Talent Management Magazine is directed to top-level management, senior human resources, workforce and organizational development executives whose task is to optimize the abilities of their human assets to drive and improve the execution of enterprise strategy.

The success of the enterprise depends upon many factors. Chief among them is the ability of the workforce to achieve corporate goals. Fully evolved employee performance management goes well beyond an annual appraisal process, combining tools and methodologies that focus employee behavior on specific, mission-critical business needs. Performance management involves employees in their own development and the development of the enterprise, creating a well-prepared workforce invested in advancing the organization. (Tradepub.com)

Talent Management magazine reaches an audience of HR and business decision-makers focused on reaping the rewards of complete human capital management. Talent Management magazine helps these decision-makers create and maintain high-performing workforces.

Our readers identify, evaluate, recommend and authorize purchase of HCM products and services for companies and organizations of all sizes. Magazine coverage emphasizes thought leadership, best practices, case studies, research and hire-to-retire solutions rooted in the six pillars of talent management: recruitment & retention, assessment & evaluation, compensation & benefits, performance management, learning & development and succession planning.

In recent readership surveys, 81 percent rate us “above average” to “outstanding” for relevance, timeliness and readability; 87 percent reported responding to advertising in our magazine and e-media in the course of their jobs. (talentmgt.com)

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Geographic Eligibility: USA

Publisher: MediaTec Publishing

View Talent Management Magazine, February 2008

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Managing The Multigenerational Workforce
Build a Multigenerational Performance Management Stratgy
By shelly Heiden

Inclusion is the key to performance management success, and today's leading organizations are crafting performance management strategies to meet the needs of an increasingly diverse workforce and keep all workers engaged, productive and happy long after their first day on the job. Yet, there is at least one lens through which too few companies look when crafting a comprehensive performance management strategy: generational differences.

Currenly, there are four generations in the U.S. workforce: traditionalists (1900-1945), baby boomers (1946-1964), Generation X (1965-1980) and millennials/Generation Y (1981-1999). Workers in each generation not only different values, needs, motivations, career goals and work styles, each also brings drastically defferent expectations to the workplace in terms of what is required to keep them motivated, productive and engaged. ...

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