30 March, 2015 | (01 hr)
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Buy, build, borrow, or redeploy are HR’s traditional, go-to tactics for closing talent gaps. But in some geographies, talent isn’t a feasible or cost-effective solution. HR leaders need to weigh the full range of options, including some outside their traditional domain.
New research from The Conference Board describes how companies can make better decisions about which talent strategy to use to meet specific business needs. Heather Wang, Chief Human Resources Officer for GE's Global Growth Organization, will describe how GE determines how to resource its eight businesses while shifting the company's center of gravity from the developed world to other regions.
- Identifying organizational capabilities needed before evaluating strategic options—including talent
- Blending talent solutions and inventing new ones
- Thinking about the entire talent ecosystem, rather than just the talent the company owns today or wants to employ in the future
Heather (Xiaojun) Wang is vice president, Human Resources, GE Global Growth Organization (GGO) and GE Global Talent Recruitment (GTR). During her over 21 years at GE, Heather has held leadership positions within GE Lighting, GE Capital, GE International, GE Global...Full Bio
Mary B. Young, D.B.A.
Dr. Mary Young leads The Conference Board’s program of research on digital transformation’s human capital impacts, big data and human capital analytics, and strategic workforce planning.
Mary is the author of more than 25 research publications from The Conference Boardin...Full Bio