TM - October 2007 - (Page 9) departments Past 50: How Mature Workers Can 48 HiringCompanies Beat the Talent Crunch Help Application Daniel Margolis 40 Incoming employees don’t necessarily have to be fresh-faced college graduates. Although it’s unlikely an energy company will hire a 90-year-old to climb telephone poles, today’s U.S. economy is leaning so heavily toward service- and knowledgebased skills, mature workers are ideal candidates to expand the talent pool. 50 The Top 22: A Priority List for HR Dashboard Josh Bersin Bersin & Associates surveyed more than 700 corporations to learn more about talent-related challenges and the adoption and sophistication of various talentrelated processes. Of 62 processes examined, 22 emerged that consistently drive the highest business impact. These comprise a priority list for business leaders when it comes to developing and managing talent. Express: 54 Americanwith Leadership-Driven Talent Charged Insight Ben Warden Proving the impact of a successful talent management program can be an elusive goal. As manager of assessment and evaluation for American Express, Paul Leone’s strategy is simple: Measure the results and impact of all talent management programs using studies, data and sometimes clever oratory skills. columnists 54 14 viewpoint Mike Janis 10 capabilities Kenneth Nowack, Ph.D. It’s Not How Smart You Are but How You Are Smart Eleven Tips to Retain Employees in the Technology Industry 48 12 foundations Kate DCamp 58 techniques Nigel Paine Do Retention Bonuses Work? Get Serious About Flexible Working: It Works! resources 4 57 57 Editor’s Letter Sounds Like Success COMING IN NOVEMBER • Finding Candidates with the Right Fit • The Art and Science of Influence • Making the Best Managers Advertisers’ Index Editorial Resources
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