Talent Management

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.

The value of enterprise-level AI depends on what an organization’s people do with it.

To inspire company builders, entrepreneurship education needs a common language and apprenticeships.

Knowing the signs of negative emotions in employees can help managers respond more effectively.

The choice between frequent performance coaching and annual reviews need not be a choice at all.

Some companies are using assessment tools to help identify employees with leadership potential.

Companies want managers to help employees develop and improve — but many managers don’t know how.

Western multinationals looking for East Asian leaders may need to explore their cultural biases.

Certain types of management policies are associated with higher productivity and profitability.

Today’s young managers may be thinking, “Show me the money!” But there are other ways to keep them engaged.

Instead of eliminating human workers, AI may create new jobs requiring updated skills and training.

The best use of digital technology is assisting human workers to maximize innate capabilities.

Many executives try to ignore negative emotions in the workplace, but that tactic can be costly.

People are living and working longer — but companies are unprepared for the implications of that.

To grasp how artificial intelligence will change organizations, understand how it delivers value.

Expectations of immediate responses to digital communications negatively impact productivity.

People are more likely to follow rules if there’s more variety in the order in which they do tasks.

There’s a boom in using analytics for human resource decisions. Tenure decisions should be next.

Companies should ignore common myths about digital talent and identify which employee skills matter.