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How to Attract and Retain Great People A SevenStep Process - Click To Read Article
With more than 25 years of experience in executive human resources positions and consulting, I have advised hundreds of company presidents, CEOs, and board members on attracting and retaining the best talent. With that experience and research, I have honed a seven-step process that takes you from business strategy and recruitment to long-term retention of your best employees and business success.
Regardless of a company’s size, finding and keeping great people is the same challenge and can be solved using this same process. If you are a startup, you should use these same steps—albeit maybe a bit more informally—than an established corporation.
An Eight-Step Process for Ensuring Your Acquisition and the Integration are a Success - Click To Read Article
Far too many companies make the mistake of acquiring another organization, only to attempt immediately to assimilate the new company into the original company’s existing processes, programs, and culture. That is why acquisition integration is often extremely painful and unsuccessful.
With more than 25 years of experience in executive human resources positions and consulting, I have advised dozens of company presidents, CEOs, and board members on strategies and processes that help ensure a successful acquisition or merger. With that experience and research, I have honed an eight-step process that provides proven strategies for successful integration of two disparate organizations.
Succession Planning: Planning for the Future Success of the Organization - Click To Read Article
Simply put, succession planning is the act of focusing on the future of your organization as it relates to the “people” side of the business. Typically, most people think of succession planning as it relates to replacing a retiring CEO; however, it can be equally crucial to extend succession planning to the entire management team and other key employees. Proper succession planning could mean the difference between a viable, thriving organization and one that could quickly go out of business.
For most companies, succession planning is certainly on the “to do” list, but many don’t focus on it until it’s too late. There is no right or wrong process to follow – it’s more a matter of timing. Do it sooner rather than later is the key.
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Jim Geier
(Visit Jim's Website)
Jim is a senior human resources executive
with more than 25 years of global and
board experience. Jim has proven his
ability to drive shareholder value by
focusing on business strategy and
organizational dynamics to design and
implement practical and effective human
capital strategies. He has impacted
business performance by developing and
implementing global HR strategy, assisting
in acquisitions and divestitures, leading
acquisition integration, coaching senior
management, and designing management
development programs.
Most recently, Jim was Managing Principal
and co-founder of Vienna Human Capital
Advisors where he advised organizations
including: Berkshire Health Systems,
Catholic Health Care Services, Henkels &
McCoy, Philadelphia Young Playwrights, and
Quaker Chemical Corporation.
Previously, Jim was Vice President, Human
Resources and a member of the senior
management team at Quaker Chemical
Corporation. Jim developed Quaker’s first
integrated global HR strategy to support
and drive business strategy and
shareholder value. Before Quaker, Jim was
Vice President, Human Resources for the
Americas Region at Rhône-Poulenc Rorer
Pharmaceuticals (today Sanofi-Aventis).
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