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Leadership, Talent & HR Strategy

Strategy is about choice. It is about focus. In HR, it is about fanatical attention to the capabilities your organization needs to serve current and future customers. Too often strategies are developed ‘from the inside’, a functional perspective–often a list of activities– but not what the business needs to drive value.

Business leaders care about growth and innovation. They care about quality and service. And they focus strategies on certain markets and products. They choose where the business will play and how they will win. HR, talent and leadership strategies need to reflect these choices. The best strategies define initiatives that directly influence and accelerate the strategies set by the business. They help define and shape the capabilities the organization needs to win. It is that simple and that complex. We begin by understanding your business environment and strategies, customer expectations and key capabilities. We then help you assess your current strengths and most critical needs to drive more value both for today and tomorrow. But a strategy unexecuted is a wish, an aspiration. It is important to focus on those things that matter most, initiatives that can bring quick, but lasting change. Strategy is hard work; making it real is harder.

Gandossy Consulting helps clients develop lasting change by using consulting techniques that include following:


Check back soon for details of the above.


Talent and Leadership Practices

Talent and leadership practices are a critical component of defining an organization’s culture and making strategy real. We focus on high leverage practices like the talent sourcing process, talent reviews, identifying and developing high potentials and other critical talent, succession planning, and developing strategies and practices to drive engagement.


Employee Engagement

Engagement is not the outcome business leaders are seeking–results are. In many work environments–but not all–strong engagement helps a leader achieve results. Since the 1990s, driving employee engagement has become a key element in many human capital strategies. And over the years, employee engagement has declined all over the world. In part, that is because much of what we do to drive engagement is wrong or worse, nothing gets done at all. We focus on first understanding the most critical factors to drive employee engagement and then develop focused strategies to drive higher engagement and results.