hi all, i am devang i don’t know the meaning of talent management? recently i heard it. can any one tell me about it??????????? thanks..........
From India, Vadodara
Acknowledge(0)
Amend(0)
7From India, Vadodara
Acknowledge(0)Amend(0)
hi Devansh,
I had some info about it , this might help you .
TALENT MANAGEMENT
RETENTION OF TALENTS OCCURS WHEN THE MANAGEMENT
OF TALENTS IS EFFECTIVE.
Talent management is the process of ensuring that the organization attracts, retains, motivates and develops the talented people it needs.
----------------------------------------------------------------- --------------------
The talent management processes are:
*developing the organization as an 'employer of choice' ‑ a 'great place to work';
•using selection and recruitment procedures that ensure that good quality
people are recruited who are likely to thrive in the organization and stay with it for a reasonable length of time;
•designing jobs and developing roles which give people opportunities to apply
and grow their skills and provide them with autonomy, interest and challenge;
* providing talented staff with opportunities for career development ‑and growth;
* creating a working environment in which work processes and facilities enable
rewarding (in the broadest sense) jobs and roles to be designed and developed;
* developing a positive psychological contract;
* developing the leadership qualities of line managers;
recognizing those with talent by rewarding excellence, enterprise and achievement;
* succession planning ‑ ensuring that the organization has suitable people to fill
vacancies arising from promotion, retirement or death;
* conducting talent audits which identify those with potential and those who might leave the organizations.
*good opportunities for development, training and career progression;
*a reasonable degree of security;
· enhanced future employability because of the reputation of the organization
as one that employs and develops high quality people,
as well as the learning opportunities it provides;
·better facilities and scope for creative employees.
· employment conditions that satisfy work‑life balance needs;
· a reward system that recognizes and values contribution,
and provides competitive pay and benefits.
All these reveal that the TALENT will thrive where there is
-freedom to show innovation
-facilities are made available
-creativity is appreciated
-creativity is given the opportunity, it deserves.
-creativity is given recognition
etc.
----------------------------------------------------------------- --------------------
Guidelines for Retaining TALENTED Employees
Develop a process to identify key individuals and positions needed in the
transition and in the new organization.
Focus on retaining the true "value creators" in the organization, not just top
management players.
Determine how long you need to keep various people on the basis of
business needs, and offer them stay bonuses as appropriate.
Assess employees against key competencies required for key positions. Use
these to objectively assess talents you will retain to meet important business
needs.
Remember‑when you dictate objectives, people show less commitment, but
when the process is collaborative, there is visibly more commitment. Involve
key talent in a "retention task force" where they can have input into
workforce planning and participate in discussions to help determine what it
will take to keep key talent in the new organization.
Determine which individuals will need to be relocated, if any, as early as
possible in the transition process.
Tell people what you know as quickly as you know it, and tell them what you
do not know.
Try to minimize the time that employees must endure a period of uncertainty
about whether they will be staying or leaving.
Consider developing a retention bonus plan for those considered absolutely
critical to the organization's success during and after the transition.
Understand up‑front that retention bonuses can have unintended
consequences and limited success. Those who get stay bonuses may be
seen as "the anointed ones" by those who don't receive such bonuses. Be
prepared to risk losing these people. Those who receive the bonuses will also
have a date by which they can voluntarily leave the organization and still
receive a bonus.
Approach all those you want to retain one‑on‑one and let them know they are
important to the organization's success. The simple phrase "I need your help"
has a kind of magic in it. "Re‑recruit" these people by letting them know what
is in it for them if they choose to stay on.
Try to retain all star performers and high performers even though their jobs
may have been eliminated in the reorganization. This is the same principle by
which professional sports teams draft "the best available athlete." However,
be mindful of the fact that if YOU cannot find a challenge that fits their talent,
you will not be able to keep them.
Regards
shubha
From United Arab Emirates, Dubai
Acknowledge(0)Amend(0)
I had some info about it , this might help you .
TALENT MANAGEMENT
RETENTION OF TALENTS OCCURS WHEN THE MANAGEMENT
OF TALENTS IS EFFECTIVE.
Talent management is the process of ensuring that the organization attracts, retains, motivates and develops the talented people it needs.
----------------------------------------------------------------- --------------------
The talent management processes are:
*developing the organization as an 'employer of choice' ‑ a 'great place to work';
•using selection and recruitment procedures that ensure that good quality
people are recruited who are likely to thrive in the organization and stay with it for a reasonable length of time;
•designing jobs and developing roles which give people opportunities to apply
and grow their skills and provide them with autonomy, interest and challenge;
* providing talented staff with opportunities for career development ‑and growth;
* creating a working environment in which work processes and facilities enable
rewarding (in the broadest sense) jobs and roles to be designed and developed;
* developing a positive psychological contract;
* developing the leadership qualities of line managers;
recognizing those with talent by rewarding excellence, enterprise and achievement;
* succession planning ‑ ensuring that the organization has suitable people to fill
vacancies arising from promotion, retirement or death;
* conducting talent audits which identify those with potential and those who might leave the organizations.
*good opportunities for development, training and career progression;
*a reasonable degree of security;
· enhanced future employability because of the reputation of the organization
as one that employs and develops high quality people,
as well as the learning opportunities it provides;
·better facilities and scope for creative employees.
· employment conditions that satisfy work‑life balance needs;
· a reward system that recognizes and values contribution,
and provides competitive pay and benefits.
All these reveal that the TALENT will thrive where there is
-freedom to show innovation
-facilities are made available
-creativity is appreciated
-creativity is given the opportunity, it deserves.
-creativity is given recognition
etc.
----------------------------------------------------------------- --------------------
Guidelines for Retaining TALENTED Employees
Develop a process to identify key individuals and positions needed in the
transition and in the new organization.
Focus on retaining the true "value creators" in the organization, not just top
management players.
Determine how long you need to keep various people on the basis of
business needs, and offer them stay bonuses as appropriate.
Assess employees against key competencies required for key positions. Use
these to objectively assess talents you will retain to meet important business
needs.
Remember‑when you dictate objectives, people show less commitment, but
when the process is collaborative, there is visibly more commitment. Involve
key talent in a "retention task force" where they can have input into
workforce planning and participate in discussions to help determine what it
will take to keep key talent in the new organization.
Determine which individuals will need to be relocated, if any, as early as
possible in the transition process.
Tell people what you know as quickly as you know it, and tell them what you
do not know.
Try to minimize the time that employees must endure a period of uncertainty
about whether they will be staying or leaving.
Consider developing a retention bonus plan for those considered absolutely
critical to the organization's success during and after the transition.
Understand up‑front that retention bonuses can have unintended
consequences and limited success. Those who get stay bonuses may be
seen as "the anointed ones" by those who don't receive such bonuses. Be
prepared to risk losing these people. Those who receive the bonuses will also
have a date by which they can voluntarily leave the organization and still
receive a bonus.
Approach all those you want to retain one‑on‑one and let them know they are
important to the organization's success. The simple phrase "I need your help"
has a kind of magic in it. "Re‑recruit" these people by letting them know what
is in it for them if they choose to stay on.
Try to retain all star performers and high performers even though their jobs
may have been eliminated in the reorganization. This is the same principle by
which professional sports teams draft "the best available athlete." However,
be mindful of the fact that if YOU cannot find a challenge that fits their talent,
you will not be able to keep them.
Regards
shubha
From United Arab Emirates, Dubai
Acknowledge(0)Amend(0)
Hi,
Talent management is a strategic approach to managing human capital, the most valuable assets of your company. Talent management helps in managing people throughout the career cycle of employees, including recruiting, selecting, retaining, developing, and transitioning the most important assets.
This process of talent management can be divided into the following parts:
- Attracting talent:
- Assessment & Selection
- Acquisition planning
- Retaining talent:
- Retention strategies
- Developing talent:
- Career development/Career management
- New job integration
- Leadership development
- Executive coaching
- Team building
- Succession planning
- Transitioning talent:
- Outplacement
- Senior management programs
- Retirement planning
All of this can give you a comprehensive look at talent management. Hope it will be of help.
Cheers,
Archna
From India, Delhi
Acknowledge(0)Amend(0)
Talent management is a strategic approach to managing human capital, the most valuable assets of your company. Talent management helps in managing people throughout the career cycle of employees, including recruiting, selecting, retaining, developing, and transitioning the most important assets.
This process of talent management can be divided into the following parts:
- Attracting talent:
- Assessment & Selection
- Acquisition planning
- Retaining talent:
- Retention strategies
- Developing talent:
- Career development/Career management
- New job integration
- Leadership development
- Executive coaching
- Team building
- Succession planning
- Transitioning talent:
- Outplacement
- Senior management programs
- Retirement planning
All of this can give you a comprehensive look at talent management. Hope it will be of help.
Cheers,
Archna
From India, Delhi
Acknowledge(0)Amend(0)
Hey there... I had recently worked on a ppt presentation on talent management...Attached the file...Go through it if you are interested Regards, Jyoti P.
From India, Mumbai
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
Talent Management is all about maintaining and retaining your resources by providing them opportunities to grow within the organization. This is done by identifying the training needs and potential development areas. Talent Management focuses on retaining the best talent available within the organization.
Regards,
Bala
Acknowledge(0)Amend(0)
Regards,
Bala
Acknowledge(0)Amend(0)
Very nice presentation in the PowerPoint. I entirely agree with one of the slides which states that it increases employee satisfaction. If you have an aptitude for something but your heart is not in it, to my mind that is not talent because you may not be able to do well in all situations. For example, the director of movies like Iqbal and Dor was a chemical engineer by profession but his heart was not in it, and he opted for films. Normally, heart and soul are not given their due importance, but some American consultants have started serious research on this - if interested, links on my blog - http://mypyp.wordpress.com/.
Talent, to my mind, is being able to do a task effortlessly, spontaneously, and willingly and looking good while doing it.
One slide mentions that those who do not meet organization expectations exhibit a lack of talent. To my mind, they too need to be correctly placed in jobs and roles that suit their profile. The book "First, break all the rules" giving an example of "Tough love" shows how employees are fired by their bosses and then correctly placed by the same bosses in other companies. Have you ever heard of the phrase "I love you and therefore I am firing you"? The right placement after the person doing the firing is the finest example of talent management. The most important thing in the world is to detect latent talent or "what is uniquely you?". People can spend a lifetime without knowing that about themselves.
The bird slide at the end is also quite profound. I recently read somewhere that every Borg needs a McEnroe (Tennis) and similar other examples of how one's talent shines when challenged by an adversary. The singing birds reminded me of Lata Mangeshkar who had a virtual monopoly for a very long time but fortunately, others have turned up.
From India, New Delhi
Acknowledge(0)Amend(0)
Talent, to my mind, is being able to do a task effortlessly, spontaneously, and willingly and looking good while doing it.
One slide mentions that those who do not meet organization expectations exhibit a lack of talent. To my mind, they too need to be correctly placed in jobs and roles that suit their profile. The book "First, break all the rules" giving an example of "Tough love" shows how employees are fired by their bosses and then correctly placed by the same bosses in other companies. Have you ever heard of the phrase "I love you and therefore I am firing you"? The right placement after the person doing the firing is the finest example of talent management. The most important thing in the world is to detect latent talent or "what is uniquely you?". People can spend a lifetime without knowing that about themselves.
The bird slide at the end is also quite profound. I recently read somewhere that every Borg needs a McEnroe (Tennis) and similar other examples of how one's talent shines when challenged by an adversary. The singing birds reminded me of Lata Mangeshkar who had a virtual monopoly for a very long time but fortunately, others have turned up.
From India, New Delhi
Acknowledge(0)Amend(0)
In real life, talent management also takes place by instinct when functional talent reveals the working identity.
According to Morgan and Banks (Former HRD consultant in 28 countries), General Electric's famous CEO, Jack Welch, hired three lawyers who were all seen to have strengths beyond GE's legal department. Welch recognized their abilities and encouraged them to concentrate on the business side of the corporation. One became the head of GE's aviation finance operation, another took charge of business development, and the third became President of GE Japan.
In real life, talent management can happen through years of experience and gut feel. I was recently watching the Amitabh Bachchan starrer Zanjeer, which was his first big hit. In between, there were captions narrating incidents in the movie. One of them said that many distributors had withdrawn money saying, "Who is this tall idiot?" However, director Prakash Mehra stuck to his instincts, and that movie became Bachchan's first hit after which he never looked back. Heroines used to refuse to work with him, and another director (with whom he made some of his greatest hits) also told him to cut his legs and come. Very few thought much of him in his days of struggle. The same director tried the same with actor Raj Kumar's son but failed.
Though the director is the captain of the ship and nobody gets a director's job without prior experience, Subhash Ghai was given such a chance and became one of the country's biggest directors.
From India, New Delhi
Acknowledge(0)Amend(0)
According to Morgan and Banks (Former HRD consultant in 28 countries), General Electric's famous CEO, Jack Welch, hired three lawyers who were all seen to have strengths beyond GE's legal department. Welch recognized their abilities and encouraged them to concentrate on the business side of the corporation. One became the head of GE's aviation finance operation, another took charge of business development, and the third became President of GE Japan.
In real life, talent management can happen through years of experience and gut feel. I was recently watching the Amitabh Bachchan starrer Zanjeer, which was his first big hit. In between, there were captions narrating incidents in the movie. One of them said that many distributors had withdrawn money saying, "Who is this tall idiot?" However, director Prakash Mehra stuck to his instincts, and that movie became Bachchan's first hit after which he never looked back. Heroines used to refuse to work with him, and another director (with whom he made some of his greatest hits) also told him to cut his legs and come. Very few thought much of him in his days of struggle. The same director tried the same with actor Raj Kumar's son but failed.
Though the director is the captain of the ship and nobody gets a director's job without prior experience, Subhash Ghai was given such a chance and became one of the country's biggest directors.
From India, New Delhi
Acknowledge(0)Amend(0)
Hi,
This is Rachna from Mumbai, studying BMS. I have selected Talent Management as my topic for the project submission. It is a 100 marks project. Can anyone help me or guide me on the things like what is to be covered in this topic and how to proceed with it?
My email id is rachna_blossoms@yahoo.co.in. Please help me out.
Thanks
Acknowledge(0)Amend(0)
This is Rachna from Mumbai, studying BMS. I have selected Talent Management as my topic for the project submission. It is a 100 marks project. Can anyone help me or guide me on the things like what is to be covered in this topic and how to proceed with it?
My email id is rachna_blossoms@yahoo.co.in. Please help me out.
Thanks
Acknowledge(0)Amend(0)
Talent Management
In most organizations, the infrastructure of human resources systems and processes is a jumble of unconnected, incomplete, and inconsistent methodologies.
1.Identifying, selecting and cultivating Superkeepers. Superkeepers are employees who have demonstrated superior performance, who have inspired others to achieve superior performance, and who embody the core competencies of the organization. They are role models for success and the organization can neither afford to lose them nor fail to take advantage of their ability to contribute to organization excellence. Their loss or absence severely retards organization growth because of their disproportionately powerful impact on current and future organization performance. Bill Gates once said, “Take our twenty best people away from us and I can tell you that Microsoft would be an unimportant company. Typically, no more than 3% to 5% of an organization’s workforce are classified as Superkeepers.
2.finding, developing, and positioning highly qualified backups for key positions. Key positions are critical to organization continuity. They cannot be vacant for any length of time nor can they have less than a highly qualified, readily available backup. Gaps in replacement activity for key positions are highly disruptive, costly and distracting to the organization. Typically, no more than 8% to 12% of an organization’s positions are classified as key.
3.Allocating resources(compensation, training coaching,etc) to employees based on their actual and /or potential contribution to organization excellence. An organization will not accomplish anything if it invests in everything. Therefore, an organization must invest in employees based on a clear hierarchy of contribution. Poor allocation of compensation and training and development resources can lead to unwanted turnover and morale and performance problems, particularly in Superkeepers and Keepers. After superkeepers, the hierarchy of investment includes Keepers. These employees exceed performance expectations, help others to improve their performance, and exceed expectations in demonstrating organization core competencies. They represent between 20% and 25% of an organization’s workforce. Large investments should be made in this group.
4.Solid Citizens represents about 70% of the workforce. They meet expectations for performance, enhance the work of others, and meet expectations in demonstrating organization competencies. Organizations invest in enhancing this group to ensure that Solid Citizens continue to contribute to organization success. They must not invest at the same level per employee as they do for Superkeepers and Keepers.
5.Last, there are Misfits. This group contains employees who do not meet organization expectations for performance, working with others, an/or organization competencies. Some remedial investments might be made with this group, but unless a Misfit rapidly becomes a Solid Citizen, the “plug” should be pulled on all investments and the employee should be terminated. Typically no more than 5% of an organization’s employees are designated as Misfits.
From India, Nagpur
Acknowledge(0)Amend(0)
In most organizations, the infrastructure of human resources systems and processes is a jumble of unconnected, incomplete, and inconsistent methodologies.
1.Identifying, selecting and cultivating Superkeepers. Superkeepers are employees who have demonstrated superior performance, who have inspired others to achieve superior performance, and who embody the core competencies of the organization. They are role models for success and the organization can neither afford to lose them nor fail to take advantage of their ability to contribute to organization excellence. Their loss or absence severely retards organization growth because of their disproportionately powerful impact on current and future organization performance. Bill Gates once said, “Take our twenty best people away from us and I can tell you that Microsoft would be an unimportant company. Typically, no more than 3% to 5% of an organization’s workforce are classified as Superkeepers.
2.finding, developing, and positioning highly qualified backups for key positions. Key positions are critical to organization continuity. They cannot be vacant for any length of time nor can they have less than a highly qualified, readily available backup. Gaps in replacement activity for key positions are highly disruptive, costly and distracting to the organization. Typically, no more than 8% to 12% of an organization’s positions are classified as key.
3.Allocating resources(compensation, training coaching,etc) to employees based on their actual and /or potential contribution to organization excellence. An organization will not accomplish anything if it invests in everything. Therefore, an organization must invest in employees based on a clear hierarchy of contribution. Poor allocation of compensation and training and development resources can lead to unwanted turnover and morale and performance problems, particularly in Superkeepers and Keepers. After superkeepers, the hierarchy of investment includes Keepers. These employees exceed performance expectations, help others to improve their performance, and exceed expectations in demonstrating organization core competencies. They represent between 20% and 25% of an organization’s workforce. Large investments should be made in this group.
4.Solid Citizens represents about 70% of the workforce. They meet expectations for performance, enhance the work of others, and meet expectations in demonstrating organization competencies. Organizations invest in enhancing this group to ensure that Solid Citizens continue to contribute to organization success. They must not invest at the same level per employee as they do for Superkeepers and Keepers.
5.Last, there are Misfits. This group contains employees who do not meet organization expectations for performance, working with others, an/or organization competencies. Some remedial investments might be made with this group, but unless a Misfit rapidly becomes a Solid Citizen, the “plug” should be pulled on all investments and the employee should be terminated. Typically no more than 5% of an organization’s employees are designated as Misfits.
From India, Nagpur
Acknowledge(0)Amend(0)
Hi, The information which others have provided is good. If I am not wrong Johnson & Johnson Medical India a division of Johnson & Johnson Ltd. are into this project. Check it out Shanti :)
From India, Mumbai
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
Hi Jothy,
I am a new member to this site. I saw your PowerPoint presentation on talent management, and I must say it's excellent. I would like to know which tools or methods we should use to implement this in an organization. Please help me.
Regards,
Vino
From India, Madras
Acknowledge(0)Amend(0)
I am a new member to this site. I saw your PowerPoint presentation on talent management, and I must say it's excellent. I would like to know which tools or methods we should use to implement this in an organization. Please help me.
Regards,
Vino
From India, Madras
Acknowledge(0)Amend(0)
:) Thanks jyoti that quite a ppt on talent mgt.It gives good view of what really goes in it Pl send me requisite formats & templates for the same Regards Vikas Bhardwaj Practeam
From India, New Delhi
Acknowledge(0)Amend(0)
From India, New Delhi
Acknowledge(0)Amend(0)
Talent Management is competency development, recruitment, staffing development, retention of staff, and evaluation of talent extending to opportunities for display and application of the same in their work profiles as value-added services to the organization.
The results of effective execution of this brainwave include increased revenue, productivity, quality, customer satisfaction, and also contribute to employee retention, decreased cost to the company, decreased cycle time, and decreased risk of errors.
In a nutshell, this will help all employees of the organization to be jacks of many traits and masters of one, leading to an enjoyable and more efficient working atmosphere in the organization.
Regards,
Gouri
From India, Pune
Acknowledge(0)Amend(0)
The results of effective execution of this brainwave include increased revenue, productivity, quality, customer satisfaction, and also contribute to employee retention, decreased cost to the company, decreased cycle time, and decreased risk of errors.
In a nutshell, this will help all employees of the organization to be jacks of many traits and masters of one, leading to an enjoyable and more efficient working atmosphere in the organization.
Regards,
Gouri
From India, Pune
Acknowledge(0)Amend(0)
Dear Jyoti,
I am unable to open your presentation on Talent Management. Kindly email me the presentation at anniemoothedam@vsnl.net. I would greatly appreciate it. Please note that many individuals do not accommodate such requests.
With Regards & Thanks,
Ann M
From India, Mumbai
Acknowledge(0)Amend(0)
I am unable to open your presentation on Talent Management. Kindly email me the presentation at anniemoothedam@vsnl.net. I would greatly appreciate it. Please note that many individuals do not accommodate such requests.
With Regards & Thanks,
Ann M
From India, Mumbai
Acknowledge(0)Amend(0)
Hi there,
I am Naveen, in my final year of MBA in HR. I am currently working on a project titled "Talent Management: The Need of the Hour." I would like you all to advise me on this, and I will keep you updated on my project's status.
I have divided my project into four parts:
1. Conceptual approach
2. Case study approach
3. Gap analysis
4. Suggestions and Recommendations
Please do let me know any information that could be helpful for my project.
Hi Divya, I couldn't open that PowerPoint presentation. Could you please send it to simplyveen@gmail.com?
NAVEEN
MB HR and Marketing
University of Hyderabad
From India, Hyderabad
Acknowledge(0)Amend(0)
I am Naveen, in my final year of MBA in HR. I am currently working on a project titled "Talent Management: The Need of the Hour." I would like you all to advise me on this, and I will keep you updated on my project's status.
I have divided my project into four parts:
1. Conceptual approach
2. Case study approach
3. Gap analysis
4. Suggestions and Recommendations
Please do let me know any information that could be helpful for my project.
Hi Divya, I couldn't open that PowerPoint presentation. Could you please send it to simplyveen@gmail.com?
NAVEEN
MB HR and Marketing
University of Hyderabad
From India, Hyderabad
Acknowledge(0)Amend(0)
Talent Management, in simple terms, is ensuring the appropriate mix of competencies, knowledge, and attitudes required to fuel organizational performance at all costs. It includes:
- Talent acquisition - Recruitment
- Engagement - keeping the people involved & charged
- Dynamic Performance Appraisal
- Training & Competency maintenance
Furthermore, HRIS, processes, and bench strengths have to be in place. In fact, that is the reason for HR's existence.
Regards,
Vikas
Practeam - Recruitment & Training
Saksham Advisory
From India, New Delhi
Acknowledge(0)Amend(0)
- Talent acquisition - Recruitment
- Engagement - keeping the people involved & charged
- Dynamic Performance Appraisal
- Training & Competency maintenance
Furthermore, HRIS, processes, and bench strengths have to be in place. In fact, that is the reason for HR's existence.
Regards,
Vikas
Practeam - Recruitment & Training
Saksham Advisory
From India, New Delhi
Acknowledge(0)Amend(0)
Hi Archana,
I am new to this forum. I was going through the posts and came across your post on talent management. It was very nice. I liked the way you explained the whole thing in a structured way. You seem to have a good insight about it. I guess I can ask for some guidance.
I have been in the ITES/BPO industry for almost 8 years now. Currently, I am working as a manager ops with one of the MNCs. I have always been very interested in the HR function, especially talent acquisition and management. I have assisted the HR department often to understand and learn the function in detail. However, being a hardcore operations person, it is very difficult to move to HR. I don't think a part-time or distance MBA would help. Can you please suggest what I can do to make this career shift? I am kind of desperate to shift my career and get into what I really like doing.
--Knightrider
Acknowledge(0)Amend(0)
I am new to this forum. I was going through the posts and came across your post on talent management. It was very nice. I liked the way you explained the whole thing in a structured way. You seem to have a good insight about it. I guess I can ask for some guidance.
I have been in the ITES/BPO industry for almost 8 years now. Currently, I am working as a manager ops with one of the MNCs. I have always been very interested in the HR function, especially talent acquisition and management. I have assisted the HR department often to understand and learn the function in detail. However, being a hardcore operations person, it is very difficult to move to HR. I don't think a part-time or distance MBA would help. Can you please suggest what I can do to make this career shift? I am kind of desperate to shift my career and get into what I really like doing.
--Knightrider
Acknowledge(0)Amend(0)Join Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
Talent Management Emerges as Top European HR Challenge.doc
Top 10 Best Practices in HR Management For 2011.pdf