Fisher Rock Blog

Strategy execution starts with strategic alignment

2010-07-07T19:52:00.000-07:00

The latest issue of HBR reports on a study that was conducted with the HBR Advisory Council (a representative group of readers that the journal engages for insights) about strategy and execution in their organizations. Results came from a total of 1,075 respondents and four main points stood out:

1. The biggest execution challenge is making strategy meaningful to frontline workers.

2. A lot of people can’t even tell you what their firm’s strategy is.

3. Strategy still comes mainly from the top.

4. People involved in its development are the most likely to buy in.

We'd like to focus on finding #2 for a minute. In the HBR research, the question was asked to participants: "can you state your strategy?" Although that is a useful question to ask, when it comes to the organizations we work with, we use a different assessment approach which focuses more on the actual content of the strategy and look more like a knowledge test. Concretely, we would ask all employees to review a list of 15-2- statements about the organization strategy. Except that only 5-6 of these statements would be accurate and the others, either diametrically opposed or representative of the organization's former strategic orientations. The value of this assessment over the HBR question would be at least twofold:

1. It would provide an objective measure of strategic alignment - not a a subjective one.
2. It would help senior management understand the nature of potential misalignments and guide more precisely any subsequent strategy development and communication efforts.

Michel

Are we developing the senior leaders for tomorrow?

2010-01-05T16:26:00.000-08:00

CEOs, Heads of HR, Talent Management professionals continually asks this question about their organization and their ability to select and prepare senior leaders for the future. We offer the following quick top 10 check list to them to help them take the pulse of their leadership development systems:

1. Employees are encouraged to gain knowledge and experience outside their current or past areas of concentration.
2. New organizational members are recruited from a variety of learning institutions, industries, and regions.
3. There are processes in place to share talent across organizational boundaries (regions, functions, business units).
4. Learning and development of self and others are heavily weighted in career and succession planning.
5. Talent development items are consistent items on leadership teams' agendas across the organization.
6. Leadership talent metrics are collected and discussed at all levels of the organization.
7. Leaders are frequently and visibly heading leadership development efforts.
8. HR and Talent Management professionals are engaged in strategic business processes.
9. Leaders are rewarded for increasing the movement of talent across organizational boundaries.
10. Individual contributors and functional specialists are less likely to access senior roles or sit on the top leadership team than executives with a broader range of experiences.

Does Size Matter?

2009-07-14T05:16:00.000-07:00

As much as the idea of a linear relationship between organizational size and size of the Talent Management function is an attractive one, the relationship between the two is far from simple and many other variables come into the mix.

As you plan on designing and staffing a Talent Management organization, here are a few questions to consider:

• Would you consider the organization fairly sophisticated in its TM practices?
• Does the organization pursue multiple lines of business?
• Is the organization multi-local, with very different talent needs across regions?

If you answer yes on any of these three, your organization is more diverse in its needs than the average. Therefore you are likely to need more dedicated TM resources than the average. Now consider the following questions:

• Are line managers proficient in and accountable for key TM practices (selection, onboarding, development, succession management, etc.)
• Are there opportunities to share TM practices across business or geographic boundaries (e.g., through a global Center of Excellence or Shared Services organization?)
• Are several of your TM functions “outsourceable” ?

If you answer yes to any of these questions, you are more likely to need fewer dedicated TM resources than the average. Of course, each of these questions also impacts the type and quality of the TM talent you need to build or hire.

Five-point Leadership Development Plan

2009-06-11T21:40:00.000-07:00

Given the shifting demographics of the next 10-15 years, organizations are set to face dramatically high attrition rates among senior executive ranks. Some companies are proactively preparing themselves for this challenge and increasing their investments in identifying and developing future leaders. But many are feeling overwhelmed by the magnitude of the challenge and expressing anxiety and frustration over what they perceive as antiquated talent management principles and tools.
Observing and working with some companies at the forefront of leadership development, here are five good practices (who can really say they are best?) worth highlighting:

1. Define what Leadership Potential means
Start with looking for answer to this simple question: what is the individual's long-term career potential and to what extent does he or she appear to possess the drive and capabilities characteristics of a senior leader?

2. Zero in on development
Focus development efforts on the one or two competencies that if successfully demonstrated by candidates would help build confidence in their ability to be successful one or two levels of leadership above their current role.

3. Focus on high-impact development solutions
Clearly communicate development objectives to the candidate's new leader and other managers in the area to ensure that the candidate receives feedback and support, especially in the crucial early months of the assignment. Emphasize the importance of on-the-job forms of development and deploy intensive feedback and coaching which can best achieve significant changes to behavioral/leadership styles. Executive perspective is usually best addressed through frequent new job experiences.

4. Provide support and reinforcement
Ensure that a proactive development approach is in place to support people in stretch assignments by providing “transitional” coaching to high-potential candidates and implement onboarding processes to help candidates connect with their new leadership teams. Cross “sink or swim” assignments from your list; they mostly lead to lose-lose, disastrous results.

5. Assess development and learning agility
Define performance indicators carefully. For example, the magnitude and pace of change may over time render an executive prior experience obsolete. That is why many companies hold an executive's learning agility as the single best predictor of leadership potential.

Succession Management at the Forefront of Boards' agenda

2009-05-18T21:59:00.000-07:00

The growing public scrutiny on boards in publicly-traded companies has contributed to greatly increase their focus in several areas of management, from risk management to compensation. Although the responsibilities of a board have traditionally included CEO succession management, their line of sight would have rarely gone beyond the CEO’s heir apparent. Not so anymore. More boards are now extending the scope of their oversight to consider a broader range of succession management issues, well beyond the CEO’s leadership team. There are at least three driving forces for this increased level of board engagement. First, Competitive pressure – as companies struggle to win a competitive edge over their competitors, a strong leadership pipeline remains key to success – an asset hard to build and harder to sustain. Second, CEO turnover and executive mobility - companies compete for top executive talent and transience in the executive workforce makes it challenging for an organization – let alone their board - to know at any time their executive bench strength. Finally, Board oversight expectations – boards are now expected to know – not just believe – that the company’s leadership pipeline is strong and reliable.
To effectively respond to the heightened demand for robust succession management, we advise boards and management teams to consider the following practices:

1. Conduct a robust assessment of your internal executive talent, looking at strengths and weaknesses of executives from the top senior team to two levels down.

2. Define competencies and values needed for where the market is taking your business and assess your talent against these so that your recruitment, engagement and retention efforts are directly helping build the talent needed to lead the future organization.

3. Analyze the size and importance of talent gaps between current leadership and future needs so as to focus your selection and development efforts. Conduct this analysis with a strong knowledge and appreciation of the organization’s structure, ensuring that mission-critical roles are properly prioritized and addressed.

4. Conduct executive assessment in a cyclical way, looking for opportunities for continuous improvement.

Conducting rigorous assessment of executive talent, rooted in a clear understanding of both current role descriptions and future needs is key. Leaders – the CEO and the Board – must also show their use and command of sound critical judgment for discriminating between average and exceptional talent.

Dashboard for High-Potentials Programs

2009-03-27T06:54:00.001-07:00

Here is a dashboard template we recently designed for high-potential programs. It includes leading and lagging indicators (respectively on the left and right sides of the dashboard). Click on the image to see the details.

What is Your Executive Development Program Worth?

2009-03-19T06:56:00.000-07:00

This question is likely on the minds of many Talent Management leaders and Chief Learning Officers who are charged with bringing the right development solutions that narrow the competency gaps between what leaders can do today and what they must do tomorrow.
Surprisingly, many of them are still uncertain and reticent about deploying mechanisms to confidently uncover the answer with compelling and objective evidence. Instead, they have largely relied on attendance figures or “smile sheets” to determine whether their investments in the development of their executives – which for large Fortune 500 organizations can easily run into millions of dollars – translates into greater performance by leaders and strategic achievements for the organization.
The rationale they offer is often the same: how would one demonstrate with confidence that an executive’s participation in a development program solely accounts for changes occurring in their performance down the road?
Their hesitation is understandable but can easily be challenged with the consideration of simple solutions that, when applied with the proper level of discipline and focus, yield straighforward conclusions.

So how can it be done? Four simple questions provide the foundation of a methodology to evaluate any executive development program:

1.What is the experience of executives going through the program?
Start by asking the program participants how they are experiencing the program and determine how consistent it is with the way it was intended to be. For example:
•Did they attend and fully engage during the entire program?
•Was the program executed according to plan?
•Have participants acquired the intended skills and knowledge?
•Are participants using the newly-acquired skills and knowledge back on their jobs?

This may appear to be quite basic, but even this fundamental level of assessment often gets overlooked. There are a number of ways to accomplish this assessment can be done, including having checkpoints in the course of the program to monitor attendance and engagement in the program activities, knowledge tests, and behavioral changes resulting from program attendance.

2.How are participants using their learning and program’s takeaways to change the way they carry out their work and achieve results?
Several techniques can be used to answer this question including self-report surveys, focus groups, and observational methods. Some organizations have found great success using Behavioral Event Interviewing (BEI), a powerful interviewing technique which solicits evidence or examples of a specific competency or skill from interviewees. These data can then be organized in a dashboard that gets shared with senior management.

3.What business results are achieved by the program?
This is where the rubber meets the road and most organizations will want to know what is the final return on investment of their executive development program. Putting a dollar value on the results of a development program can be a difficult task but not an impossible one. A good place to start is to lay out a simple model showing hypothesized relationships between the executive skills and knowledge targeted by the program and “outcome” measures – those indicators of operational and financial performance that matter to your organization. For example, a Private Equity firm may be most interested in looking at the link between deal partners’ competencies in Risk Management or Analytical Reasoning and their investment performance.

4.What can be done to fix or maximize the impact of the program?
Good program assessment should logically translate into robust recommendations for program enhancement priorities. For example, when we administer a survey to program participants, we look at respondents who provided very high scores or very low scores for the program evaluation (along with their post-program 360-degree competency scores if these are available). We then conduct follow up in-depth interviews about what worked and what did not work for them in the program and focus on these results to determine which program enhancements should be considered.

If you wish to know more about our program assessment methodologies and tools, please contact us as info@fisher-rock.com.

Insights on executive onboarding from practitioners

2009-01-26T20:09:00.000-08:00

My friend Patricia Wheeler and I ran a workshop on executive onboarding today with a number of Talent Management professionals in Atlanta, GA. We asked our participants to reflect over their first-hand experience of onboarding –their own or someone else’s – and identify success factors and seeds of failure. Here is a summary of what they had to say:

Success Factors

There is an assessment of the organizational context prior to the new leader’s onboarding to assess “fit”
The hiring leader clearly communicated his/her expectations about onboarding to the team in charge of designing and implementing it.
The onboarding plan is detailed and spells out who is responsible for what.
The hiring leader made him/herself available to spend time with the new executive.
The team in which the new leader is coming on is empowered to shape the onboarding experience.

Seeds of failure

Lack of planning
Building on false assumptions from all stakeholders involved in the process.
The onboarding process fails to capitalize on the value that the new executive brings to the role – it can event restrict it by design at times.
Mentoring is unconstructive and/or absent altogether.
There is a lack of political awareness among those planning the onboarding process
Senior leadership fails to listen to opposite points of views

5-Step Approach to Creating a Talent Management Strategy

2009-01-20T06:17:00.000-08:00

One of my contacts recently asked for help on how to design a Talent Management strategy/roadmap. I shared with him the following 5-step approach and some notes:

Define the business/organizational context for your talent management strategy. What are the precipitating conditions for the roadmap? Growth, innovation, turnaround, M&A, globalization… possibly a combination of two or more?
Based on the business need, define which competencies are needed – start with general ones and move to level- or function-specific clusters – focusing on the “mission-critical” roles that need to be filled. Competency model should be short – 7 competencies at most. There are good libraries of behaviors out there so you don’t have to waste weeks on wordsmithing. But the final model should feel “close to home” and use language that everyone can relate to.
Conduct an “ideal/current” assessment of your talent management portfolio of processes and programs and based on the results define a few talent management priorities to focus on and link these priorities to key business goals. For example, if your organization is facing a dramatic turnaround, focus on a talent review process and transition management initiatives (e.g., onboarding AND outplacement), working closely with the team leading the business and organizational transformation.
Gauge the balance of recruitment vs. development efforts that can be inferred from the talent review process and staff multifunctional work teams to take on the work. Pay close attention to governance of these work reams which can easily get out of hand. Leadership must be affirmed from the start. Make timelines short, check-in frequent, metrics as tangible as possible.
Keep a systems view of your Talent Management Portfolio, looking for opportunities to establish linkages between the different areas of work. Here is a list of typical items that form a Talent Management Roadmap:
1. Recruiting & selection
2. Performance management
3. Career planning
4. Learning and Development
5. Succession and Transition Planning
6. Retention
7. Rewards and Recognition

I would add Social Networking as a discipline which transcends all 7 listed above. This is not about putting everyone on some sort of Facebook or Linked in. Talent Management Officer should work closely with leaders to create networks of professionals that align with the business priorities, and overlay – not coincide - with the formal structure and processes of the organization.

Some additional points about the process:

Senior leadership - not HR - MUST lead this work. But HR has a strategic role to play as the Steward of this work. The CEO and Key Opinion Leaders have to be on board with this work. Make sure to define who is accountable for what deliverable on your roadmap.
Don’t try to boil the ocean. Assign different levels of resources to different streams of Talent Management but revise frequently priority level s based on new data.
Learn a thing or two from your marketing stars. Be planful about how you engage and communicate with internal customer segments about Talent Management. For example, keep the unavoidable complexity of high-quality work invisible to the business partners (e.g., short and focused performance review instrument should still be validated with scientific rigor).
Measure progress and ROI in creative yet rigorous ways. Brinkerhoff’s “Success Case Method” is a great resource for how to do this.

Talent Management in a Downturn Economy

2009-01-05T20:57:00.000-08:00

By Michel Buffet & Joanna Rock

The turbulence and uncertainty that characterize today’s business and economic environment is forcing organizations and their leaders to manage two opposite forces: reducing costs in any way possible and making significant investment in resources (talent included) both to stay afloat and also to build for longer term viability and growth. One key implication for internal Talent Management professionals is a stronger imperative for working in close partnership with leadership on the following set of priorities:

Reassess
First, Talent Management professionals have to equip senior leadership with the data they need to manage priorities and make key decisions. To achieve this objective, they must:

Lead the charge on identifying the critical competencies needed to not only survive the crisis, but also maintain healthy performance and prepare for future growth.
Engage stakeholders in defining competencies, analyzing current and potential talent, and linking back to the core business activities.
Work with their business partners to decide which activities and competencies need to remain in the organization or be shared between business units or geographies. This implies that Talent management inevitably connects to organizational design considerations and requires that Talent Management professionals collaborate effectively with their colleagues in OD and Strategic Planning departments.

Rebuild
The current economic crisis is in fact a unique opportunity for Talent Management professionals to show their unique value and to win - or to further establish – their place at the leadership table. Beyond working to define and evaluate talent, Talent Management professionals must play a role in the transformation and rebuilding of the organization. To achieve this transformation three key activities are necessary:

Recruitment. Periods of economic turbulence create opportunities to pick up talent that may otherwise be out of reach in times of greater stability. For some organizations for example, it may be the right time to recruit specialists in finance and strategy coming from investment banking or consulting. These executives, hired from industries most impacted by the crisis, would enrich the strategic function of the company or upgrade talent across the board - particularly at the more senior leadership level.
Transformation. Talent Management professionals must be active members on transformation teams so that their thinking is factored in when opportunities for mergers, acquisitions, alliances, outsourcing contracts are being discussed. Talent Management must be able to provide to leadership a clear Talent Map for each stage of the value chain.
Engagement. We can’t stress enough the importance that effective internal and external communications play in times of crisis. Communications must simultaneously be honest and coherent. Talent Management professionals have an integrator role to play in bringing together their colleagues from Corporate Communication and from Learning and Development to ensure that solutions are proposed that guarantee good levels of information and engagement. Among these solutions, social networking tools are garnering greater attention as they can help decentralize information, encourage initiative and innovation, and transform the “social contract” between employees and their organization. Organizations are also well-advised to turn to innovative recognition solutions to keep employees positive about their role and their future in the organization. Last, we can’t ignore the importance of dealing with employees being let go in a fair and respectful fashion. Reputation is the most treasured possession individuals and organizations can enjoy and there is nothing like a botched wave of layoffs to leave an organization with an unsightly public image.

Re-Invent
While these times are quite challenging, there is a silver lining. The current downturn provides another opportunity for organizations and their leaders to look for deep paradigm shifts. Organizations have to reevaluate their vision and their relevance in the context of our “hotter, flatter, more crowded” world - as Thomas Friedman would describe it. The capacity to reinvent is paramount to the ability to survive:

Talent Management Professionals must find their place at the table and propose coherent strategies, aligned not only with the organization’s change efforts but also with the critical forces shaping the environment - economic, demographic, and technological.
Graduate programs geared to develop Talent Management professionals must encourage a diversity in experiences, propose a business savvy curriculum if they seriously intend on providing to their graduates desirable career opportunities.
Talent Management professionals must continue to sharpen their knowledge and their functional experiences and embrace the idea that their career trajectory could take them beyond Talent Management or Human Resources towards operational and management roles.

High Value Talent Management

2008-11-01T18:14:00.000-07:00

Based on our experience at Fisher Rock observing and advising organizations over the years - three characteristics seem to separate high-value Talent Management from others:

First, there is a clear mission statement for TM, which spells out key practices and how they align with the organization's strategic objectives. High-value TM organizations know to focus on the handful of priorities that most contribute to business results. Practically, high-value TM organizations have designed a business performance dashboard where TM metrics are linked to operational and financial results.
They show a business-like approach to the management of TM. Internal clients have limited tolerance for fuzzy concepts, pie-in-the-sky ideas, and mile-long models and templates. They need a durable pipeline of strong leaders and that's what TM professionals need to constantly think about when designing and executing their work. This does not mean "dumbing it down" but instead focusing on efforts that have demonstrable, high return on investment. Structurally, high-value TM functions are not buried in the HR functions; they have at least a dotted line to the highest levels of leadership, oftentimes the CEO himself/herself.
TM professionals operate as business professionals first; their TM skills and knowledge are explicitly put to the service of supporting growth, increasing innovation, achieving greater productivity; or whatever the strategic priority is for the organization. They are well-rounded, ideally with some P&L or line management experience.

Letting Off Managers

2008-11-01T18:03:00.000-07:00

just like onboarding new executives requires more than a basic employee orientation, the termination of executives should be approached in a planful fashion so as to minimize risks and hardship for the organization and the terminated executive alike. Following are some diagnostic questions and guidelines for leaders and HR professionals to consider:

The first step in the process is to objectively evaluate the performance of the manager:

Are there clear criteria upon which to evaluate the manager and have these been communicated clearly to him/her? These criteria may be a combination of leadership competencies and job requirements specific to the manager’s role profile. It may seem self-evident but managers should be informed as explicitly as possible in the first place of what is expected from them.

How does the executive measure up against these requirements? Is the manager delivering appropriate performance results? What is the balance of strengths and areas for development for the manager? Special attention should go to “fatal flaws” that hinder performance and can hardly be balanced by the individual’s other good qualities.

Has the manager received constructive feedback about his or her behavior? If not, this may be reason enough to move the discussion to a performance contract vs. termination. If feedback has been provided in the past, what has the manager done in response? There is a stronger case to be made for terminating managers who have made little to no adjustments in their behaviors following warnings and suggestions for development.

Members of HR and Legal should be involved from the start. If the manager is a senior person, a senior member of HR or/and an employment lawyer should be engaged in the process. HR will ensure the process is fact-based, compliant with existing laws, and opens opportunities for improvement. Before you decide to let off a manager, you need to have your ducks in a row in case he or she comes after you with a lawsuit.

Planning the Termination Process

Asking the following questions will help determine your level of readiness for moving forward with the termination process:

What is the financial risk and cost of termination? What level of impact will termination have on the organization and its performance? In making this assessment, consider both what the negative and the positive consequences may ensue from termination.

What lag of time can the organization afford in replacing the manager and how does it compare to how long it is likely to take to replace the manager? It takes at least 6 months to replace and another 6 months to ramp up a new person. Is there someone on deck to be promoted?

Consider how the organization structure and/or roles could be adjusted to make up for the manager’s termination:

What contingency plan is in place in case the manager has to leave immediately?

How do you plan to communicate the termination decision to stakeholders?

What measures can you deploy to avoid other terminations in the future?

Factors Hindering Leaders to Take Action

As leaders consider terminating a manager, they are likely to encounter a number of obstacles; first amongst them, their own beliefs and apprehension. Here are some common reasons why leaders often avoid making the tough call:

Avoidance of coming across as the “bad guy.
Belief that one can always change the flawed behaviors of others.
Feelings of guilt – for placing the manager in his or her role, failing to see “the writing on the wall” and taking the appropriate measures.
Lack of experience in dealing with poor performance.
Fear of a “shock wave” inside or outside the organization with potential negative business impact.
Belief in needing more data to back a claim for termination.
Lack of confidence in being able to replace the manager being terminated.

Guidelines for Managing and Communicating Termination

Three things you should do after you have made the decision to terminate the manager:

Clearly explain the rationale for termination. Anyone being terminated will want an explanation of why he or she is being let go. Having a clear, forthright and non-negotiable explanation of the reason for the decision is a minimum standard. The rationale should be succinct and backed up with data. At this stage of the process it is a good idea to engage an outplacement counselor who can help the manager being terminated focus on next steps in a safe and professional manner.

After the decision is made, focus on transition. No termination discussion should be started unless the decision is irrevocable. Since the decision is not up for debate or modification, there is no point in churning on the details behind the decision. Help the individual to understand the decision, then quickly move on to discuss the ways in which you are prepared to assist his/her transition into the next segment of his/her career.

Follow principles of effective communication. You should identify and prioritize the various stakeholders who need to understand the termination decision. Frame the decision in the context of the organization’s strategy execution plan and build understanding through consistency of message. Also, be explicit about what this decision means for the individual(s) with whom you are communicating, and provide regular updates on any related changes, which will impact them. Your objective at this point is to help the remaining members of the organization focus on the going forward objectives of the organization and their own accountability for achieving these objectives.

Executive Onboarding

2008-11-01T17:55:00.000-07:00

Challenges of Integrating New Executive Hires

When asked to comment on their onboarding experience, many executives respond it felft like “sink or swim”. Their stories share common themes: too few opportunities to network with the appropriate stakeholders, limited availability of relevant information, unclear or conflicting goals and expectations, lack of direction and mentoring. Not surprisingly, high turnover rates are observed among new executive hires - nearly 40 percent of new leaders fail in their new roles within the first eighteen months of their tenure. The figure is even higher for women and minorities. Beyond the damage incurred to the individual, failure to retain key talent early in their tenure negatively impacts the reputation of the organization as an employer of choice and weakens the leadership talent pipeline in the longer term.As a result, many organizations have implemented onboarding processes to curb this talent drain. However, these processes tend to focus on the more tactical aspects of onboarding – a sort of enriched version of good old employee orientation. The more strategic and interpersonal aspects of onboarding are often overlooked. Few organizations have differentiated onboarding processes for new hires at the senior executive level. Moreover little is done to formally measure onboarding effectiveness beyond completion check marks and “happy sheets.” Executive hire attrition figures are certainly informative but would you drive your car only watching the rear-view mirror?

Conducting Effective Executive Onboarding

Executive onboarding serves three main objectives: two-way learning between the onboarding executive and the organization, relationship building and networking with key stakeholders, and acceleration of performance. To achieve these objectives, I strongly recommend the following three steps :

Conduct a formal initial assessment of the onboarding executive and the organizational context to determine areas of strength and alignment, as well as potential derailers to watch for during the onboarding process. At Fisher Rock, we use customized combinations of personality, leadership and organizational assessment instruments which may include network analysis, one-on-one interviews, and the Hogan Leadership Forecast Series™.
On the basis of the initial assessment result, define an onboarding roadmap that includes a balanced mix of learning activities, communications and networking events. Ultimately, all elements of the onboarding process should support the executive’s strategic priorities.
During and after the formal period of onboarding, use customized assessments to gauge the effectiveness of the onboarding process. This helps track process completion and satisfaction as well as transfer of learning, engagement, alignment and performance. One of the assessment I personally favor is a review of the scope and strength of the onboarding executive’s “personal social network” with key stakeholders (leaders, peers, direct reports, clients, etc.) before and after the onboarding phase to determine the effectiveness of the process.

Factors of Onboarding Success

When introducing or modifying an executive onboarding process in the organization, the following factors should be considered:

The organization’s senior leadership must show its buy-in in visible and inspiring ways.
Executive Onboarding must be integrated withing a broader Talent Management Strategy and be coordinated with other processes such as talent acquisition and succession management.
Human Resources has to work as a strategic partner to senior management, steering the mechanics of onboarding but holding management accountable for the successful integration of new executives.

Welcome to the Fisher Rock Blog!

2008-10-31T06:35:00.000-07:00

stay tuned for short opinion pieces on organizational change and talent management.