Content about Creativity

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

Human Resources (HR) executives know all too well that despite continued high unemployment, one of the major risks to a business is the difficulty in locating and attracting the right talent. When it comes to shaping the future health of a business, the ongoing practice of retaining and hiring top talent is crucial. Recent research from Heidrick & Struggles supports the idea that as the economy improves, competition to find and keep this top talent will only become fiercer.

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

 

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

January 6, 2012
The Power of Local Leaders

Teresa Amabile and Steven Kramer, authors of “The Progress Principle,” have been studying what they call inner work life—the confluence of emotions, perceptions, and motivations that occur continually throughout the workday. When inner work life is positive, people feel happy, have positive perceptions of their work and those they work with, and are highly motivated by the work itself. In their quest to find the forces that rule inner work life, the authors discovered that lower-level, local leaders —such as team leaders—can be surprisingly powerful.

By Teresa Amabile and Steven Kramer

December 1, 2011
Harnessing the Power of Crowdsourcing

Crowdsourcing enables a company to broadcast an issue to a diverse audience using Web-based collaboration solutions and asks them to contribute ideas to solve the problem. Organizations that have tried this have developed surprising solutions to internal problems and innovation needs.

By Diane Youden, Principal, PwC

October 11, 2010
Communication Tops Skills Sought by Employers

Communication skills--the ability to synthesize and transmit ideas both in writing and orally--is likely to be the top employee development priority for the immediate future, according to a survey of more than 2,000 senior managers and executives by the American Management Association (AMA).

Communication skills--the ability to synthesize and transmit ideas both in writing and orally--is likely to be the top employee development priority for the immediate future, according to a survey of more than 2,000 senior managers and executives by the American Management Association (AMA).

July 29, 2010
3 Rs or 4 Cs?

The Three Rs aren't cutting it for today's workforce, according to the American Management Association (AMA)'s 2010 Critical Skills Survey of 2,115 managers and other execs in AMA member and customer companies. Besides reading, writing, and 'rithmetic, employees need the four Cs (critical thinking and problem solving, communication, collaboration, and creativity and innovation). 

The Three Rs aren't cutting it for today's workforce, according to the American Management Association (AMA)'s 2010 Critical Skills Survey of 2,115 managers and other execs in AMA member and customer companies. Besides reading, writing, and 'rithmetic, employees need the four Cs (critical thinking and problem solving, communication, collaboration, and creativity and innovation). 

January 10, 2002
{Empty title}

A cover worth kudos

A cover worth kudos

December 1, 2001
A South Carolina fabric and chemical manufa...

A South Carolina fabric and chemical manufacturer uses a machine that runs five times faster than anticipated and completes tasks that were totally unexpected when the company authorized the purchase order. That's because employees have made more than 200 small improvements to that machine, contributing to the organization's competitive advantage in a challenging industry.

A South Carolina fabric and chemical manufacturer uses a machine that runs five times faster than anticipated and completes tasks that were totally unexpected when the company authorized the purchase order. That's because employees have made more than 200 small improvements to that machine, contributing to the organization's competitive advantage in a challenging industry.