Over the past two decades, multinational corporations (MNCs) were regarded as the employers of choice for Chinese management talent. Many have observed a recent reversal of that trend as more Chinese executives leave MNCs to join Chinese enterprises. In a panel hosted by Spencer Stuart, several human resources leaders in Beijing lent their perspectives about their own moves from MNCs to Chinese companies, how MNCs can fight to reclaim top Chinese talent and ways executives can prepare for a successful transition.
Suggestions on how boards can develop stronger insights in assessing the ability of executives to take on greater leadership roles.
Starwood Hotels & Resorts CEO Frits van Paasschen discusses the process of building an organization with global reach that draws on unique talent and culture from around the world.
The best leaders aren’t found by looking for that one perfect person. Organizations get the leaders they need when they identify the demands of their situation, and create a process designed to locate the person who best fulfills those requirements.
Practical ideas for improving talent development and addressing leadership needs in an Asia Pacific organization.
A distinguished panel of Canadian business leaders shares insights on CEO succession with a focus on the merits of insider versus outsider succession candidates.
This study explores how the 2008 financial crisis and ensuing economic slowdown has affected both HR strategy and the status of HR within organisations.
This article challenges common misconceptions about talent management in a downturn and offers strategic alternatives that can help organizations stay poised for short- and long-term success.
Dr. Fariborz Ghadar — author, researcher and leading authority on business trends — speaks to Toronto’s senior human resources leaders about long-term global business trends and their implications for the HR function.
This article advises family-owned businesses on how to select the right talent-management approach as they evolve from small family operations to larger-scale businesses that rely increasingly on outside executive talent.
A 40-year veteran of General Electric, William J. Conaty led GE’s talent revolution, championing the company’s talent development processes, and served as the right-hand “talent” man to two CEOs. He shares seven key tenets of an effective succession planning process.
Spencer Stuart, India hosted a roundtable discussion in Mumbai on HR Leadership in India, which was attended by a group of leading HR professionals from corporate India.