Posts Tagged ‘talent development’

Talent: The Hot Topic for 2014

Thursday, February 13th, 2014


2014 is the year for Talent. Companies need to keep their eye on their talent, as well as re-invest in their people.  Studies show that 2014 is the year people will finally consider or make a job move. Add to this the fact that organizations looking to retain talent are expected to spend money on learning and development.

What are you doing to find this talent hitting the job market?

What are you doing to develop your talent?

How are you keeping employees satisfied and productive?

#1: Recruiting and Selection: One in Five Workers Plan to Change Jobs in 2014. Twenty-one percent of full-time employees plan to change jobs in 2014, the largest amount in the post-recession era and up from 17 percent in 2013, according to a survey conducted online by Harris Interactive from Nov. 6 to Dec. 2. The survey participants included 3,008 full-time, private sector employees across industries and company sizes.

#2:  Job Satisfaction: A drop in job satisfaction may account for the expected rise in turnover. Fifty-nine percent of workers are satisfied with their jobs, down from 66 percent in 2013; 18 percent are dissatisfied, up from 15 percent last year. Those who are dissatisfied cite concerns over salary (66 percent) and not feeling valued (65 percent) most often as reasons for their dissatisfaction, according to the Harris Interactive survey.

#3: Talent Development:  In November and December of 2013, Corporate Learning Network surveyed dozens of learning and development leaders. Here are key findings:

  • Learning and training is hot again. After years of reduced budgets, more than half of learning and training leaders surveyed projected increased budgets in 2014. YEAH!
  • Classroom training still accounts for the majority of spending, but L&D leaders continue to allocate more funds to blended learning. GREAT IDEA!
  • Aligning learning with the company’s growth objectives tops the list of how learning and training executives plan their future budgets allocations.  A MUST!
  • Two in five learning and training leaders are not aware of their competitors’ learning and training methods. This is a major blind spot. YIKES!

Talent on the move can be an opportunity or liability for your company. Which will it be?

Survey Says…

Wednesday, February 5th, 2014

“One in Five Workers Plan to Change Jobs in 2014 …” read more

“Many Employed Workers Haven’t Sought A
New Job In Years …”  read more  


What both surveys indicate is that 2014 looks like the year the job market turns around.  “Twenty-one percent of full-time employees plan to change jobs in 2014, the largest amount in the post-recession era and up from 17 percent in 2013,” according to the survey conducted online by Harris Interactive.  However, respondents expect the effort to challenging.

What does this mean for employers?

Retention and Engagement is critical. Ramp up initiatives that keep employees happy and involved.

  • Review current development programs and make sure they are better than your competitors.
  • Give thanks to employees as a lasting reminder of your appreciation. Make formal rewards and recognition a part of your company culture.
  • Ask employees what they need through surveys, focus groups or one-on-one interviews.

Experienced talent will be hitting the marketplace. Now is the time to review your hiring practices, make sure your recruiting message is effective, and you are prepared.

  • Clear communication should reflect the personality of your organization to attract and connect with the right talent, as well as retain existing employees.
  • Ensure the acquisition and hiring team is in alignment from sourcing talent to interviewing for skills, competencies and culture fit.
  • Use existing employees to act as talent ambassadors.

Take a look inside your organization. This is a good time to complete an Employee Audit. The Audit is an evaluation that identifies how people move through the employee lifecycle from acquisition > onboarding > development > departure.

  • Assess the entire relationship to uncover what is working and what can be strengthened.
  • Take a hard look at systems, processes and development initiatives to clarify strategic priorities, solutions that will address people pains, and talent hurdles that your organization may face in 2014.
  • Create a plan to address challenges to avoid losing key employees.
  • Evaluate your acquisition process to take advantage of key talent hitting the market.

Be prepared for change. Losing employees, hiring new employees or retaining existing talent all require change. With the talent outlook in 2014 changing, it is time for organizations to make smart decisions about investment in the people they seek, hire and retain.

Renewed optimism about the job market can be an asset or a liability for your company. Which will it be?  

April Showers Bring May Flowers

Wednesday, April 3rd, 2013
And flowers bring smiles to the people in our organizations. But what gets them inspired to be engaged, productive and happy at work?

To me, this title is a metaphor for motivation. People like flowers are motivated to grow and develop in a variety of different ways given the right amount of nurturing. And different generations are especially motivated by different things. 

Millenials: What gets them to do the Harlem Shuffle?

  • Flexibility. This generation wants a say in when and where work is done.
  • Change and Challenge. They do not see their work as linear.  They like variety and challenges.  
  • Venting. Don’t interpret their rebellious nature as negative. Remember they like the challenge.
  • Development and Growth. Look for ways to turn their interests into skills they can use in the workplace.  They are a great source for innovation and idea generation.
  • Impact and Results. Break up tasks into component parts and give feedback at those intervals.
  • Tools and Technology. They are the most comfortable with technology and see it as an extension of who they are. Embrace social computing from the inside and define sensible rules for acceptable use.
  • Motivation. Explain how their performance has direct impact on the success or failure of the company.
  • Recognition. Recognize and celebrate accomplishments.
  • Communicate. Clearly and consistently.
  • Trusting Environment. Set rules and policies that really matter.

Gen Xers: What gets them moving and shaking?

  • Flexibility. This generation needs too manage their other priorities, such as dependent children, aging parents, and even educational endeavors. This flexibility can be as simple as providing schedule changes to accommodate these needs.  Understand that these are needs, not wants. 
  • Collaboration and Teamwork. They work best in groups.
  • Recognition. Ways that connect with what they value the most, such as handwritten thank you notes for a job well done, a tangible gift, such as flowers or gift certificates.

Boomers: What gets them rockin’ and rollin’?

  • Position, Power and Prestige. They are often traditionalists, and the perks of the position matter. Titles and authority commensurate with responsibility.
  • Participation and Connection. Encourage then to join associations and attend conventions that keep them professionally connected to their peers. 
  • Collaboration. They are motivated by working together on professional projects in affiliation with others like them.
  • Compensation. More than just the salary this also includes profit sharing and health care benefits including long-term care.

And Everyone Wants…

  • Frequent Communication. “Why,” not just the “what” of projects and priorities.
  • Inclusion. Beyond, what affects them most directly.
  • Fun. To have fun at work, with a capital “F!”

How will you grow your employees this spring?

Employees Got The Blues?

Tuesday, March 19th, 2013

It’s the time of year when employees may be in a slump or feeling blue. What can you do to bring some cheer to your workplace besides waiting for the snow to melt or the daffodils to bloom?

RECOGNIZE your employees. Here are a few ideas to brighten up the office.

Gifts create a lasting reminder of your appreciation.
It’s easy to give employees a cash reward. But such tokens of recognition are quickly spent and forgotten. Consider the following instead:

  • Give simple, unexpected gifts of time to make the team member feel special.
  • Give appliances and consumer electronic products, especially when the item is in its early stages of market acceptance.
  • Award gift certificates for food, books, clothes or music.
  • Allow the employee to choose any item of a given value from a merchandise catalog
  • Give new responsibilities to a team member who has demonstrated the ability to handle the work.

Make formal awards a part of your culture.

  • Establish company awards for best attendance, highest quality, best customer service – behaviors you want to encourage. Hold a ceremony in which top-level executives publicly present these awards to the recipients.
  • Create a trophy that moves from one high-performing department (or person) to the next. You can even have the current holder decide who gets it next.
  • Recommend the team member for an applicable company recognition award.

A simple “thank you” costs nothing.
A sincere word of thanks from the right person at the right time can mean more to an employee than a raise, a formal award, or a whole wall of certificates and plaques. And it costs nothing.

  • Send handwritten letters of appreciation.
  • Post a thank-you note on an employee’s door.
  • Call employees into your office just to say thank you. Don’t discuss any other issue.
  • Have the company president or a high-level manager call employees to thank them for a job well done.
  • Pre-print “ABCD” (above and beyond the call of duty) cards and encourage managers or employees to award them to deserving co-workers.
  • In team meetings, encourage team members to recognize each other’s positive contributions.
  • Hold quick, surprise team meetings to show public recognition of great work.

“Create a story” that is shared.
Your recognition will have a stronger impact when it creates a story that the employee can tell to family, friends and associates for years to come.

  • Recognize hard work by arranging for the employee’s car to be washed in the parking lot. Or pay for a housecleaning service for the employee’s home.
  • Rent a sports car for the employee to drive for a week.
  • Arrange for a photo session with the company president.

Serve up a tasty reward.
Food is always in good taste. It appeals to the senses and creates a festive atmosphere when it is shared with family or co-workers.

  • Deliver a fruit basket, steaks, or a batch of chocolate chip cookies to the employee.
  • Hold a team lunch – at a restaurant or in the office – to celebrate together.
  • Personalize the label on a wine bottle with a message of thanks to the recipient.
  • Treat employees to a pizza lunch or a giant submarine sandwich.
  • Surprise a top-performing department with a champagne picnic at a local park.

Give the gift of time.
Time off is universally appreciated. Whether it is a free afternoon or a six-month sabbatical, this form of recognition is always welcome.

  • Provide an extra break.
  • Allow a 2-hour lunch (and pay for dessert).
  • Grant a long weekend after a particularly demanding period of work.

So what are you doing to recognize employees?  Inspire us by sharing ideas that have worked for you.

EE = EBITDA: Transforming Human Capital into Financial Capital.

Monday, January 21st, 2013

By Guest Blogger, Jeffrey Deckman

EE = EBITDA is an obscure but interesting formula that, once I came to understand it, I realized uncovers an exciting new source of increased profits that any business can realize.

The “blow up” of this formula is:

Employee Engagement = Earnings Before Interest Taxes Depreciation Amortization

Before going any further I want to say that Employee Engagement (EE) is certainly not the only factor that impacts EBITDA but it does have a significant impact on your bottom line. It just also happens to be one of the easiest ways to increase profitability you will ever come across.


Because, of all the ways to increase profits such as increasing prices; decreasing costs and generating more sales increasing your levels of EE is almost completely within your control. This is because EE is largely determined by the leadership culture of your organization. And you get to control that.

In fact, a recent Melcrum Employment Engagement Survey of over 1600 HR professionals found that “The actions of senior leaders and direct managers are the most important drivers of employee engagement by a factor of between 400% and 700%.

So not only is this “silent profit driver” largely in your control but the financial impact of increasing the levels of EE in your organization is undeniably real.

In fact, I doubt you could find a single CEO of a Fortune 500 company who even questions whether increasing EE increases EBITDA.

The Numbers Behind the Science

In an effort to be as informative as possible as quickly as possible let me get right to the math.

A recent study done by the Gallup Group in October of 2011 involving thousands of participants revealed that, on average, 71% of people are “disengaged” from their work. Within this group 55% are considered “not engaged”. These people do their jobs but not much more. The other 16% are considered “actively disengaged”. These are people who are actually working against the best interests of the organization.

This leaves only 29% of the workforce who are considered “highly engaged”. These are the ones who put in extra time; think about their jobs during off hours and are energized. They are the ones who generate the most per capita profit.

This means that 7 out of 10 people in organizations are not engaged in their work. Imagine the lost productivity and profits that represents! And in today’s economy this can spell death to an organization.

The High Cost of Low Employee Engagement

Let’s look at how the level of EE in your organization affects your profitability.

The following EE vs. Productivity numbers are generally accepted throughout the industry, give or take a few percentage points:

•   “Highly engaged” workers are 90% productive

•   “Not engaged” workers are 60% productive

•   “Actively disengaged” workers are 40% productive.

When you combine the EE and the productivity numbers the impact on profits becomes clear:

•   29% are highly engaged and are 90% productive.

.29 * .90 * 100 = 26.1% productivity level

•   55% are not engaged and are 60% productive.

.55 * .60 * 100 = 33% productivity level

•   16% are actively disengaged and are 40% productive.

.16 * 40 *100 = 6.4% productivity level

This means that your overall productivity levels are:

26.1% + 33% + 6.4% = 65.5%

To make this real let’s assume a company spends $2 million on employee compensation. Under this scenario their ROI on that investment is:

2,000,000.00 * 65.5% = 1,310,000.00.

This represents a $690,000 “payment vs. performance” gap.

The Big Difference of a Small Adjustment

Now let’s look at the impact to your bottom line that will occur if you simply increase the highly engaged numbers by only 5% and decrease the actively disengaged numbers by the same amount. And if your company is like most, and if you decide to make EE a priority in your organization, moving your EE numbers 5% in this fashion is not unrealistic at all.

WARNING: These numbers are almost un-believable!

•   34% are now highly engaged @ 90% productivity.

.34 * .90 * 100 = 30.6% productivity level

•   55% are still not engaged and still 60% productive.

.55 * .60 * 100 = 33% productivity level

•   11% are now actively disengaged and are 40% productive.

.11 * 40 *100 = 4.4% productivity level

New productivity levels = 30.6% + 33% + 4.4% = 68%

New Profitability Calculations: 2,000,000.00 * 68% = $1,360,000.00

This represents a $50,000 improvement in the “payment vs. performance” gap in only one year!

What is also important to realize is that as long as you keep your management teams fine-tuned and your culture healthy this $50,000.00 continues to flow to the bottom line year after year. Imagine the impact to your Retained Earnings and the value of your business that this will have in just a few short years.

All of a sudden investing in developing solid management teams with excellent leadership skills becomes one of the most important and easy ways to drive significant profits right to your bottom line.

In Closing

If you are like I was when I first started looking at these figures, your initial thinking may be that they can’t be right. But I can tell you that study after study from organizations ranging from the Harvard Business School to the McKinsey Group prove them out.

So while we have all been trained to increase profits by cutting costs; capturing more clients and negotiating for higher prices few of us have been taught how to activate one of the most significant profit drivers available to us: increased Employee Engagement.

And at a time when profits are very tight, competition is tough and the market is demanding it should be very comforting to realize that with just a few internal adjustments you can uncover a source of profits that will not only increase your bottom line but will also increase company morale.

During economic times such as these understanding the EE=EBITDA formula can be a real life saver.


Jeffrey Deckman is the founder of Capability Accelerators, a consulting firm that specializes in helping clients convert human capital into financial capital. If you have questions or comments he can be reached at: or

Attention Talent Providers

Sunday, August 19th, 2012


According to a recent article published in The Business of HR, some 79% of executives are dissatisfied with HR, says a study by global business consultants The Hackett Group. The article identifies some specific areas where dissatisfaction lays within the Talent Management Process (see graphic).

Performance Study - The Hackett Group

The Hackett Group Chief Research Officer Michel Janssen says, “Today’s changing business environment requires that business services organizations retool and radically change their mix of staff to improve their ability to directly impact on business performance. Talent management is key, and business services can’t accomplish this without strong and effective support from HR. Both parties must redouble their efforts to improve their working relationship.”

This poses some questions : Why is this happening and What can we do about it…

For us offering services around Talent Development / Management we are in a perfect position to help close the gap and provide services that will support HR throughout the Talent Management Process.

What can you do to collaborate with HR on:

  • Learning and development?
  • Talent retention?
  • Knowledge sharing?  and help to lessen the gap and make HR look great in the eyes of the executives.

Think about this and post your ideas.


This blog is adapted from the article by John Zappe:  Business Leaders Pin Blame on HR for Worsening Shortage of Talent.  August 15, 2012


Retaining Employees: Part 2

Monday, August 13th, 2012


Continued from Part 1…

Most new employees are in Generation Y, those born after 1980. In many companies, these are the majority of overall employees.  Shifting from one generation to the next has never been easy. Relationships evolve, and so do technologies and ways of communicating.  Generation Y poses additional challenges.  For one thing, its members have a sense of independence that to some senior managers borders on arrogance.  They were raised in homes that were far more egalitarian and child-centered than previous generations and far less parent-dominated, so it’s no surprise that in the workforce Gen Y expects that same independence and attention.

In their favor are several positive attributes.  They are achievement-oriented.  They come to the job with a set of goals and ideas about how to achieve them.  They also reflect the multicultural world they grew up in. 

How can Generation Y be managed?  Many experts have emphasized the social setting of the workplace.  “Make it fun for them” has become a management mantra.  “Show them respect” and “Be flexible” are others.  It’s hard to argue against fun, respect and flexibility, but Bruce Tulgan, author of Not Everyone Gets a Trophy: How to Manage Generation Y, believes we’ve gone too far in believing the myths about Generation Y.  Tulgan argues that they are not disloyal, will do grunt work and know that work is not always fun.  “GenYers don’t need to be humored in the workplace,” Tulgan argues.  “They need to be taken seriously.  Managers need to hold them to high standards and help them every step of the way to reach those high standards.” 

Another change affecting retention is on the horizon.  Jon Piccoult, writing in the New York Times (Oct. 16, 2010), predicted “layoffs, cutbacks and stress inflicted on employees in the economic downturn have left many of them discontented and disengaged.  As this pent-up frustration is released, the impact on businesses, their work forces and their customer will be pronounced.” 

This will be especially true in business forced to trim costs by downsizing, a tired euphemism for laying off thousands of people and overworking those who stayed on.  The problem will not be with those who were abandoned, but rather those who survived.  They watched management make what seemed to be cruel and arbitrary decisions to cut adrift loyal people while reducing training and development programs for those retained.  It is these people who represent, in Piccoult’s words, the “turnover storm.”  As soon as the economy reheats, these people will be the first to cut their ties to the company.

Turnover hurts business. Costs go up to pay off those heading for the door. Replacing them involves recruiting, interviewing, testing, hiring and training others.  Replacement costs can be up to three or four times the salary of the departing employee.  If turnover is low, a well-financed company can ride out the disruption.  If turnover is sudden and larger than expected, as it may be when the economy turns around, the impact on a company can be devastating.

Can the storm be avoided? Of course…?  Click here to download the full article and find out how.

Getting to the Heart of Employee Engagement And Why It Matters

Wednesday, July 25th, 2012

By Kyle Lagunas, HR Analyst with Software Advice, Guest Blogger

Tucker Robeson, CEO of  CDL Helpers, says, “You need to wake up to the fact that if you’re not engaging your employees, you’re hurting them–and your company.”

Although Gallup estimated in 2004 that disengaged workers were costing U.S. businesses a staggering $300 billion a year in productivity losses, engagement is one issue that often goes unaddressed. The reason, I suspect, is that there’s a lack of consensus on what the term “engagement” really means.

For many business leaders, “engagement” is just a buzzword. And before you can tackle engagement, you have to understand what it’s all about–what it is, what it isn’t, and why it matters.

What It Is

Employee engagement is a critical indicator of how successful a business is–and the sustainability of that success. At its heart, employee engagement is about motivation. You can’t “buy” engagement. In fact, when you require a certain standard of service, studies show that motivation can’t be limited to monetary compensation.

To bolster engagement, foster a sense of meaning to an employee’s work, and allow the employee to craft the job to his/her capabilities, strengths, and likes, as much as possible.

What It Isn’t

Engagement isn’t strictly a company culture issue–it’s also an operational issue. It requires an adjustment in how leaders communicate with employees. Engagement should be addressed as a strategic initiative at the upper levels of management, and a tactical issue at the lower ones–and the CEO has to lead off. How you announce important business objectives, how you measure success, how you show appreciation–everything needs to strengthen your employees’ connection with the organization and their work.

Furthermore, employee engagement isn’t an HR initiative. Although HR is often tasked with spearheading projects to boost engagement, Every person in a management role is responsible for driving engagement, especially the CEO.

Why Employee Engagement Matters

Employee engagement has direct, demonstrable impacts on productivity and performance that translate to financial results. When employees are not engaged, they generally aren’t paying attention to their work, and tend to be apathetic about their jobs.

Conversely, companies with engaged employees are reaping significant financial rewards. The Global Workforce Study found that companies with engaged employees “had operating margins almost three times those of organizations with a largely disengaged workforce.” That point alone makes engagement a strategic issue worthy of executives’ attention.

Admittedly, engagement isn’t easy–and cannot be sustained over time without careful attention to very specific elements in the work environment. But with so much on the line, can companies really afford to ignore it?


About the Author: Kyle Lagunas is the HR Analyst at He reports on trends, best practices, and technology in human resources and talent management. This article originally appeared on his HR blog.  Click here to access to the original article.

The New Rules of Mentoring

Tuesday, May 8th, 2012

By Guest Blogger: Wendy Murphy

In the past two decades, professional careers have shifted from linear and stable to boundary-less and unpredictable. Technology also is affecting everyone’s careers, with the rapid pace of change requiring workers to have the flexibility to adapt and learn quickly. In this environment, negotiating transitions is an essential career skill, and workers must create stability and certainty for themselves. Relationships are one of the most valuable resources for career development, and mentors are a key source of stability in assisting individuals to successfully adapt to career challenges.   Read the article…


Wendy Marcinkus Murphy is an Assistant Professor of Management with teaching responsibilities in organizational behavior for both undergraduate and graduate programs. Professor Murphy’s research interests are in the area of careers. Her work focuses on mentoring and developmental networks, gender in the workplace, identity issues, and the work-life interface. Specifically, she is interested in the initiation and cultivation of developmental relationships through blended technologies including email and social media.  Read her full bio…

How to Staff Your Organization Like an Apple Store

Monday, April 2nd, 2012

By Kyle Lagunas, HR Analyst with Software Advice, Guest Blogger

Anyone who has stepped into one of Apple’s retail stores can attest to the smooth operation they’re running. The store is a well-oiled machine of many parts, presented in a sleek and sexy package with a smile. What’s Apple doing that makes this machine work so well?

In this article, I present some talent management lessons all organizations can learn from Apple stores.

Translating Apple’s Brand to Retail

Apple’s retail stores are an extension of its brand. Every aspect of the store–from its physical design and layout to the way it’s staffed–can trace lineage back to the revered brand Apple has spent decades building. Adopting brand elements (efficient and navigable interfaces, chic look and feel, etc.) into the stores has resulted in a shopping experience that mirrors the consistent, high-quality consumer experience that Apple products deliver.

What really makes the Apple stores work, however, are its people. It’s not coincidence that the way Apple stores are run is as user-friendly as its products. To maintain consistency with the Apple brand, employees are carefully screened to ensure they’re every bit as smart and efficient as the company’s latest operating system.

Five Components of Apple’s Well-Oiled Machine

Finding the right individuals to work in the stores is only the beginning. Beyond that, there are things that Apple’s retail arm does particularly well in organizational development–things any organization could learn from:

1. Define Your Roles. Those boldly-colored tees Apple Store employees wear aren’t just for looks–they designate the distinct role each employee plays.

  • Experts assess visitors’ needs, and direct them to the right place;
  • Specialists have an intimate knowledge of the full line of Apple products, and sell those products without seeming like salespeople;
  • Geniuses aren’t just tech support–they’re enthusiasts who speak your language when something’s wrong with your precious MacBook; and
  • Creatives are hardcore Apple evangelists, dedicated to helping you get the most out of your Mac.

Whatever their place in the machine, tightly-defined roles ensure that your employees know exactly what they are expected to do, what others do–and what other roles they could move into.

2. Free Up Your Leadership. Seamlessness is a key feature of all Apple products. To deliver a consistent user experience across Apple stores requires a lasting organizational structure.

Employees are busy delivering Apple-grade customer service, so it’s up to leadership to maintain the same level of awesome day after day.

They’re doing more than managing the operation–they’re coaching staff, leading training, and driving sales. When your workforce is deployed effectively–with minimal room in the process for bottle-necking–managers spend less time wondering who should be where and more time keeping the machine in ship shape.

3. Brand Your People Process. As a consumer brand, Apple is sexy. As an employer, they’re equally attractive. With a 3.8/5 rating on Glassdoor (with a 96% approval rating for CEO Tim Cook) and countless inclusions in “top places to work” lists, it’s apparent that people love working for Apple. They’ve got their people processes down pat at the corporate level–and this has trickled down to the retail stores.

The result is obvious in the level of service and expertise people have come to expect in an Apple store. This alignment of brand and people process–something organizations often struggle with–is key to your ability to consistently deliver a solid product.

4. Make Work Meaningful. Apple–hailed for its stellar customer experience–would be hard-pressed to deliver their standard of service in retail unless their employees were satisfied with the level of employee engagement. In fact, according to a Gallup poll on the relationship between employee engagement and organizational outcomes:

“The relationship between engagement and performance at a business is substantial and highly generalizable across organizations.”

When your employees know that what they’re doing matters, it’s easier to inspire them to do their best. And no one appreciates this more than the employees staffing the stores, who are on the front lines of the customer relationship.

5. Retain With Growth Opportunities. Unsurprisingly, Apple is still growing (including a new $304 million campus in Austin, TX that will employ 3,600 workers). And despite having a great job portal on their site with multiple open positions, Apple prides itself on promoting from within.

For the twenty-something Expert with a Master’s degree who’s manning the entrance to an Apple store today (I could name more than one), that’s pretty encouraging. Many organizations are struggling to retain top talent, but how many offer a great opportunity for college grads to make something of themselves?

A Lesson for Your Grinding Gears

These aren’t the only points Apple is delivering on–but these five factors alone go a long way in keeping the machine well-oiled on multiple levels. For the many organizations struggling to win the war for talent, there are definitely some lessons to learn. The biggest one: effective organizational development depends on the alignment of talent management with your business goals–and yes, with your brand, too.

Remember: Your people are as much a part of your brand as the products you’re offering.

Organizational development at this caliber doesn’t just happen–but it’s a necessary part of a thriving company culture like Apple’s. Getting to that level requires open dialogue between senior leadership and business partners–and human resources and recruiting. You’ve already got Experts, Specialists, Geniuses and Creatives in your organization. It’s up to you to find them, engage them, and let them know you want them to grow with you.


About the Author: Kyle Lagunas is the HR Analyst at Software Advice. It’s his job to contribute to the ongoing conversation on all things HR, and to keep his audience clued-in on important trends and hot topics in the industry.  Click here to read Kyle’s blog.