Blog

Mediocre people occupying senior leadership positions is one of the chief reasons for the fiasco and humiliation that organizations like Enron and WorldCom faced.  The practice of recruiting average people at the top is omnipresent and often goes unnoticed until the results begin to surface, which is typically too late for any intervention.

Smart people decisions matter a lot in achieving profitability.  Research indicates that a return on average human asset of 5% is typical in many industries. 

Inadequately structured jobs create disputes, negative perceptions, inequality, and frustration among employees.  On the other hand, well-articulated jobs, appropriate distribution of work, justified authority levels, and correct estimation of value of individual jobs elevate employee engagement levels, productivity, and job satisfaction.  Organized job levels are a sign of effective Human Resources Management function.

The lack of a structured job design—and ill-defined jobs—renders the organiza

Enterprises worldwide face problems selecting, staffing, developing, compensating, motivating, and sustaining their key talent.  Building a sustainable Talent pipeline is quite strenuous even for large multinationals.

Replicating best practices from somewhere and applying them alone isn’t sufficient for organizations to build a Talent pipeline and achieve Competitive Advantage.  This warrants overcoming arduous challenges associated with this digital age, including:

• Adjusting to varying dynamics i