As I was waiting for the coffee to brew in the office this morning, I was greeted by the “Bagel Supply Chain” process we have posted by our coffee station. The morning bagels are long gone (since we are all on diets) but the posted…
One of the key factors Ben Horowitz uses in evaluating chief executives is their skill at making decisions. Horowitz should know. As a venture capitalist, he is in the business of hiring CEOs—lots of them.
I read a blog post today from the HBR Blog Network entitled “Solving Gen Y’s Passion Problem” written by a Generation Y member, Cal Newton. He notes several sources that have called this generation “Generation Me”, “The Worst Generation” and “Generation Why Bother”. They are often characterized as “pampered”, “high maintenance” and “perhaps . . . too happy at home checking Facebook”.
Lately, I have been thinking about Anne’s blog post from a few weeks ago called Next Practices with “Generation Next.” In the article, she talks about Millennials (folks born between 1980 and 1995), and since I was born in 1980, I guess I fit into…
Take care of your best people or someone else will. I’m sure you have heard this saying many times; I know that I have. How many of us really internalize the meaning to ensure that we are indeed doing everything we can to retain our very best people?
The “Millennials” or often referred to as “Generation Next” are not only coming, they are already here. With this new generation 80 million strong (born between 1980 and 1995) and rapidly taking over from the baby boomers who are now pushing 60, we are being forced to look at talent management in a completely new way. We must take a Next Practice approach to managing “Generation Next” or lose the war for talent altogether. 60 Minutes’ MorIey Safer did a report a few years ago entitled “The Millennials are Coming”