Tag Archives: Talent Acquisition

General Manager, North America Shared Service Center

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Position Overview:

The General Manager, North America Shared Service Center (NASSC) is responsible for managing the overall Shared Services organization and oversees performance across all operations, including internal operations and customer-facing functional areas (Finance & Accounting, Information Technology, Human Resources, and Strategic Sourcing). This role reports to the North American Chairman and CEO and is an integral part of the Company senior management team. The individual in this role must understand and be part of the development of corporate strategies, objectives, and key business processes directly affecting the Shared Services activities, with the ability to drive process integration, service improvement, technology enhancement, and engage and lead people. Leadership skills and a profound understanding of what it takes to manage a service-oriented organization is the key to success. This position also requires the individual in this role to establish close working relationships with Business stakeholders to understand their needs and interests, and to put effective resources in place to meet them. Experience operating in a large, complex global-oriented corporate environment is important. Continue reading →

Toxic Talent Management Habits

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80-Tomas-Chamorro-Premuzicby Tomas Chamorro-Premuzic

All organizations have problems, and they always involve people. Indeed, talent management issues are a major cause of organizational underperformance. For example, a recent report by Deloitte, based on data from over 2,500 business and HR leaders from 90+ countries, shows that employers around the world are poorly prepared to tackle key human capital challenges, such as “leadership, retention and engagement, the reskilling of HR, and talent acquisition.” I see five specific bad talent habits over and over again. They all threaten the effectiveness of the modern organization. Continue reading →

Build Your Own All-Star Team

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by Michael C. Mankins

Let’s imagine that you have recently assessed your company’s talent, and that you found plenty of high-performing executives and employees. Yet somehow your company’s overall performance isn’t where it should be — all those “A” players just aren’t getting the job done. Why? Continue reading →

Sales Origination Leads – Communications Media & Technology

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Sales professionals are dedicated to growing a profitable pipeline and/or backlog of sales, through deal origination, sales negotiations and closure. They own the sales process and outcomes.

 

Job Description

 

The Origination Sales Lead is responsible for working with existing account teams to initiate, qualify and support the capture of consulting or outsourcing opportunities that are profitable to our client and have a compelling value proposition to the client. The Origination Sales Lead focuses on early stage positioning with clients. Should have had a technical background in a role such as a solutions architect. Continue reading →

The Big Reason to Hire Superstar Employees Isn’t the Work They Do

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by Walter Frick

Most companies will tell you they want to hire and retain “A players”, and why not? It’s hard to object to building a company around the best possible talent. But what is it about superstar talent that actually improves performance? A recent paper from the National Bureau of Economic Research examines this question by looking at academic departments, where productivity can be measured in terms of papers published and citations from other researchers. Superstars were defined as academics who ranked above the 90th percentile based on citation-weighted publications. The paper points to three different ways that superstars can improve an organization, and measures the magnitude of each in the context of academic evolutionary biology departments. The first, and most obvious, is the direct increase in output that a superstar can have. Hire someone who can get a lot of great work done quickly and your organization will by definition be producing more great work. But, perhaps surprisingly, this represents only a small fraction of the change that superstars have on output. The authors write:

On average, department-level output increases by 54% after the arrival of a star. A significant fraction of the star effect is indirect: after removing the direct contribution of the star, department level output still increases by 48%. Continue reading →