talent management

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■ Succession Management: Positioning Your Organization’s Leadership for Business Success Right Management . . . . . . . .S2

Human resources and talent management executives give mixed grades for the quality of their own organizations’ leadership pipelines. In a recent…

■ Linking Learning to Talent Management:The Key to Accelerating Workforce Performance SkillSoft . . . . . . . . . . . . . . . . .S3

Since the current economic cloud darkened our horizons sometime in 2008, the focus of talent management discussions has shifted from impending talent…

■ Taking the Performance Review Processfrom Painful to Productive SuccessFactors . . . . . . . . . . .S4

So it’s little wonder why so many forward-thinking small- and mid-sizedbusinesses are discovering automated performance review and goal management…

■ Talent Management and Economic Recovery Taleo . . . . . . . . . . . . . . . . . . .S5

If you are a talent management professional, you may be asking: “Is it safe to talk about economic recovery?” At least in the US, the answer is becoming…

■ High-Tech & High-Touch:The Fastest Path to Quality Hires TheLadders . . . . . . . . . . . . . .S6

Web-based recruiter search tools are supposed to simplify the recruitmentprocess and make it easier to efficiently find the highest-quality candidates for …

■ Talent Assessment Customization: How Much Is Enough? Assess Systems . . . . . . . . . .S7

Many successful businesses have found a way to differentiate themselves bymaking a unique and emotional connection between their goods and services…

Best Practices in Talent Management

A D V E R T I S E M E N T

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Succession Management: Positioning Your Organization’sLeadership for Business Success

RIGHT MANAGEMENT


Human resources and talent management executives givemixed grades for the quality of their own organizations’leadership pipelines. In a recent Right Management poll,

22% of North American companies indicated they have failed toidentify the future leaders within their organization. A further 55%reported having singled out potential leaders for only some keyroles. Yet, as many as 57% of senior leaders and human resourceprofessionals said succession management is a higher priority fortheir organization than it was a year ago. Never has there been sucha critical time for organizations to clarify their business strategy andensure that succession management is integral to the operations oftheir firm.

Actively managing succession is key to achieving strategic viability.It unlocks the potential for business direction, continuity, retentionof high-value talent and institutional knowledge, and it builds a formidable culture that will outpace the competition. Enterprise-wide performance depends on the effectiveness, depth and breadthof an organization’s succession management efforts.

Succession management secures future leadership capability,which is critical for driving organizational performance that wins in the changing world of work. It is an active and vital ongoing busi-ness process, embracing dynamic market imperatives to integrate the identification, assessment and development of talentwith long-range strategic planning.

Do you have future leaders identified for critical roles in your organization?

Managing Succession in an Unpredictable BusinessClimate

In the global economy, there are multiple dynamics at play whichare making succession management an urgent business issue. Pressure is coming not only from the chaos and uncertainty in the marketplace, but also from boards of directors that are either laudedor denounced for their handling of executive transitions. Organization-al stakeholders are demanding improvements in leadership capacitythat can strengthen agility and growth and drive performance toachieve long-term success, while also delivering on quarterly results.

In spite of its importance, succession management is not well-executed in most organizations. Companies have been tested over

the past few years as they experienced heightened levels of economicturmoil and unpredictability. Weaknesses in leadership capabilitiesare showing. As many as one out of every two managers fail. Formany firms, leadership bench strength is proving to be shallow.Why? Because the way we do business is radically changing.

Looking for a quick fix, some companies opted for short-term approaches to declining revenues by cutting costs. Such firms arenow restructuring and changing their business models, but strugglingto find managers well-equipped with the leadership capabilities andbehaviors needed to handle the kinds of dynamic changes experi-enced at an ever-quickening pace. Engagement, retention, productivityand performance are all suffering as a result of poor communication,erosion of trust, lack of customer focus, ineffective strategic thinkingand the inability to link one’s workforce with the business strategy.

Best Practice RecommendationsWe believe succession management is at the core of strategic, long-

term organizational viability. Aligning talent with business strategyin this way enhances the prospects of delivering on short-and long-term objectives. Having a solid, systemic approach to successionmanagement is essential for organizational growth and sustainability.

Our best practice recommendations are based on more than 30years of experience in helping organizations align talent strategieswith business objectives. In essence, there are five key steps involvedin developing an effective succession management process:

ConclusionSuccession management is at the core of strategic, long-term

organizational viability. Aligning talent with business strategy in thisway enhances the prospects of delivering on short- and long-termobjectives. Having a solid, systemic approach to succession manage-ment is essential for organizational growth and sustainability. ■

Right Management (www.right.com) is the talent and career management expertwithin ManpowerGroup, the global leader in innovative workforce solutions.

1. Review and refine with executive leadership the strategicbusiness imperatives required for success;

2. Determine critical roles required to achieve the business imperatives and also assess current and future leadershipcapabilities;

3. Conduct systematic talent reviews integrated with the business planning process;

4. Reinforce the execution of development plans; and,

5. Monitor progress against success measures and adaptingwhere necessary.

✔ Yes, for all critical roles 6%

✔ Yes, for most but not all critical roles 17%

✔ Yes, for some critical roles 55%

✘ No, not for any critical roles 22%

introduce company values and a continuous learning process that istailored to the employee’s job role.

DevelopmentDevelopment of employees is an obvious fit for learning, but in

order to optimize development across the organization, there needs

to be a link between job roles and learning. This is where many

companies start, by defining job roles and a system of competencies

for their key positions that are then mapped to available learning

resources. When jobs have specific, well-defined expectations, and

managers are regularly communicating with individuals about

where they stand in relation to those expectations, then learning can

be provisioned in a precise way. This inevitably drives much higher

demand for learning on a wide range of topics, but it also reveals

the business value of learning, because the learning is linked to

employee performance.

RetentionLearning can impact retention in a number of ways. One is that

learning can provide a meaningful benefit that will keep key

employees engaged. A worldwide study that SkillSoft conducted of

employee attitudes towards training showed that 30-40% didn’t feel

their companies did a good enough job of providing learning to help

them progress in their careers. This was even more pronounced in

areas such as IT, where the greatest potential for attrition exists.

Companies that demonstrate to their employees that they are valued

for their future contributions as well as their current roles will fare

better in competitive talent markets.

Another way that learning can impact retention is by reducing the

negative causes of attrition. The number one reason that employees

leave organizations is a poor relationship with the direct supervisor.

This has been documented in research so many times that it’s

become a cliché: people don’t leave companies they leave managers.

And yet many companies don’t provide comprehensive management/

leadership training, or the training that is provided is so limited in

scope that only a few “high potentials” will ever benefit from it.

Companies that provide a wealth of learning opportunities, to

employees at all levels, experience the greatest uplift to their talent

strategies. E-learning, simulations, rich media modules, virtual

classes and online books are a few of the ways that companies can

deliver scalable learning programs into the flow of work, creating

minimal disruption and maximum productivity. And when these

activities are aligned with human capital strategy, the benefits are

virtually unlimited. ■



Linking Learning to Talent Management:The Key to Accelerating Workforce Performance

JULIE OGILVIE, VICE PRESIDENT, CORPORATE MARKETING | SKILLSOFT

Since the current economic cloud darkened our horizons sometime in 2008, the focus of talent management discussionshas shifted from impending talent shortages to concerns about

the here-and-now. The mass retirement of baby boomers has notmaterialized, but apprehension about productivity and competitive-ness has come to the fore. With smaller workforces, organizationshave had to accelerate development of new hires and cross-trainexperienced workers to cover more needs. Job markets remain tightfor critical skills such as IT, and sourcing talent abroad has alsobecome increasingly competitive.

With all of these factors it is not surprising then that many compa-nies have continued or even accelerated their pursuit of talent management strategies. Only a systematic approach to the align-ment of human capital with the business needs can ensure the futureviability of an organization. Because no matter how brilliant yourbusiness plan is, if you don’t have the workforce to support it,you’re not going to achieve your intended business results.

A robust talent strategy covers the lifecycle of an employee, butwhat many companies quickly come to realize is just how importantlearning is to virtually every phase of the talent management cycle.Acquisition, engagement, development, leadership, retention: all have strong links into the learning function. Talent managementsoftware may help to streamline processes and automate time-consuming activities like performance reviews, but automation in and of itself does not necessarily improve organizational performance. Only learning changes behavior.

Think of the many ways learning is intertwined with talent management at just about every part of the cycle:

AcquisitionSmart companies develop an “employment brand” that’s attrac-

tive to the strongest candidates in the job market. Often these topperformers are motivated by the availability of learning opportuni-ties, as these ensure that their skills keep pace with market demands.Learning signifies a commitment to the employee’s personal growth.

EngagementResearch shows that the most productive employees are the ones

who have the highest level of engagement with their jobs and theculture of their organizations. In most companies the process of developing engagement starts with an on-boarding program thathelps new employees understand the basics: what the rules are,where their desk is, and necessary processes such as how to put in atime-off request. But in companies that truly value engagement, on-boarding often goes much further, with programs designed to




For Small and Midsized BusinessesTaking the Performance Review Process

from Painful to Productive SUCCESSFACTORS


HR, executives and employees have one thing in common:They dislike performance reviews.

So it’s little wonder why so many forward-thinking small- andmid-sized businesses are discovering automated performance reviewand goal management solutions. They take the pain out of theprocess, drive employee participation, improve performance, andare affordable for every business.

Maximizing Productivity • HR managers enjoy a vastly streamlined review process. • Managers and employees save time and frustration while writing

high-quality reviews. • Executive management get centralized performance data that

provides powerful insights and drive productivity by focusing employees on strategic goals.

Why HR Likes itAn on-demand, online system streamlines the review process and

cuts major capital expenditures. • Electronic form routing automatically routes forms for review

or approval, saving administrative time and reducing your environ-mental footprint.

• Centralized online access provides instant web-based access toall required forms.

• Automated email reminders eliminate the need to physicallytrack people down.

• Integration with other systems helps you make well-informeddecisions regarding employment development and compensation.

Why Managers and Employees Like It An automated review process saves time and resources. Feedback

tools motivate employees and management by showing how theircontributions fit into the company’s goals.

Benefits include: • Built-in writing tools deliver concise reviews that allow employees

to measure their performance. Managers can draw from detailed listsof competencies for common job types to create customized reviews.

• Integrated Coaching tools offer professional advice on promot-ing employee achievement and coaching suggestions. Quality feed-back gives employees an actionable understanding of what theyneed to do to be successful.

• 360-degree review tools solicit feedback with just a few clicks.

Why CEO’s and CFO’s Like ItAutomated reviews and goal alignment drive productivity. An

always-on solution centralizes all employee performance data and enables CEO’s and managers to make decisions based on real-time data.

Leading automated systems allow the executive team to: • Track the company’s overall progress against its goals. • Identify employees’ key strengths and weaknesses.• Closely monitor changes in employee ratings. • Ensure best-performing individuals and departments are appro-

priately rewarded.

The Missing Link — Strategic Employee Goal AlignmentToday’s downsized workforce increases the demands on each indi-

vidual. Yet industry studies show that nearly 95 percent of workersare unaware of their employer’s business objectives. Organizationsmust inform employees of the company goals, monitor progress onan ongoing basis, and provide each individual with a means ofachieving those goals.1

Go GreenA centralized paperless solution provides undeniable cost savings

and a green reputation as well.To learn more, take a look at how these forward-thinking businesses

have utilized automated performance reviews for greater success:• Rocky Mountain Bank http://www.successfactors.com/docs/

Rocky_Mountain_Bank_FINALv2.pdf• MarketLeader http://www.successfactors.com/docs/

MarketLeader_CFO.pdf. ■

With more than 4 million end users in 185 countries, SuccessFactors is theleader in on-demand Business Execution software. By enabling organizationsto bridge strategy and execution gaps, cultivate top talent and optimize employee performance, SuccessFactors solutions help companies of all sizesdrive productivity and increase business success.For more information, please visit www.successfactors.com

LARS DALGAARD, FOUNDER & CEOLars Dalgaard is a global leader in business execution soft-ware. The SuccessFactors Business Execution (BizX) suite improves business alignment, team execution and people performance to drive results for companies of all sizes.

THE HR INSIDER SERIESThis ongoing set of guides is designed to provide HR professionals in small tomid-sized businesses with insights and solutions that can be applied in everydayefforts. Contributing authors include HR experts, as well as leading companiesthat have improved business results by using the latest HR technologies. Visitwww.successfactors.com to download more of the HR Insider Series.

“It enables us to ensure our employees are delivering thehighest levels of service while meeting their revenue

targets. We’re evaluating and rewarding people based on achievement of goals—all using a system that is

paperless, streamlined, and scalable.” Michelle Byers, Vice President of Talent, Rocky Mountain Bank (60 Employees)

“This solution has enabled me and my senior management to make sound decisions about how to grow the business

efficiently, with greater transparency and accountability. I feellike I am in better control over the destiny of my company.”

Jim Hooker, CEO & President, Televerde (200 Employees)



Talent Management and Economic RecoveryDAVID WILKINS, VICE PRESIDENT OF TALEO RESEARCH | TALEO

If you are a talent management professional, you may be asking:“Is it safe to talk about economic recovery?” At least in the US,the answer is becoming “Yes.” Unemployment is at a two-year

low. The last few months have shown the strongest growth in hiringsince the start of the recession. The US economy has grown for sevenstraight quarters, GDP is projected to grow at 4.3 percent in 2011,and the Dow Jones Industrial Average (DJIA) has been trading higher. While there are many possible risks to this recovery, it’s timeto begin seriously considering what economic recovery means toyour talent management strategies.

Key Facts• Employee satisfaction with the work environment is at a

three-year low. • A large percentage of workers plan to actively seek a new

position. • To save money during the recession, most companies cut

training and development budgets.

As the economy rebounds, we will begin to see a significant in-crease in dysfunctional turnover as key employees begin to look foropportunities in other firms. You should do a deep strategic assess-ment of your current workforce and near-term organizational needs.It's time to begin a significant reinvestment in employee and leader-ship development, talent mobility strategies, and reward and com-pensation models to increase engagement and retain key employees.

Your Employees are UnhappyAccording to the Gallup-Healthways Well-Being Index, the

Work Environment Index “dropped to 45.4 in February, by far itslowest point in 38 consecutive months of measurement and downsubstantially from the 53.3 high-mark recorded at the onset of the economic crash.” The Work Environment Index measuresAmerican worker job satisfaction, their ability to use their strengthsat work, and their relationship with supervisors. Right Managementreported a sharp increase in the percentage of people who plan to “actively seek a new position” in 2011. Last year, 60 percent ofrespondents indicated a desire to seek a new position. This year, thatpercentage increased to 85 percent. Just five percent of respondentsindicated a desire to stay in their current position.

Your Employees are Afraid to Leave (but They Want To) Given the bleak numbers, it seems painfully clear that the US

worker is very unhappy and is actively seeking change. So whyhaven’t we seen it yet? In fact, voluntary separations are way down,roughly 40 percent lower than the historical baseline. According

to the US Department of Labor, “Quits tend to rise when there is aperception that another job is available and tend to fall when thereis a perception that jobs are scarce.” No surprise then that folksstayed put through the recession.

You are Not Investing in the People You HaveDespite an all-time low-level of quits, you need to develop the

talent you have. According to Bersin & Associates, internal traininginvestments are at a ten-year low. While this might look like a goodplay on the balance sheet (training is almost universally listed as a“cost”), it’s exactly the wrong thing to do. Your people are one of the few organizational assets that actually appreciate when youinvest in them.

The Solution: Investing in People and Talent IntelligenceGiven the talent risks associated with an economic recovery and

the early signs that we’re trending in that direction, now is the timeto invest in Talent Intelligence and your company’s most importantasset—people. The foundation of Talent Intelligence is an end-to-end talent management suite that connects recruiting, performance,compensation, and learning. When you can capture key informa-tion about each talent process and the interplay between them, youcan create deep talent profiles and rich analysis of strategic talentdata. With talent profiles and analytics, you can make smarter decisions about how best to reduce your turnover related risks. Forexample, you can better identify:

• Bench strength issues.• Critical roles and skills within the business.• High potentials and future leaders.• Historical challenges in hiring for certain roles.• The best sources of hire.• Key success characteristics to look for in future candidates.

These data points can guide your reinvestment in people, particu-larly through training and development activities. Because it’s such avisible commitment to employee growth and development, an increased investment in training can be one of the quickest ways to overcome apathy and disengagement. You can also use Talent Intelligence data to drive recruiting, performance management, andsuccession strategies to mitigate the potential risks of turnover or to proactively plan a recruiting, hiring, and onboarding strategy tominimize the impacts of losses. ■

If you want to know more about Talent Intelligence, visit www.taleo.comand download the Taleo Research paper “Talent Intelligence: Key to U.S. Business Success.”




High-Tech & High-Touch: The Fastest Path to Quality HiresTHELADDERS


Web-based recruiter search tools are supposed to simplifythe recruitment process and make it easier to efficientlyfind the highest-quality candidates for any business-

critical job vacancy. Yet, based on interviews with leading recruiters, Internet tools

present as many hurdles for efficient recruitment as they resolve.Their massive breadth and ease-of-response often leads to incom-prehensibly large candidate pools—only a small fraction of which istruly qualified and a far smaller fraction is top quality.

Importantly for recruiters filling key senior roles, a recent research report from The Aberdeen Group makes clear that jobqualifications and the effectiveness of job boards have an inverse relationship: as critical job qualifications go up, the effectiveness ofjob boards goes down.1 Worse, job boards tend to exacerbate theclutter problem already inundating corporate recruiters.

Leading recruiters are responding to these obstacles with innovation and creativity, melding together the best of their tradi-tional approaches—such as personal networking, applicant databases and creating compelling job descriptions—with the latesttechnology tools.

The virtually unanimous first response of interviewees when askedabout their recruiting approaches for senior-level positions is thatthey reach into the personal networks they’ve developed. AngelaScalpello, Senior Vice President, Human Resources for PRNewswire, says, “For most senior positions the most effective thingyou can do is to proactively create a pipeline and a network. I’ve been doing that through personal relationships, professional relationships and social networking,” Scalpello explains.

However, personal networks don’t scale well to the full breadth of corporate-level positions, where a recruiter may be looking for a senior finance person one week and a senior technology person the next.

One approach to overcoming that limitation is through what quality-of-hire guru Lou Adler, author of Hire With Your Head,calls a “just-in-time network.”

Adler says corporate recruiters can build a just-in-time networkfor virtually any special skill set by tapping into company employeeswho work in the appropriate area. Given the extent of Internet social networks, chances are those employees will have links to people who possess the right skills at the right level, or who can connect with those who do. The recruiter then works with the employees, leveraging their social networks to build a just-in-timenetwork for the given skill set.

The default mechanism for constructing just-in-time networks hasbeen broad social networks. More and more, however, recruiters are turning to proactive tools, such as TheLadders’ My Pipeline,

which establishes “follower” relationships between job candidatesand recruiters.

Karen Wendelberger, a Recruitment Relationship Manager for Allegistalent2 who recruits senior talent for American Express, explains that My Pipeline enables her to quickly connect with andmessage out to the right-skilled candidates for a given opening.

After that universal initial response, some interviewees talk aboutcreating highly effective job descriptions and job advertisements that encourage poorly matched candidates to select themselves out,while at the same time motivating high-quality candidates to respond. Others talk about screening techniques that perform similar functions but after a candidate pool has been collected.

Quality-of-hire guru Adler is a passionate advocate of using compelling content in job descriptions, advertisements and emails to both filter out candidates that don’t quite fit and to motivatethose that do.

For example, in a recent search for a senior accounting positionfor a global firm, Adler sent an email to candidates saying that, as anext step, they were being asked to write a half-page explanation ofwhy they’d be good at developing international accounting policy,including any related accomplishments. “The beauty of that message is that the unqualified candidates simply can’t respond, butthe high-quality candidates with really relevant accomplishmentsbegin to imagine how those apply to this situation, and their responses really stand out,” says Adler.

What becomes apparent as these ideas are explored deeply is thatthey almost always involve the application of savvy human expertisevia technology tools. In fact, several interviewees commented on theway TheLadders, the leading recruitment solution for professional($100,000+) talent, extends that concept to its own services.

Wendelberger, the American Express recruiter, explains, “TheLadders has people doing the actual tactical work. Their talentspecialists are spending the hours picking out the candidates fromtheir database based on my criteria, and then it only takes me a couple minutes to review a resume before I pick up the phone andcall the candidate. What’s not to love about that?”

In the end, Wendelberger and many other interviewees pointed to TheLadders due to its potent high-tech/high-touch combination:a database that scales far beyond the reach of any individual organization—including more than 4 million U.S. $100,000+ earners—and a “human” team of recruitment experts who leveragethat database on their clients’ behalf. ■

Try TheLadders for free: theladders.com/passport

1. Challenges in Sourcing Six-Figure Talent, The Aberdeen Group, January 2011



Talent Assessment Customization: How Much Is Enough?ASSESS SYSTEMS

Many successful businesses have found a way to differen-tiate themselves by making a unique and emotional connection between their goods and services and the

specific expectations of their customers. It’s not a stretch to say thatthe stronger positive emotional connection an organization can create with its customers, the more likely customers are to spendtheir hard-earned money with them.

To make this connection, companies need passionate employeesto provide great service, dedicated managers to run the business, andinspired executives to set the vision, strategy and goals. Moreover,companies need talent at all levels in the organization who havebeen carefully and precisely selected based on their fit with the rolesand culture to best deliver the brand promise. To ensure a customfit, organizations should consider a strategy that includes a customized talent assessment as a component in a custom selectionsystem.

Where are You Now?A good first step in considering a customized approach to talent

selection is to evaluate and understand the level of customization inyour current selection systems. This is important because there mayhave been previous customization work on which your organizationcan capitalize for future customization. Talent selection consultingfirms and specialists have differing methodologies, so how muchyour customization can be utilized will vary. However, if you approach them knowing the level of customization in your currentselection systems, your organization will be in a better position. Tobest accomplish this, you should consult with the firm or specialistthat designed your selection systems. To evaluate the system on yourown, a few questions are offered below:

1. Are the initial steps in our selection process (i.e., applicationprocess) tailored to communicate our employment brand? Do we provide clear expectations about our role/company to the candidate?

2. Do the assessment selection reports reflect my organization’sbranding/logo? Are the assessment content, reporting, and scoringlogic designed specifically for roles/job families in my organization?

3. Are the interview questions and rating/scoring system uniquefor my roles? Do the interviews assess candidate fit in my specificculture/organization?

4. Do I have a technical manual that supports the customizationprocess and results following The Uniform Guidelines For Employ-ment Selection Procedures (1979, Department of Labor)?

5. Do I have quantifiable evidence, results or a statement of the return on investment showing that the system is meeting our customneeds?

Levels of CustomizationTalent assessment customization can be best defined by level and

by methodology. Below are outlined many of the common levels ofcustomization for talent assessment tools and how methodologyplays a role.

Low CustomizationThis approach involves branding an “off-the-shelf” assessment

for a particular role or job family based on a brief job review and incorporating in company-specific language for the candidate andhiring manager experience. This might be as simple as incorporatingyour company logo into an assessment report or may be more extensive such as editing interview questions or the language used inthe hiring manager report to better reflect your company and culture.This approach is typically lower-cost and quicker to implement.

Medium CustomizationA medium-level customization effort often involves Success Profil-

ing or Competence Modeling. At this level, a more extensive jobstudy is conducted to identify the model of successful performance,which is then communicated in the talent assessment as a SuccessProfile or Competency Model. Assessment content and the resultingcandidate evaluation report are aligned to evaluate the candidate’spotential for these desired job competencies. This approach workswell in management and professional positions for selection as wellas development purposes.

High CustomizationA highly customized talent assessment involves large sample sizes

and rigorous statistical analyses, such as when conducting a criterionvalidation study. A comprehensive job analysis is conducted to identify critical behaviors and characteristics and then statistical validation occurs. As a result, highly customized talent assessmentswould be designed to include, for example, role or job-family specificassessment items, weighting, scoring, and reporting. While time-consuming and expensive, the pay-off in using this approach to select talent can be considerable in terms of retention, productivityand impact.

Bottom LineUltimately, organizations are making decisions regarding talent

selection customization by evaluating the time, effort and costs thatgo into development, implementation, training and support balanced with the return on investment and benefits. Conducting a cost/benefit analysis will help your organization decide on the best route for customization. Consider your starting point, talentstrategy and talent goals to ensure that this very important decisionis right for your organization. ■





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For more information on the companies that contributed to this white paper, visit their web sites,

or contact them directly at:

SUCCESSFACTORS 1500 Fashion Island Boulevard Suite 300San Mateo, CA 94404Phone: (650) 645-2000www.successfactors.com

RIGHT MANAGEMENT1818 Market Street33rd FloorPhiladelphia, PA 19103Phone: (215) 988-1588Fax: (215) 988-0150www.right.com

SKILLSOFT107 Northeastern BoulevardNashua, NH 03062Phone: (603) 324-3000

87-SkillSoft (877) 545-5763)

[email protected]

ASSESS SYSTEMS 12750 Merit Drive Suite 300Dallas, TX 75251Phone: (800) 283-6055www.assess-systems.com

TALEO4140 Dublin BoulevardSuite 400Dublin, CA 94568Phone: (888) 836-3669www.taleo.com

THELADDERS205 Hudson Street8th FloorNew York, NY 10013Phone: (866) [email protected]

For information on participating in upcoming Best Practice White Papers, contact:

Jason Asch, Advertising Sales Director(212) 210-0112 ■ [email protected]

WorkƒorceM A N A G E M E N T

WorkƒorceM A N A G E M E N T

Chicago Headquarters360 N. Michigan Ave.Chicago, IL 60601(312) 649-5200

www.workforce.com