ASAP reflection papers (3) based on 5 articles each - Human Resource Management

Talent Management: Trends that Will Shape the Future Fredric D.Frank,Craig R.Taylor,TalentKeepers

|alent management prac-

tices have developed and

adapted throughout the

years in response to

many changes in the workplace,

from the industrial revolution and

ihe rise of labor unions, to affir-

mative action, globalization, and

outsourcing, to name just a few.

The !990s ended with a call-to-

arms to fight "the war for talent."

While the war for talent clearly

iias cooled in the early stages of

ihe 21st century, dampened by

economic doldrums and concerns

with global security, the real battle

to attract, develop, motivate, and

retain talent is going to heat up

considerably. A looming demo-

grapbic time bomb will make talent

management a top priority for

organizations. Tbis article covers

a number of the trends that have

shaped our current practices as

well as those that will contribute

to future strategies.

HUMAN RESOURCE PLANNING 33

Forma! talent management practices have a relatively short history but rapid rise as a profe.s- sion. The Human Resource Planning Society (HRPS). now in its third decade of service to the human resource and broader business executive community, has been committed to improving organizational performance through the applica- tion of strategic human resource management practices, including talent management. HRPS was preceded by the American Society for Personnel Administration, founded in 1948. by 28 individuals to provide professional development for an emerging profession in transition. Today, renamed the Society for Human Resource Management (SHRM). that organization has over 175.000 members (SHRM. 2003).

Talent as a driving foree behind HR"s contri- butions to organizational success is underscored by a recent Human Resource Planning article entitled "The 21st Century Human Resources Function." Its bold subtitle. "Its the ^ ^ ^ ^ _ Talent, Stupid!.'" further reinforces the central role of talent in the evolu- tion of HR"s impact with organizations they support (Buckingham & Vosburgh. 2001).

Regardless of an employer's size or industry, during the last 50 years waves of change have swept over organizations. Some of these changes, such as affirmative action and related legislation in the United States or privatization practices in China, have had a broad and sweep- ing impaet. forever affecting values, beliefs, and practices. Others, such as the movement from traditional train- ing models to web-based e-learning, are still in a formative phase and the full impact on talent management has yet to be seen.

In a slow or down economy, an intense talent shortage may be difficult to visualize, yet what we know about economic cycles and demograph- ic trends forces us to confront a not-too-distant future that includes a labor/talent deficit in sup- ply/demand.

One thing is for sure: Evolutionary, and in some cases revolutionary, changes are already underway that will affect permanently how we approach talent management. Workplaces every- where are facing an increasingly complex and ever-changing landscape in their efforts to acquire, retain, motivate, and develop the talent

The future empha-

sis is likely to shift

from purely individ-

ually oriented

learning, toward

making teams

(often virtual and

sometimes global)

more effective in

working with each

other to meet

common goals.

needed to keep their organizations operating efficiently and competitively. Talent management strategists must prepare for what is likely to be a roller coaster ride.

Recruiting for Talent

Recruiting has undergone major changes. Historically, recruiting was driven by various communication channels, including classified ads. college placement offices, and internal job-post- ing systems. But the biggest limitation of these traditional tactics is that, by definition, they are bound to that channel's geographic distribution. market, and circulation. Another limitation has been time—the time to write the ad. place it in selected media, wait for inquiries, schedule inter- views or other screening practices, and so on. As pressure mounts to reduce job vacancy periods and shorten time-to-productivity measures, time

^ ^ ^ ^ ^ ^ has become the enemy. Technology has eome to the rescue. The internet has offered a way to attack time, cost, and reach simultaneously.

Web recruiting is exploding. In an effort to find any possible advantage, both employers and job seekers are logging on in record numbers. Monster.com, with 36 percent ofthe worldwide web career market, is the largest by far of the plethora of online career websites. In the third quarter of 2003. Monster had 16.7 million unique visitors who stayed an average of 15.6 minutes. By September 2003, there were 30.7 million active resumes in the Monster system, up from 19.6 million just a year earlier (Monster. 2003).

No one would argue that Monster, Hot Jobs, Career Builder, and the

others are adding value on both sides of the employment equation by broadening the reach and accelerating the speed of linking jobs and applicants. And when you add to the mix other online screening and analysis tools, including resume analysis programs, and sophisticated online pre-employment assessments, the world of recruiting has changed dramatically.

As all of these tools become more sophisticated. recruiting in the future may become more deper- sonalized on the one hand, with large volumes of applicants being screened by algorithms rather than judgment, and more personal on the other.

3 4 HUMAN RESOURCE PLANNING

through the wide use of web phones for immedi- ate interviews and the greater use of synchronous video conferencing.

Training and Developing Talent

Learning and performance improvement have always heen an integral part of talent manage- ment. Employee training has a long history of ensuring an organization has a skilled, motivated, and competent workforce. From orientation pro- grams and technical training classes experienced early in one's career, to leadership development and executive coaching, training and development is deeply woven into the fabric of talent manage- ment practices.

During the last 20 years, workplace learning strategies continued to rely heavily on traditional, instructor-led, small-group programs in classroom settings. Even today, while estimates vary, class- room training still accounts for as much as 72 percent of all workplace learning in the United States. 77 percent in Europe, 80 percent in Asia, and 92 percent in Latin America (Sugrue, 2003). But this period also saw the emergenee of tech- nology-assisted learning, beginning with basic computer-based training initiatives to more advanced interactive video discs and CD-ROMS, to today's widely used web-based c-learning tools delivered on everything from notebook computers to wireless PDAs.

Workplace learning and performance received a boost in 1990 with the publication of Peter Senge's The Fifth Discipline. Learning was being recast and positioned as a key strategic element in an organization's success, and mueh more than a tactic aimed at improving job performance. Senge described a learning organization as one "where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together" (Senge, 1990).

Achieving this vision proved difficult. With traditional models of structured, classroom learn- ing still the norm, learning remained as much dependent on the skills ofthe facilitator as it did on the power and value of the content. Instructional designers and courseware develop- ers worked hard to create new, interesting, and engaging methods to motivate and teach, but achieving the vision of a learning organization may depend more on the organization itself than

on learning strategies. "'If we are to be effective, our views and theories of organization must change," said Pat MeLagan, CEO of McLagan International. The metamorphosis is from closed rational systems focused on structure to dynamic models inspired by new views ofthe universe that emphasize process and participation (Galagan. 2003). The future emphasis is likely to shift from purely individually oriented learning, toward making teams (often virtual and sometimes global) more effective in working with each other to meet common goals. As learning technology and learning infrastructure continue to grow more sophisticated, the learning organization may finally be in reach.

While some barriers to the aggressive growth of e-leaming remain (bandwidth issues, tor exam- ple), technology's impact on training will continue to deepen. ASTD's annual State ofthe Industry Report shows significant growth in the applica- tion of learning technologies around the globe, ln 2003. 15 percent of U.S. organizations employed technology-assisted learning, but that falls short ofthe global leader, Japan, which reported 20 percent (Sugrue, 2003). IDC. a global IT market and intelligence firm that tracks e-learning. fore- casts the worldwide e-learning market will have grown from $6.6 billion in 2002 to S23.7 billion in 2006. The report's authors believe web-based learning will "become the game-changer" in the future of learning (IDC, 2003).

As we move into the 21st century, traditional models of workplace learning will change as dra- matically as any part of the talent management equation. The dialogue in e-learning circles today is less about which dimension of the movement, such as the deveiopment of technical standards or the quality of content, will most fuel rapid adop- tion, but more about the synergy of these forces and how they will build greater momentum (Taylor, 2002). In a world where job performance is systematically monitored by a sophisticated learning management system, short, targeted per- formance-based lessons can be delivered in real time and exactly when needed in order to address specific tasks and skill weaknesses. Unlike in the past when learning largely took place in settings away from the actual job. workplace learning will become more and more integrated into the daily work flow. Learning technology will facilitate the combination of improved workplace performance metrics with compelling, interactive content ulti- mately to make working and learning a seamless experience.

m

HUMAN RESOURCE PLANNING 35

Treating Talent Fairly Treating talent fairly in all respects is critical

for motivating and retaining employees. Over the last 30 years in the United States, perhaps no other area in talent management has received as much attention and scrutiny as affirmative action. Looking back 50 years ago, such protections were rarely afforded employees. For example, there was no Americans with Disabilities Act (ADA) and the term "glass ceiling" had not yet been coined.

Affirmative action can be traced far back to the early days of U.S. history, specifically, to the 14th and 15th Amendments to the Constitution, the Enforcement Acts of 1870 and 1871. and the Civil Rights Acts of 1866 and 1875 (Jenkins. 1999). A major milestone in the history of affir- mative action was the passing of the Civil Rights Act of 1964. It made discrimination illegal in employment, public accommodations, and pro- grams financed by the federal government. Added to this, in 1965, President Lyndon B. Johnson issued Executive Order 11246. which authorized the U.S. Department of Labor to take "affirmative" action to make sure that ethnic minorities were treated equally in terms of employment. The latter order stimulated programs intended to resolve bias against ethnic minorities and women in such areas as hiring, job promotion, and education (Pollard &O"Hare, 1999).

Employment litigation is tending to increase worldwide, such as in Japan (Human Resources International Report, 2001). Workers' rights have been enhanced in Europe with the strengthening of already powerful labor unions as a result of within-country negotiations as well as European Union representation.

Race-based discrimination seems to be a worldwide phenomenon (International Labour Organization Global Report, 2003). Of course, issues revolving around fair treatment of employ- ees are not restricted to racial considerations. Sex discrimination and sexual harassment in the workplace have become more widely discussed concerns around the world during the 1990s, part- ly because the globalization of business and the push of regional economic alliances, such as the European Union, have driven the need for com- mon standards {HRI. 2003). In the late 1980s the term "'glass ceiling" was coined in the United States to describe the invisible artificial barriers

As the economy

improves, there are

indications that

employees will be

leaving in droves.

created by attitudinal and organizational preju- dices barring women from top executive jobs (International Labour Organization, 1998). Glass ceilings certainly are not limited to the United States. In Europe (Catalyst. 2002) and in Japan (PBI Asian HR eNewsletter. 2003), the glass ceil- ing may be a bigger problem than in the United States. Organizations like the International Labour Organization are pushing international standards to prevent sex discrimination and harassment (HRI, 2003). And in the aftermath of September 11, discrimination complaints escalated around religious and national original discrimina- tion, particular against Muslims and people of Arab descent.

Legislation has been enacted with regard to the disabled and on the basis of age as well. For example, the ADA, enacted in 1992. was a major milestone in the protection of workers' rights. But legislation in the United States has not been the complete answer. To a large extent, employees have been disappointed by the rulings of the U.S. Supreme Court when it comes to the ADA. In

fact, claims filed with the Equal Employment Opportunity Commission (EEOC) under the ADA have dropped significantly between the 1995 high and 2003 (EEOC, 2003). Disability discrimination has triggered protection in other parts of the world which in tum has led to positive steps by employers. For example, Japan's mandated require-

ment for quotas on the employment of the disabled has led most companies represented in Japan to create programs specifically for the recruitment and training of the disabled. From a worldwide perspective, progress in employing the disabled has, however, been disappointing (HRI. 2002). Protection based upon age appears to be a global trend (Employment Discrimination Report, 2000; Cheung. 2000); as is the case with the disabled. considerable discrimination continues to exist on a global scale.

Some conflicting factors will make the future somewhat difficult to predict in terms of protec- tion of employees. While courts will need to reconcile national statutes, and many countries will move in the direction of western-style employment protections, some countries, feeling the pressure to attract more multinationals and foreign investment, will likely ease up on their employment laws.

36 HUMAN RESOURCE PLANNING

Other trends may be part of the future:

1. Laws relating to sex discrimination, and partic- ularly sexual orientation, will be widespread.

2. Worldwide, laws will be enacted to provide equal treatment regardless of weight and height.

3. At least in the United States, virtually the only group not protected will be white male Caucasians under 40 years of age.

4. Given widespread labor shortages, solid man- agerial talent will be scarce, and will result in breaking through the glass ceiling. Additionally (because of labor shortages), race gender, and age-based discrimination in the workplace will occur much less often.

For practical reasons alone, we can be opti- mistic that organizations will continue to strive to treat talent fairly in the years to come. Regardless of whether this results from simple enlightened self-interest or some level of social conscience, as an end result organizations will want to be known as a place where talent is valued and grown.

Retaining Talent Perhaps no talent management issue will have

greater importance in the years to come than employee retention. Historically, employee reten- tion has not been the issue it is today. In fact. U.S. median job tenure did not change much from the 1950s to the end ofthe 1990s (Yakoboski. 1999).

While the last few years of a down economy might suggest that turnover has not been a prob- lem, this has not been the case. From September 2002 through August 2003. a period best charac- terized as a downswing in the economy, annual turnover for the United States as a whole, across all jobs, was 19.2 percent (U. S. Department of Labor. Bureau of Labor Statistics. 2003). This is true globally as well: for example, Latin American employers had a difficult time retaining workers during the slow economy of 2002 (Watson Wyatt. 2002).

Today, a confluence of forces makes the reten- tion problem critically important. The two major forces are the down economy of the last few years and labor and talent shortages. A trouble- some outct)me ofthe downswing in the economy and the associated layoffs is that employee com- mitment and loyalty have been weakened. "It appears every man. woman and child is ready to quit their current job at the first opportunity"

(Sullivan, 2003). In terms of labor shortages. The Bureau of Labor Statistics projects a labor shortage of 10 million workers in 2008 (U.S. Department of Labor. Bureau of Labor Statistics. 20()3). The National Association of Manufacturers. The Manut^acturing Institute, and Deloitte & Touche. in their white paper, "Keeping America Competitive" (2003). project serious shortages in the manufacturing sector. As The New York Times reports in its October 12. 2003. issue, "conditions in the late 90"s may have been a reflection of job markets to come. And they are coming very quickly" (Brock. 2003).

A major reason is that the big baby-boom generation is starting to retire. According to childstats.gov. in 1964 the percentage of children in the population under the age of 18 was 36 per- cent. By 1999. that number dropped to 26 percent ofthe population and will continue to fall until at least 2020. At the other end ofthe population curve, as boomers age. the share of the population aged 65 or older is projected to increase from 12 percent in 2000 to about 20 percent in 2030 (U.S. Census). "There simply aren't enough workers behind the boomers in the labor supply pipeline to fill their jobs" (Brock. 2003). And it will be here soon, if not already. By 2005. the impact of the shortage will be in full swing (Kaihia, 2003).

The impact will be felt globally as well. Labor shortages in every industrial country will hamper economic growth (Hewitt. 2{X)2). On a global scale, "the major social crises ofthe twenty-first century will be the byproduct of labor shortages" (Hewitt, 2(X}1). Germany, in particular, will feel the impact of labor shortages. "Unless Germany negotiates a new social contract, it will face an era of fiscal crisis amid widespread labor short- ages and slower economic growth"(Jackson, 2003). The shortage of skilled workers will be even more pronounced. And globalization ofthe workforce is leading to a greater need to compete effectively against competitors in the battle for talent (Grantham. 2()()3: Patel. 2002).

As the economy improves, there are indications that employees will be leaving in droves. A 2003 Society for Human Resource Management and Wall Street Journal Job Recovery Study indicates 83 percent of employees surveyed said it was likely they would actively seek new employment once the job market and economy improved. This is buttressed by the Conference Board survey (2003). which found that employee discontent is the highest since the survey began in 1995. Said

HUMAN RESOURCE PLANNING 37

differently. "The minute the labor market rebounds, they re gone -just at the time we're entering this period of labor shortage" (Kaihia. 2003).

In summary, the demographic time bomb fueled by aging baby boomers is not a guess—it is an actuarial fact. Any kind of demographic pro- jections with respect to people who have already been bom is notoriously accurate (Kaihia. 2(X)3).

Not tbat the economy and labor and talent shortages are the only factors producing a crisis. Technology has been contributing as well. The internet has enabled employees to become far more knowledgeable and sophisticated about employment and job searches (Hansen. 2001). thus making organizations more vulnerable to turnover. As internet usage increases, this will be exacerbated. Technology advances also contribute to the "off-shoring" of not only man- ufacturing. but of professional and technical knowledge workers (e.g., financial transactions, software devel- opment, call center support), a trend that will continue.

What makes the issue of turnover so serious is that the costs of turnover are significant and far-reaching. Much more than in the past, these costs are being quantified. For example:

Employees will stay

if they have a good

relationship

and open commu-

nication with their

immediate boss.

1. Turnover is estimated to cost the U.S. economy S5 trillion annually {Journal of Business Strategy, 2003).

2. Turnover results in reduced earnings and stock prices, a documented decrease of an average 38 percent (Sibson, 2000).

3. Not only does retention reduce turnover costs and increase productivity, it is also correlated with high customer loyalty and greater prof- itability (Dresang. 2002).

4. More statistics are available pertaining to specific industries. For example, the annual cost of turnover in tbe supermarket industry exceeds the entire industry's annual profit by more than 40 percent (Frank. 2000). With respect to productivity, manufacturing plants with annual turnover rates of less than 3 percent achieved a median productivity per employee of $2(X).OOO: for plants with turnover rates of more than 20 percent, median produc- tivity dropped to $120,000 (Jusko. 2000).

What should we do to control turnover? Clearly one thing we can do is have front-line leaders who are retention experts. The role of the

front-line leader as the driver of retention has been recognized. Pay. benefits, and other employ- ee rewards entice employees to enter a company, but poor managers cause them to leave. The role of the front-line leader in retention has emerged (SHRM Retention Survey, 2(X)0: Buckingham & Coffman. 1999). This is underscored in the WorkTrends 2004 annual survey of over 10.000 employees. Results show eroding trends in job security and intent to remain. This implies that as the job market improves and there are more employment alternatives, leaders will need to put more effort into retaining talent (Gantz. Wiley Research. 2004).

Such retention leadership talents as building trust with one's team members are critical to achieving high retention (Frank. 2003). Employees will stay if they have a good relationship and open

communication with their immediate boss (HRI Institute. 2001). Forexam- ple, in a well-reported study. Sprint PCS improved retention by working with front-line leaders in customer contact centers. Leaders were assessed on 10 retention leader talents and then experienced e-learning to enhance talent gaps. Attrition fell con- sistently below that at control centers (Taylor. 2002).

What does the future hold for turnover and employee retention?

1. Employee retention will be the number one priority of HR executives.

2. Retention rates will assume a prominent posi- tion in company annual reports.

3. Leaders and top executives will be held accountable for the retention of employees. All managers will be rewarded for their retention rate accomplishments.

4. A substantial part of training budgets will be devoted to equipping leaders with the talent to be effective retention leaders.

5. Leaders will be selected based upon retention leader talents.

6. It will be widely recognized that all employees are retention agents; that team members can assist in the efforts to improve employee reten- tion by helping each other with work-related problems to stem the tide of turnover.

7. Years with an organization will be rewarded as a separate business criterion (i.e.. longevity will be explicitly rewarded), in balance with performance contributions (i.e., it is not enough just to "show up").

38 HUMAN RESOURCE PLANNING

8. Human metrics will be increasingly used to document the impact of turnover and retention imperatives.

In summary, turnover will assume crisis propor- tions as human capital becomes a scarce natural resource. Organizations ihat face this problem head on will be able to reduce its impact but it will remain the number one human resources issue.

The Future for Talent Management

PeopleSoft was founded in 1987 and one year later launched the PeopleSoft Human Resources Management System, its first product. Ninety eight people attended their first client conference in 1990. By 1996 the number of attendees had swelled to 7.288. That was two years after Fortune magazine named PeopleSoft the "fastest growing software company in America." In 2002 PeopleSoft released 3,̂ new products (PeopleSoft, 2rX13). As just one indicator, it is safe to say tech- nology is now a ubiquitous part of talent manage- ment practices for both employers and employees.

In much the same way that small proprietor- ships gave way to the rise of major corporations following the industrial revolution, technology and the internet will usher in a new model for talent management. As General Motors, Dupont. Standard Oil. and others were becoming huge national enterprises, a new organizational approach to managing talent was required. Today, signs point to the influence of technology in much the same way. As organizations fully embrace technology and the web. models that define the relationship between employers and employees will evolve, and new ones will emerge (Davis & Meyer. 1998).

Many models will reshape employment rela- tionships with workers. While telecommuting experienced a setback following the dot.com collapse in 2000. it is on the rebound. An estimat- ed 24 million Americans regularly or occasionally telecommute, and 45 percent of the U.S. work- force already uses mobile devices ranging from portable PCs and PDAs to wireless internet tools (Gartner. 2003). A 2002 benefits survey by SHRM found that 37 percent of employers offered telecommuting on a part-time basis, with 23 percent offering it as a full-lime option (SHRM, 2002).

Teamwork and team building, a cornerstone of talent management, was long considered to be a

function of people working together in small groups. Australian-born George Elton Mayo's now-famous Hawthorne Studies in the late 1920s gave rise to the idea that teams, and the social interactions among team members, play an important role in the workplace (Burke, 2002). Today, with advanced communication tools, virtual work teams enable organizations to blend capabilities, shorten product cycles, boost produc- tivity, and speed products to market.

Software development teams, for example, often "chase the sun." where digitally-connected programming teams pass work from center to center around the globe to achieve 24/7 develop- ment cycles (Joinson, 2002). Walt Disney Company's animation team used this technique in creating the animated feature. Hunchback of Noire Dame. Drawings would stait in Paris, with artists at Notre Dame and Disneyland Paris, and then move to Florida then on to California to con- tinue the creative process.

As technology infiltrates nearly every facet of the workplace, implications for talent management may be protbund. According to the U.S. Department of Labor's Employment and Training Administration, 80 percent of the new jobs created since 1992 require some degree of post-secondary training or education, driven largely by technolo- gy and the tremendous growth in knowledge workers who now account for a third of the U.S. wt)rkforce (DeRocco. 2(X)3). Workers in traditional blue-colku" industries now more than ever need specialized training to operate advanced robotics and computerized preiduction lines. Rental car clerks and delivery drivers all carry highly advanced hand-held wireless devices. It's a new world of work.

Is there a dark side to the future? GPS {global positioning system) technoiogy, for example, is finding its way into new applications at an aston- ishing rate. Using GPS technology, company vehi- cles or rental cars, cell phones, PDAs, notebooks computers, can all be continuously tracked. An HR Forensics expert examining emails and web behavior can leam a lot about someone. For the most part, in this era of hyper security, that's a good thing. But some employees may feel as though "Big Brother" is looming ever larger with the continued erosion of privacy in the workplace.

HR and talent management leaders and strate- gists have no choice but to keep pace. "The twen- ty-first century will be about velocity: the speed of business and the speed of change. To keep up with and anticipate change, businesses need

HUMAN RESOURCE PLANNING 39

radically better information flow." To get a better flow of information to develop the right processes and strategies, they need what Bill Gates calls a "digital nervous system" (Gates, 1999). For example, one challenge for the HR function is to get better at matching individual employee skills and competencies (skill inventories) with project assignment requirements (work) and tracking outcomes and effectiveness. Ideally, all human resource information systems would be part of the enterprise-wide digital nervous system, enabling the seamless tlow of information to the right person at the right time.

To achieve this widely held vision, technologi- cal and human barriers need to be overcome. As technology continues to transform talent manage- ment practices, the approach human resource organizations adopt to create a connected infra- structure may be largely dependent on how well they guide their overall organization in its reaction to technological change. Great companies respond to technological change with thoughtful- ness and creativity, driven by a compulsion to tum unrealized potential into results; mediocre companies react and lurch about, motivated by a fear of being left behind (Collins. 2001).

In 1999, what began as a dialogue among web strategists ultimately surfaced as "The Cluetrain Manifesto, " a book described as a populist view of the power of connectedness (Locke, et al., 1999). In some ways, it was a wake-up call for organizations:

Without anyone asking for it, the Web has given the people inside an organization easy access to one another in a rich variety of ways. Tbey can send e-mail to one person, to a steady group, to a dynamic team, to the entire sales force, or "just" to the board of directors. They can post creative, informative pages that express their interests, correct the mistakes in the official technical documentation, or point to the industry analyst's report the company doesn't want anyone to read.

Now. in 2004. we better understand the impli- cations of this. The future of talent management may well be about embracing and leveraging connectedness.

Peering over the horizon, the demographic ally driven labor shortage looms as a dark cloud. In the next battle for talent there will be winners and there will be losers. Attracting, motivating, and retaining talent will take all of the energy and cre- ativity we can muster.

Biographical Sketches Fredric I). Frank. PhD. is chief executive officer of Talent Keepers, the award-winning employee retention firm. Fred has had over 30 years of experience in the human resources indu.stry consultin}' with a large number of private and public sector organizations In the area of talent management. Fred is on the Human Resource Flannint^ Society's (HRFS) editorial review board for its Human Resource P]mmmg journal, and the associate articles editor responsible for the talent management knowledge area. In addition to TalentKeepers. he has founded two other compa- nies in the human resources area, both of which were acquired. Subsequent to the acquisition of his second company by the Thomson Company. Fred was head of acquisitions for a division of Thomson. Fred has a BA from Michigan State University, and MS and PhD degrees in industrial organizational psychology from Wayne State University. He formerly was a professor at Bowling Green State University and The University of Central Florida. He is on the board of directors for Michigan State University's College of Arts and Letters.

Craig R. Taylor is senior vice president of mar- keting for TalentKeepers employee retention firm, where he supports TalentKeepers'growth strate- gies and global employee retention research. Prior to joining TalentKeepers he was chief mar- keting officer for AchieveClobal and vice president of marketing for Click2Learn. Craig spent many years at Walt Disnex Company leading the Disney University/Disnex Institute's rapid growth in offering business .seminars to companies from around the world. He previously worked at Wil.son Learning Corporation as vice president of assessment services and vice president of consult- ing .services and at American Fxpress Company in management development. Craig chairs the editorial advisory board and the F-Learning Brain Trust for T-t-D. ASTD's monthly magazine, and is a contributing editor and regular colum- nist for the publication. He received a BA in psy- chology, and MEd and EdS degrees in counselor education, all from the University of Florida.

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