from a corporate coach. He explains that you are developing into a good manager, but . . . View PDF
Using Coaching Strategically (PDI Portfolio, Volume 5, Number III, 1998)
Five ways that an organization can get the most value from its investment in coaching. View PDF
Customer Satisfaction
Common Sense Is Not Common Practice: Challenging the Way We Measure and Manage Customer Satisfaction (Velocity, Q2, 2001)
A unique opportunity to examine customer satisfaction from the perspectives of strategic accounts, sales and marketing. View PDF
Measuring the Voice of the Customer: An Important Component of Your Strategic Account Program (Velocity, Fall 1999)
How do you tap in the voice of your customers? The authors use case studies to analyze and discuss how to gather and use customer feedback. View PDF
Translating Common Sense into Results (Velocity, Q3, 2001)
Practical ideas on how to measure and manage customer feedback more effectively. The authors offer thoughts on how to translate common sense into common practice and improved results. View PDF
Human Capital
Cyber Move (Human Resource Executive, September 2000)
For Williams-Sonoma, bridging the gap between business strategy and human capital has been key to a smooth e-journey. View PDF
From “Professional Business Partner” To “Strategic Talent Leader”: “What’s Next” for Human Resource Management
Part of the CAHRS Working Paper Series, this article summarizes the thinking regarding the challenges facing HR leaders and the HR function, and discusses the need for a decision science to emerge (Talentship). View PDF
HR by the numbers (Minneapolis Star Tribune, June 2001)
Has your human resources department instructed you to view employees as assets rather than overhead? If not, maybe it should. View PDF
Talentship: A Decision Science for HR (Reprinted with permission from Strategic HR Review, 2004 http://www.melcrum.com)
All too often HR measures look internally at the function and calculate costs. If HR measurement is to have any significant effect on strategic goals, it must provide managers with information to make better decisions regarding talent across the business. View PDF
Leadership
A Female Executive Is Hard to Find (HR Magazine, June 2001)
Today's top executives need certain skills. Women tend to have them. So why aren't they moving up in greater numbers? View PDF
Graduating to the Leadership Ranks (Executive Excellence, July 1999)
How can you ensure that your organization is attracting candidates with leadership potential and developing them to be future leaders? View PDF
Learning
The Development Pipeline (Knowledge Management Review, July/August 1999)
Knowledge managers often overlook the science of how people develop. Insight, motivation, new knowledge, real-world practice and accountability need to be integrated into the KM initiative if organizations are to actually improve performance and results. View PDF
Simulation Enhanced Learning: Case Studies in Leadership Development (Personnel Decisions International)
This integrated leadership development approach combines assessment, role-plays, mini-lectures, and simulations to replicate the dynamics of the organization, and meet the necessary conditions for development. View PDF
Measurement
Measuring Minds (TRAINING, May 2000)
Who creates the value in your organization? New tools for measuring and managing human capital may shed a clue. View PDF
Performance Management
Falling Stars (Executive Excellence, February 1999)
As a manager, when you notice a star employee is not performing, what should you do? View PDF
Focus From Top Reaps Rewards (Human Capital Strategies and News, May/June, 2001)
Most performance management processes fall into two categories. One tries to meet too many vaguely defined needs, while the other is so limited in scope it overlooks significant issues. View PDF Reprinted with permission from Human Capital.
Making Management More Manageable (HR Magazine, April, 2001)
Successful Manager's Handbook can be best described as a hands-on reference manual filled with tips. View PDF
Strategic Account Managers
Fulfilling the Promise: Strategic Account Managers that Return Your Investment (Velocity Q4, 2001)
Consider implementing the following hiring practices before you fill your next SAM position. View PDF
Selecting for Success: A Profile of the “Perfect SAM” (Velocity, Q1, 2003)
A discussion of how to fill an organization’s SAM positions, including choosing correctly for specific positions and building bench strength so that the organization is ready for future growth or change. View PDF
Teams
Building Teams Across Borders (Executive Excellence, March 2000)
Groups that must collaborate to meet goals are now separated by distance: continents, time zones, language, and cultural barriers. View PDF
Workforce Trends
Catch a Wave (HR Magazine, April 2002)
Strategy, staffing flexibility, and retention issues float to the top when the economic surf's up. Prepare now to ride the next economic swell. View PDF
Tapping the Silver Mine (HR Magazine, March 2002)
The aging of America's workforce will pose new challenges for HR practitioners. View PDF