Many organizations are seeking new business opportunities and growth beyond their home borders. As businesses expand internationally, their technology infrastructure and their human resource processes must keep pace. How ready are most Human Resources (HR) and HR Information Technology (HRIT) organizations to support a global venture? What are the stages of globalization and some best practices to follow? How can organizations assess how ready they are to go global?

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Our core competencies blend strategic thinking with best-in-class HR and Financials implementations. With our rapid prototyping methodology, seasoned and certified project managers, and experienced functional and technical consultants, we quickly and painlessly take companies from needs analysis to production. That takes talent. The same talent assessment and job matching strategies that enable our success are offered to you.

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San Francisco, CA, June 21, 2011 – Jeitosa Group International and The Nielson Group have entered into a strategic alliance to deliver a comprehensive suite of talent assessment and survey solutions to Jeitosa’s clients as an integrated part of their global HR strategy and deployment services. The Nielson Group offerings cover critical organizational needs ranging from pre-employment screening, job matching, manager relationships and team building to employee engagement, high-potential and leadership development, strategic workforce planning and a full range of assessment and survey solutions designed to address employee selection, retention, development, performance management, and behavioral intelligence.
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In this column, in the last issue of HRinsights, I described several recent surveys and articles illuminating the current state of talent management as viewed by practitioners in the field.  In this issue, I will offer some views of talent management by executives and other users and beneficiaries of the current state of talent management efforts in their organizations.

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The idea that difficult goals lead to better performance seems counterintuitive, but there’s decades of research to back it up. Difficult goals demand our attention and engage the brain.  And with that extra neurological horsepower comes enhanced performance. But it’s a challenge to create goals that perfectly hit the sweet spot of difficulty.  That place right between ‘so hard I want to quit’ and ‘so easy I can’t be bothered to try.’ Here’s a quick way to test whether your goals are difficult enough to inspire optimal performance.

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In prior issues, I have described, in summary, the Jeitosa Comprehensive Talent Management Model depicted below.  Having described the model, I think it is instructive to look at the state of talent management in our organizations.  This issue will summarize the results of some recent surveys of TM practitioners.  In the next issue I will review some other issues and data on how the function is faring and is expected to evolve.

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Since we know that women in business make a difference, wouldn’t we want more women in our organizations? What are we not taking to heart?  I believe that it’s time to look at the facts and decide what actions it’s really time to take.  The facts are compelling.

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Many noted leaders have said that talent-related issues are a priority, hence they are allotting more time than ever to the challenges of attracting, developing, motivating, and retaining critical talent in an ever more competitive business environment. Jeitosa has a unique Talent Management methodology.

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Only a few countries, like Ireland and Greece, are struggling to get back to a healthy growth level. This growth, combined to demographic factors have restarted the “war for talents” in Europe. All predictions and signs are indicating a lack of qualified employees in virtually all areas over the next years. This lack of talent will be an issue, especially in mid-sized German companies, where the economy depends heavily on the export of goods.

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In prior issues, I have described, in summary, the four phases of the Comprehensive Talent Management (TM) Model.  In order to fully understand and implement the model, however, it is important to discuss the other features, namely technology and strategy. In the last issue, I briefly discussed the major technology issues and considerations.  This issue will deal with strategy.

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