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

Read Talent Management Magazine, March 2009 Digital Edition

Talent Intelligence: Cut Through the Chaos
Mike Brennan

Measurement is a critical component to a sound talent management strategy in any economy. In fact, one could argue that talent management actually begins with measurement because identifying specific business outcomes and related goals provides the foundation to understand the talent required to realize them.

Developing and executing a talent management strategy requires an organization to ask not only, "What are we trying to impact and improve?" but also, "What talent levers can be triggered to effect the desired outcome?" By examining relationships between the answers to these two questions, organizations can make better decisions about what talent is needed to execute business strategy. ...

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