Hiring as Science, Not Just an Art (January 26, 2009, Star Tribune)
With a level playing field, with research-based methods that have proven to predict one's likelihood of success...organizations will make fewer mistakes and perform better. Read what PDI's CEO, R.J. Heckman has to say. View Article
Learning in a Tough Economy (January 2009, Chief Learning Officer)
PDI's Marc Sokol lays out the argument for a strategic approach to reductions in development spending, and makes the case that economic times such as these can actually position a company to exit the downturn as a stronger competitor. View Article
Transition at the Top (January 2009, Talent Management)
PDI's Stu Crandell illustrates the need for a strategic approach to succession planning and offers ideas for short- and long-term transition success. While succession planning should be an ongoing exercise that begins anew each time a transition takes place, the real work for succession planning begins three to five years out from a planned transition. View Article
The Realities of Executive Coaching (January 2009, Harvard Business Review, HBR Research Report)
PDI's SVP and Coaching Expert, David Peterson was one of the five thought leaders chosen to comment on the findings of the HBR research. See David's segment on page 29, "Does Your Coach Give You Value for Your Money?" Click Here to download the report.
Talent Tryout (December 2008, Human Resource Executive)
Writer Michael O’Brien reports on his experience participating in PDI's “Year in a Day” executive assessment. This article walks readers through the “Year in a Day” assessment process and explains how such assessments help companies make informed decisions about people’s potential and about where a company should put its development efforts. View Article
Choosing a New CEO: This board got it right (Q4 2008, Directors & Boards)
Succession Planning There were three strong internal candidates, each with champions on the board. Only a rigorous step-by-step evaluation process resolved the selection dilemma to confirm the best person for the job. View Article
Assessment Centres (July 2008, The Grapevine)
When appointing for a critical role, it is often accepted practice to put shortlisted candidates through an assessment centre to evaluate leadership, team working, and problem solving abilities. However, do the methods currently being used give the desired objective measurement in these areas, and what influence has technology and better psychological profiling had on these assessments. Reproduced with permission from Executive Grapevine Ltd. View Article
The How and What of Performance Hiring in a Bear Market (July 2008, The Grapevine)
Screening for personal attributes and leadership style gives you an opportunity to identify and understand risk and possible derailers. The additional insight can prove invaluable both before and after the hiring decision. Written by PDI on behalf of City HR Association. Reproduced with permission from Executive Grapevine Ltd. View Article
The Succession Fix (June 2008, Talent Management)
To avoid costly leadership cracks, forward-thinking talent managers are extending succession planning to critical roles beyond the C-suite. View Article
The Power of Analytics in Human Capital Management (April 2008, Talent Management)
Whether it s employee turnover, length of time to fill vacancies, or cost per hire, virtually all of today s HR departments use some form of metrics to evaluate results. Most agree this is a good practice, but few of those metrics truly impact the organization. View Article
How to Coach Young High-Flyers (March/April 2008, Coaching At Work)
Most companies have their share of talented young employees, but without guidance these valuable highflyers may not achieve their full potential. Originally published in Coaching At Work, March/April 2008, reproduced with permission. View Article
High Potential, High Risk (March 2008, HR Magazine)
Traits that indicate high leadership potential can also derail a career. View Article
Mapping Talent Among Younger Workers(January 2008, Talent Management)
Identifying and developing high-potential leaders inside the organization is critical to business growth, and the demand for business growth is as strong as it has ever been. Organizations that can map the leadership talents specific to their business success against those exhibited by current high-potential employees can create a detailed road map for continuing success. View Article
Assessment Centers in Talent Management: Strategies, Use, and Value; Nationwide: Assessing Leadership With an Eye on Development (January 2008, Talent Management)
A good assessment center should help talent managers figure out which leaders have advancement potential, how far they can advance, and how ready they are for the next level. Strategic use of this center should help uncover what experiences, assignments, and activities would best help these individuals to develop, what the risks are that could derail them, and if they should be hired or promoted for immediate openings. View Article
Coaching Strategy: Growth Market (January/February 2008, Vol. 3 Issue 1, Coaching At Work)
David Peterson and Bobbie Little of PDI chart the rise of systemic coaching, an innovative strategy that develops key leaders in line with business needs and ensures return on investment. Republished with permission of Coaching At Work Magazine). View Article
Identifying and Developing Your Future Leaders (CEO Middle East, January 2008)
As a CEO, what keeps you up at night? For many, the most disturbing issue is finding tomorrow s leaders. Smart companies are being proactive in this area and turning to HR to identify tomorrow s leaders today. Republished with permission from CEO Middle East magazine. View Article
How to Coach Top Leaders (November/December 2007, Vol. 2, Issue 6, Coaching At Work)
Coaching people at the top of their game demands a flexible approach that takes into account the challenges they face as well as an ability to ask the questions that no one else will. Republished with permission of Coaching At Work Magazine). View Article
How to Coach Two Clients at a Time (September/ October 2007, Vol. 2 Issue 5, Coaching At Work)
Coaching more than one party at a time requires clear and detailed ground rules as both coach and clients negotiate increased agendas and information, and three new dyadic relationships. Republished with permission of Coaching At Work Magazine. View Article
The Talent Game (CEO, September 2007)
Far too many companies are failing to manage their talent because their human resources are not sophisticated enough for the modern marketplace. View Article
Ethical Dilemmas Across Cultures(CEO Middle East, September 2007)
As cultures collide in the world of business, and organizations see competitive edge in the global marketplace, executives must take care that their decisions and actions do not hurt their company's reputation for acting with integrity. Republished with permission from CEO Middle East magazine. View Article
The Changing of the Guard: Preparing Gen X for Baby Boom Retirements (August 3, 2007, Dallas Business Journal)
Much has been debated about the effect the approaching baby boom retirement wave will have on the American workplace as 22.5 million leave their posts during the next 10 years. What will happen when these senior managers walk out the door? View Article
How to Coach Through a Crisis Situation (July/August 2007, Vol. 2 Issue 4, Coaching At Work)
When a client comes to a coaching session in a crisis, the stakes are high. The coach must work quickly to bring reality to a very emotional situation and leave their own feelings at the door. Republished with permission of Coaching At Work Magazine. View Article
Coaching Is Still Not Being Driven by Strategy (July/August 2007, Vol. 2, Issue 4, Coaching At Work News)
Many businesses are still failing to align coaching with business strategy, suggests research.
Republished with permission of Coaching At Work Magazine. View Article
Preparing for the Future (CEO Middle East, July 2007)
CEO succession is the one aspect of planning that no board can afford to leave to chance and the more preparation is involved, the better the results. Republished with permission from CEO Middle East magazine. View Article
Debunking the Myth (CEO Middle East, July 2007)
Executive coaching is fast changing the way business leaders and managers run an empire, resulting in a seamless and more effective way of corporate leadership. Republished with permission from CEO Middle East magazine. View Article
How to Communicate Across the Cultural Divide (22 May 2007, PersonnelToday)
Many managers regularly interact with foreign clients, vendors, or fellow employees without ever leaving their offices. View Article
Investment Strategies for HR (April 2007, Talent Management)
Most HR managers would agree training can be effective and valuable to companies and their employees, but they d also agree it s a tough sell to convince the chief financial officer, who needs to see a return on investment (ROI). View Article
How to Coach Remotely (March/April 2007, Vol. 2 Issue 2, Coaching At Work)
Remote coaching is increasing in popularity but making it work requires some slight modifications to normal coaching practice, as the relative lack of face-to-face contact can trip up coach and client. Republished with permission of Coaching At Work Magazine. View Article
The Talent Crisis (March 2007, CEO)
As the talent wars show no signs of slowing down, a new approach to talent management may be required. View Article
Find out what makes your people tick: Ask the right questions (February 16, 2007, Minneapolis/St. Paul Business Journal)
When it comes to retaining valued employees, there is no "magic bullet." View Article
The Myth of the Born Leader (February 2007, Chief Learning Officer)
Predicting who will be the strongest leaders is an inexact process that evolves over time. But considering the blend of natural hard-wiring and developed skills and experience will maximize your odds of identifying the best talent. View Article
Establishing an Ethical Corporate Culture (Jan/Feb 2007, Human Capital)
To encourage ethical behavior, adopt a three-step process: identify the problem, find a solution, and be consistent. View Article
Lawson: Maximizing Personnel Potential (January 2007, Talent Management)
All companies share the desire to close the gap between top talent and low performers, but their success depends on their ability to align business strategies with individual needs. View Article
Talent Management (December 2006, Minnesota Business)
Today's HR departments do much more than just hiring and firing. View Article
How to Coach Ex-Pats. (September/October 2006, Vol 1., Issue 6, Coaching At Work)
Ex-pat managers may find themselves in a well-paid, exciting assignment abroad; they may also find themselves out if their depth, both culturally and in terms of familial adjustments. It s up to the coach to guide them round this new and unfamiliar landscape. View Article
Send the Right People to the Right Places (13 July 2006, PeopleManagement.co.UK)
Different business cultures prioritise different skill sets; companies despatching executives to work abroad should take this into account. View Article
Gut is Out, Simulation is In (March/April 2006, Human Capital)
More companies are turning to simulation-based assessments to evaluate candidates. View Article
How to Get the First Meeting Right (March/April 2006, Vol. 1, Issue 2, Coaching At Work)
You will never have a second chance to make the first coaching meeting successful. Get it right and it s half the work done. But get it wrong and the chances are you will never see your client again. Republished with permission of Coaching At Work Magazine. View Article
Change at the Top (March 2006, CEO)
For Bob Muschewske, senior vice president of PDI, a successful CEO transition is achieved by starting early, defining your requirements, and applying the right tests to prospective candidates. View Article
PDI Case Study on P.F. Chang's Talent Management Process (March 20, 2006, HR.com)
P.F. Chang's talks about their talent management process and how they dealt with putting the right people in pivotal, make-or-break positions as they were rapidly growing. View Article
Best & Brightest (January 2006, Training)
Identifying and developing high-potential employees can have big payoffs, but the road is paved with many obstacles. View Article