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Do CHROs need a background in Human Resources to be effective at driving talent management? Our research from our New Talent Management Network provides some insights

73% of companies have decided that lying to their employees about their potential to advance is the right choice. Does their logic hold up? We present compelling reasons why more transparency – especially with your top talent — is always the right choice.

Your company’s talent philosophy captures your “rules of the road” for managing talent. Map your curves to see if the talent philosophy you state is the philosophy that your employees experience.

Every week a new headline emerges about the dismal state of employee engagement and what must be done to address it. Before you jump into action, consider this: it’s not true. Engagement is just fine and global averages tell us nothing.

Surprisingly few organizations can crisply explain their talent strategy or show the tangible links to company success. We offer below an approach for creating a simple, thorough and powerful plan for using talent to reach your business goals.

When we see organizations fail in their transformation efforts, we find that many of them have not asked and answered three fundamental questions about how to succeed in the transformed company:

1. Do people know what to do?
2. Do they know how to do it?
3. Do they want to do it?

The growing momentum of AI, machine learning and data analytics offers HR the opportunity to make smarter, faster people decisions. But, has HR considered the true implications of an AI-enabled world and how managers will react to it?

You can radically simplify your talent management practices by eliminating activities that don’t add value. Here are ten ways to instantly reduce complexity for yourself and your managers.

Many companies still refuse to be transparent with their employees about their potential to advance. Our last survey on the topic found that ~60% of companies don’t explicitly communicate with their employees about their potential. Those companies often say they’re concerned that if some employees are told they have high potential to advance, it will disengage employees who learn they’re not in that category. That’s true only if being a high potential is seen as the only “prize” at your company.