Part 1 - Understanding the opportunities for success As organizations seek to overcome challenges associated with globalization, changing workforce demographics and the emergence of new business models, they are looking to their employees as the critical source of differentiation in the market. However, the search continues for guidance regarding the value of investing in talent management, and where organizations should place such investments. Our recent study shows that the strongest emphasis belongs on developing a workforce analytic capability, embedding collaboration and deployment capabilities into existing work practices, and rethinking the role of employee development. To read the full study, download the Part 1 PDF file at the top of this page. Part 2 – Surviving corporate adolescence and reaching organizational maturity Growing up has never been easy, for people or for organizations. Both progress through various stages of life – from infancy to maturity – facing constant internal and external struggles to survive and hopefully, to thrive. In today's globally-integrated marketplace, these challenges can be amplified. Our research identifies four broad stages of growth, each with particular talent management issues. Here, we offer the forward-looking human capital practitioner guidelines for anticipating and heading off the next set of challenges before they happen. To read the full study, download the Part 2 PDF file at the top of this page. Part 3 – Turning talent management into a competitive advantage: An industry view Many organizations believe that effective talent management practices can be a critical source of differentiation in today's highly competitive, globally integrated economy. At the same time, industries face their own set of unique challenges - a situation that has led enterprises to focus on different pieces of the talent management "puzzle." Our recently completed study highlights how knowledge - and service - intensive industries tend to spend significant time and attention on talent management activities, while not-for-profit organizations appear to struggle to make the most of their workforce. To read the full study, download the Part 3 PDF file at the top of this page. | 
