Tanveer Naseer
NOVEMBER 28, 2017
Eagle Hill reports that replacing a mid-level employee – including hiring and training costs, in addition to lost revenue and lost productivity – can add up to 150% of that employee’s salary. Charan believes that a poor match with the job is one of the primary causes of low performance. “We
Great Leadership By Dan
NOVEMBER 23, 2007
Ram Charin Ram Charan lists in his book, Know How , eleven criteria for spotting future leaders in your organization. They perceptively judge their own direct reports, have the courage to give them honest feedback so the direct reports grow; they dig into cause and effect if a direct report is failing.
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Lead on Purpose
OCTOBER 23, 2009
This is the first book that teaches the ‘whats’ and the ‘hows’ of trust.&# – Ram Charan “After you turn off the projector, quit PowerPoint, and end your pitch, most deals come down to a simple question: Do you trust each other? Trust is the glue.
Harvard Business Review
NOVEMBER 28, 2016
Few people have more experience with CEO successions than Ram Charan. For more than three decades, Charan has been involved in CEO searches in the United States, China, Japan, India, Brazil, and Europe, as a director, an adviser, or a member of the selection committee. Can you elaborate?
Harvard Business Review
JULY 29, 2014
In the July/August issue of HBR , Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration , led by traditional HR-types, reporting to the CFO; and talent strategy , led by high-potential line managers, reporting to the corner office.
Harvard Business Review
OCTOBER 15, 2013
People and Organization : In late 2010, GE CEO Jeff Immelt decided to give country managers P&L responsibility for all of GE in their countries and have them report to vice chairman John Rice, who would be stationed in Hong Kong. Some activist shareholders are finding gaps in CEO performance by doing this calculation.
Harvard Business Review
OCTOBER 31, 2014
In its “State of Human Capital” report , McKinsey found that people in HR still largely have “a support-function mindset, a low tolerance for risk, and a limited sense of strategic ‘authorship’” — all of which has led to “low status among executive peers, no budget for innovation, and a ‘zero-defects’ mentality.”.
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