Our mission is simple. We exist to enable our clients to achieve better results by effectively leveraging talent.

People have to be regarded as Talent that can be leveraged for results, but not as “human capital”. People are an asset – we all know that. Yet, because of the human aspect, they cannot be managed as simply as other capital. When it comes to people, employers have to be adept at handling emotional, family, performance, development, rewards and a whole host of other issues that never come into play with other types of assets.

We believe that how you manage people can make or break your company. Your reputation in the market matters, how you treat people matters, the level of employee engagement matters. It all can be directly linked to results.

This is not just about a paycheck to us.  We are passionate about what we do – and about making a difference. Because we have seen first-hand that conscious attention to people can have a tremendous positive impact on engagement, on cultures and on results.

Talent Acquisition is not the same thing as recruiting.  Not to diminish the importance of effective sourcing, assessment and placement. But Talent Acquisition (TA) is broader. It begins with a decision, which answers:

“Considering the situation and timeframe, does it make most sense to buy, build or borrow the specific skills we need?”

Effective TA should be aligned with the goals presribed in your company’s business plan. In order to deliver on the goals set forth, you need to know what skills are required in a specific timeframe at a particular cost. When leaders are clear on those factors, then an effective TA strategy can be developed and executed.

Language matters.

The practice of succession planning is limited and antiquated. There is a larger conversation that must occur and succession is just one part of that discussion (albeit a critical one). The issues we take with succession plans are that they:

• are seldom managed well
• should be a critical part of a larger routine, facilitated dialogue among executives around leadership
• tend to be a static process when the importance indicates that it should be dynamic
• are not generally connected to a long-term business plan