A Warm Welcome To The CEB Community
Tom Monahan, Chairman and CEO of CEB, shares his vision of Integrated Talent Management and what this means for you...
I have the privilege of serving the world’s leading member-based advisory company. For more than 30 years now, CEB has equipped senior leaders and their teams with insight and actionable solutions to transform operations.
On behalf of our organization, I am pleased to officially welcome you to the CEB community and to share the news that the SHL products you’ve come to rely on have now been formally embedded into the core of our offerings.
Last year when CEB acquired SHL, we deepened our ability to help members navigate the increasingly complex global talent market. Our goal, simply, is to help your organization turn talent decisions into business outcomes. Twelve months later, we are leveraging a rich library of best practice and leadership lessons from our Corporate Leadership Council to augment SHL’s leading selection and assessment services and making them available to you as CEB’s SHL Talent Measurement Solutions.
CEB’s SHL Talent Measurement Solutions will serve as a cornerstone of our Integrated Talent Management Services—a unique portfolio of offerings that marries insight into corporate performance with deep and predictive talent analytics about individuals and organizations.
We are committed to maintaining the high-quality service you’ve come to expect from SHL, and invite you to learn more about how you can capitalize on the full spectrum of our Integrated Talent Management Services by visiting SHLisCEB.com.
We look forward to building great outcomes for your company together.
What is Integrated Talent Management?
Discover how CEB's Integrated Talent Management Services can help you achieve better business performance.
Improving the Odds of Success for High-Potential Programs
Eugene Burke, Chief Science and Analytics Officer, previews findings from his recent research
Companies in the US alone invest around $3 billion in high-potential programs each year, with the single priority of aligning top talent against critical business objectives. Yet just 17% (1 in 6) of HR professionals are satisfied with the returns in employee and bottom-line performance.
In a recent survey CEOs identified talent as the increasingly critical differentiator of corporate performance—so much so that they are personally prioritizing talent pipeline management as much as they are customer interaction.
Join one of our live Talent Expert Webinar sessions where we will reveal new metrics for providing the predictive labor market intelligence that Boards demand. We’ll explore strategies that will help you to transform the odds in favor of identifying, developing, and retaining high-potential employees today, and deliver positive ROI tomorrow.
Doing More with Less: Protecting Services In An Era of Permanent Cost Pressures
We see evidence that – even as growth resumes in the Americas and the worst of the European crisis recedes – companies continue to work hard to “do more with less”. The challenge, of course, is ensuring this approach doesn’t result in erosion of key capabilities or short-term gains that are untenable.
The latest instalment of CEB’s Executive Guidance attacks this challenge head on. We offer proven, actionable solutions that empower you to remediate real inefficiencies and achieve sustained cost control – without harming key capabilities.
To learn how the best executives are driving growth through sustained cost discipline, download our Executive Guidance
Three Critical Talent Conversations for Every Board of Directors
How well does the Board of Directors at your company understand critical talent issues facing your firm? Recent research from CEB focuses on the critical talent issues that are impacting corporate performance and the role boards can take to address these challenges. CEB finds that scrutiny over executive compensation and governance is crowding out board focus on critical talent issues that impact corporate performance. As a result, research shows that most boards lack a deep understanding of talent issues outside executive leadership. Those that seek more understanding of talent issues and higher levels of assurance about critical talent risks are found to outperform competitors and minimize the severity of downside performance risks related to talent mismanagement.
Interested in finding out more? Download the full report
Experts from CEB's SHL Talent Measurement Solutions share advice in: