Articles and Publications

• Home
• >
• Thought Leadership
• >
• Articles and Publications

Articles and Publications

Articles & Publications

Read the latest thinking on talent and career management from Right Management, recognized experts in leading industry publications.

• "Global Leaders: Why they succeed and fail." Leadership Excellence, August 2011

• In the Human Age, human potential is the catalyst for change and Talentism has become the new capitalism. At the heart of business growth and transformation is the need for exceptional leadership. Owen Sullivan discusses the top 10 factors that contribute most to the failure of senior leaders and ways for organizations to combat these with a robust workforce strategy.

• Stress Levels High As Recession Recedes: Surveys

• A recent study by Right Management revealed employers are increasingly worried about poor morale and employee burnout.  Almost two-thirds (65%) of more than 2,000 senior leaders cited employee morale and burnout as a barrier to achieving their business goals in 2010. "Finally, in some sense, employers are making a connection between productivity, burnout and ROI on the business end", said Dr. Henryk Krajewski, National Practice Leader Talent Management for Right Management Canada.

• The Shrinking Talent Pool, Linkage Leader
• Executive Alignment and Accountability: Building Trust During Change

• Short-term economic conditions and long-term world-of-work trends are threatening to drain the talent pools of many organizations.  Every time you lose a valuable employee, you also loose irreplaceable institutional knowledge, carefully nurtured customer relationships and business opportunities.  In this article Bram Lowsky, Vice President and General Manager of Right Management Canada, addresses how to retain high performing talent by including five practical measures in your engagement strategy.

• The biggest risk facing organizations today is the ability of senior leaders to effectively implement changes in business strategy and manage the impact on organizational alignment and employee engagement.  In this article Dr. Brian Usher, Vice President of Talent Management, Right Management Canada, offers insights on how to build trust, team effectiveness and employee engagement during times of instability and change.

• Choosing the Right Personality Test for the Job
• The accumulated research evidence is compellingly clear: valid and well-developed personality tests, when applied optimally, can greatly improve the chances that new hires will be stars. In fact, the best personality tests, when combined with an accurate diagnosis of the job requirements (see below), are one of the few best methods that can be used to select employees.
• The Wellness Imperative: Creating More Effective Organizations, World Economic Forum in Partnership with Right Management

• New research suggests that wellness is an extremely powerful element that can play a significant role in employee engagement, organizational productivity, talent retention, and creativity and innovation.  Organizations can improve their effectiveness significantly by addressing the wellness shortfall with a strategic whole-systems approach.  To realize real business gains, wellness must be approached strategically and incorporated into a broader organizational effectiveness framework.

• Restructuring for Growth: Building Business Momentum
• Organizations in the current economic climate face a conundrum. On the one hand there is a clear need to rethink organizational efficiency, productivity and competitiveness. Indeed, as a result of the global financial crisis, many companies see a reduction in operating costs through downsizing as an “inevitable” or “only” solution. On the other hand, given the cyclical economic nature of global financial markets and the optimism that is inherent in business, there is a clear need to retain people for future sustainable business growth.
• Best Principles for Keeping High-Potential Talent
• On one hand, it seems like the issue of retaining and engaging high-potential employees has been around forever. On the other hand, it seems as if there is renewed interest in this important topic. We believe this renewed interest makes sense: we’ve heard for a long time about the impending crisis of the aging workforce, and the increased competitiveness for talent that will shake our businesses to the core. The time has arrived.
• Getting a Return on Your People Dollars
• The market value of a company is perhaps the ultimate business metric. In fact, intangible assets can form up to 75% of a company's overall market value. Given the undeniable importance of intangibles, and the people and people-systems that create them, my provocative question for business leaders is: "Are you focusing up to 75% of your investment dollars on developing and retaining the kind of people, processes, and operations required to create competitive advantages out of your intangible assets?
• The Promise of Engagement
• Research indicates that assessing how one feels when at work (job affect), is superior to assessing more cognitive or logical evaluations (job satisfaction) in the prediction of job performance. Given this data, and the less than overwhelming ‘proof’ that the promise of engagement has been fulfilled, it may be time to examine other, more productive ways of measuring and promoting engagement in organizations.
• One Size Fits One, Chief Learning Officer

• The number one impediment to executing business plans is the lack of formal talent strategy.  Owen Sullivan, CEO for Right Management, addresses trends impacting workforce performance and offers a five-step approach to identify the right people for the right jobs, build leadership competencies and develop and retain your best talent.

• Coaching Corporate MVP’s: Challenging and Developing High Potential Employees
• Sports teams are not alone in having their most valuable performers (MVPs). In any organization, about five to 10 percent of people in the workforce deliver extraordinary value to the organization.