Talent Management

The employment landscape is rapidly changing, demanding that employees build new skill sets.

HR’s move away from traditional performance reviews is a mistake that will backfire.

Leaders need to take active roles in preparing their employees for the new world of work.

Today’s best leaders embrace technology as a management tool but retain a human touch, too.

People who are satisfied with the current way of doing business are not likely to transform it.

Robots that use body language can have a positive effect on their human colleagues.

Some women who feel like they won’t “fit” a job description will talk themselves out of wanting it.

The “intangible assets” people bring to their jobs are valuable — but challenging to quantify.

Research finds that teams lacking diversity may be more susceptible to making flawed decisions.

For young adults, even a single day without access to their cellphones can be anxiety-producing.

The U.S. military is experimenting with ways to make faster — and smarter — decisions.

Organizations need decision makers with central (and internalized) moral identities.

Getting business value from data depends on developing effective analytics teams — leaders included.

A global survey finds that AI is delivering value to companies that use it across operations.

With people living longer than ever, there must be a way to promote regular education.

The key for managers is less emphasis on how they rate employees and more on how they talk about performance improvement.

With digital skills in short supply, companies must rethink the ways they engage with key talent.

Four management practices can help organizations succeed at their remote policies.

In certain circumstances, managers are more responsive to suggestions from the opposite gender.

It pays to ask yourself whether your job is common and repetitive enough to be done by a machine.