Right Management Coaching Study: How Is Your Organization Using Coaching to Increase Performance?
Use this link to participate in our on-line survey.
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Profile in Executive Leadership: David Pylipow, Executive Vice President of Human Resources, Supervalu, Inc.
As a $44 billion Fortune 500 company, Supervalu, Inc. is the third-largest grocery retailer in the United States, with 2,500 locations and 200,000 employees. David Pylipow is Executive Vice President, Human Resources, at the company’s corporate headquarters in Eden Prairie, Minnesota. He recently had a key opportunity to demonstrate his strong HR leadership capabilities by contributing significantly to the success of a major merger. He spoke with us about lessons he has learned in leadership, the challenges of merging two organizations, work-life balance and his personal leadership philosophy.
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Right Management Research Findings: The Key to Combining Two Organizations
Right Management has been known for its proprietary research studies into the critical people issues that arise during mergers and acquisitions. Proper handling of these issues can make the difference between a deal that ultimately succeeds and one that fails.
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Strategy: Preparing for Retiring Boomers with Strategic Succession Planning
Many companies haven't required a lot of structure around planning for succession in senior positions, because they have had the opportunity to carefully manage retirements one at a time. Now, with so many senior leaders poised for retirement and with the pressure to perform so intense at these levels, organizations are facing more vacancies and less time to make promotion decisions.
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Quick Poll Findings: Talent Management Priorities in 2008
Leaders will focus their talent management efforts in 2008 on the retention of high-potential employees, the development of future leaders and increasing employee engagement and alignment, according to a by survey by Right Management.
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The Right Results: Assessment's New Role in Transforming Organizational Performance
Not so long ago assessment was viewed largely as a tool for helping organizations hire, develop and promote better quality workers and leaders. These assessments were often conducted independent of one another using a range of standards, reports and feedback mechanisms. Individual assessments were not correlated with team assessments, organizational assessments or strategic business assessments. The net effect was an ill-defined and disjointed talent management process that often confused or even frustrated managers and employees alike and did not translate well into business strategy.
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