Maximize Company Talent


Firms try to boost their bottom line by lifting sales, introducing new products and managing expenses. Also worth it is helping employees reach their potential.

Embrace the stakes. Bill Conaty, retired senior vice president of human resources for General Electric (GE) and co-author with Ram Charan of “The Talent Masters,” told IBD: “If businesses managed their money as carelessly as they manage their people, most would be bankrupt. Talent is the edge that provides business with competitive advantage.”

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The Tussle for Talent


The best companies are obsessed by “the vital few”

PLATO believed that men are divided into three classes: gold, silver and bronze. Vilfredo Pareto, an Italian economist, argued that “the vital few” account for most progress. Such sentiments are taboo today in public life. Politicians talk of a “leadership class” or “the vital few” at their peril. Schools abhor picking winners. Universities welcome the masses: more people now teach at British ones than attended them in the 1950s.

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Master of HR at GE


Noted for his adept handling of one of the most important CEO succession challenges of the century, and for many other feats, General Electric’s Bill Conaty is the 2004 HR Executive of the Year.

After retiring as chairman and CEO of General Electric, Jack Welch was speaking to several thousand business leaders during a conference. How many of you, he posed to them, believe your companies value your HR leaders as much as your CFO?

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Making Their Marks


The editors of HUMAN RESOURCE EXECUTIVE name 10 individuals — or groups of individuals — who have had the most influence on HR

Suffice it to say, social and economic issues have played a huge role in setting HR’s agenda of late. But so, too, have the actions — and, in some instances, the inactions — of key individuals . . . from trailblazing HR leaders and legislators to controversial journalists and CEOs.

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