The Critical Alignment

In evaluating whether an organization is operating at the intersection of strategy and talent, CEOs, CHROs, executive teams, and even boards of directors confront two high-stakes questions:

1.   Are all talent processes aligned with one another in a manner that most effectively and efficiently delivers necessary talent to the business?

2.   Is there are a measurable impact of these processes on the execution of business imperatives?

In far too many cases, the answer to both questions is no. A disconcerting 83 percent of CHROs express concern that their organizations do not possess the talent needed to deliver on strategic priorities, according to Korn Ferry research.1

This is troubling news. ...

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