Ever since the publication of the War for Talent in 1997, the stakes for getting things right have been high…and they continue to be a top priority for CEOs (IBM Institute for Business Value, 2013). However, an over-reliance on traditional methods across critical human capital management processes may be limiting effectiveness.
From the initial attraction and selection of the right candidates for a role, to the development and retention of high-potential employees, traditional assumptions often result in average performance—and average does not yield high performing organizations. We can do better. Traditional HR practices can be transformed through workforce science1 , and a high-potential, Smarter Workforce can be created.