NEW: Standard Program Elements and Maturity Model 

A model of what elements a quality early talent development program ought to contain, and an assessment of the evolution of those elements at different phases of a program’s maturity.  Produced by the LDP Connect Enterprise Council.

When the Rotational Program Ends: Finding post-program roles

By Hae-Song Jung When the rotational programs end, how do we find great post-program roles for associates? Rotation programs are designed to help an organization develop and maintain a robust pipeline for future leadership positions. Managing such a program, therefore, entails the careful and structured consideration of emerging talent’s rotation experiences, performance, and the talent […]

Rotation Matching & Design: An Art and Science in Leadership Development Programs 

By Hae-Song Jung Proper rotation matching and design in your leadership development program means giving your high potential talent critical exposure to diverse parts of your business, leadership, and culture. The hope here is that these rotations will enable your early talent to build the competencies, experiences, and networks they need to become future leaders.  Rotation programs can come in all […]

How To “Right Size” Your Talent Development Program

Program size

Early talent program size is an important part of the equation for success. A “one size fits all” approach doesn’t take strategy or organizational culture into account. A McKinsey & Company report said too many leadership development programs are built with the assumption that “the same group of skills or style of leadership is appropriate regardless of […]

Employee Recognition: Rewards Beyond Compensation

employee rewards

Classic motivational theory ties an employee’s satisfaction to financial incentives. In other words, if a manager is happy with job performance, a bonus or raise are obvious ways to keep the employee happy (or to keep the employee, period). However, financial incentives aren’t always the best solution.  New motivational approaches hold that constructive feedback and employee recognition are […]