HR Signal?的动态

Great post Hein J.M. Knaapen. I may add a fourth reason for failure. CEOs and leadership fail to realize that they have two critical roles. They must be the Chief Belief Builders of their company (build individual's self-belief, build team belief, build belief in the leaders, and build belief in the strategy/direction) and Chief Energy Multipliers. Anywhere that there are belief and/or energy leaks you have a sinking ship. This is why Sustainable Human Performance and Personal Readiness for leaders and PE firms must be a strategic must and not a nice to have. #ruleyourimpact #sustainablehumanperformance #tignum #leadership

?????? ?????????? ????????????: ?????? ???????????????????????????? ???????????? ???? ??&?? ?????????? ???????????????? In the world of PE and M&A, numbers often take center stage. But the true differentiator? People. Here's why: 1?? ???????????? ???? ?????? ?????? ?????????? ???????????? 92% of PE firms say waiting too long on talent issues led to underperformance (Bain & Company, 2021) Example: KKR's approach to talent management in portfolio companies 2?? ?????????????? ?????????????????? ???? ???????????????? 87% of PE investors believe aligning culture with strategy is critical for returns Only 30% evaluate portfolio company culture intentionally (McKinsey & Alix Partners, 2020) 3?? ???????????????? ???????????????????? ???????????? ?????????????????????? Companies with engaged cultures saw 65% greater share price increase (Queen's University Center for Business) Example: Blackstone's emphasis on cultural alignment in acquisitions 4?? ?????????????????? ???? ?????? ???????????? ???? ?????????????? 71% of PE firms cite retaining management team as a top priority (PwC, 2021) Example: Vista Equity's talent retention strategies in software companies 5?? ?????????? ?????????????? ???????????????????? ???????????? ?????????????? Companies that invest in human capital see 2.5x higher revenue per employee (BCG, 2017) Example: Advent International's focus on leadership development in portfolio companies Key considerations: → Prioritize talent assessment and retention in due diligence → Align incentives with value creation goals → Invest in leadership development and cultural integration → Monitor employee engagement as a key performance indicator The data is clear: people drive profits. How are you prioritizing the human element in your value creation strategies?

What is the future of private equity in 2024? ?? . . . With interest rates still elevated through 2024, PE firms will focus on operational improvements to drive value creation, with a focus on talent. The Harvard Business Review ran an article recently that did a good job of summarizing the opportunities and challenges intrinsic to talent in private equity portfolio. On one hand, private equity firms are often in a stronger position to install the right talent at all levels than public counterparts, creating the conditions for building strong teams during the hold period. On the other, the swift changes in leadership that often accompany more complex deals that involve carve-outs or other restructurings can lead to disruptions that demotivate employees if not implemented properly. ? The takeaway: While there is no one-size-fits-all method for building a strong talent program, there are a couple of approaches that can serve as a starting point. ?? The first is to develop a talent transformation function at the firm level – this can be a point person for talent or a broader center of excellence within the firm – that considers opportunities for attracting and retaining talent in every investment the firm makes. ?? The second is to implement best-practice survey approaches, such as employee net promoter scores and quarterly pulse surveys, that provide visibility into employee sentiment and allow executive teams and Board members to address issues in real time. These are just a couple of the means by which private equity firms can leverage talent to support value creation efforts. ?????? #privateequity #valuecreation #talentprogram #peopledriverevenue

Unlocking the Power of Human Capital and How it Matters

In the past twenty years, we've witnessed a major shift in the investment landscape. Investments in public companies have dropped from 90% to just 50%, with private equity absorbing trillions of dollars. This shift underscores one thing: in a world of rapid change, successful transformations are more critical than ever. But let's be clear—transformations today aren't a quick fix. Private equity firms can no longer rely on just financial re-engineering. They need to fundamentally transform companies to unlock value. And that’s a challenging task, fraught with execution risks. Consider this: the success rate of CEOs in PE-backed companies has dropped from 44% to a mere 27% in the last decade. Why? Three key reasons stand out: ?? Outdated CEO job descriptions. ?? Gaps in assembling the right talent at the right time. ?? Prolonged transformation timelines. So, what’s the way forward? It’s about making smart talent decisions, meticulously tracking value creation, and embracing three new principles of transformation. ?? Check out the full article for all the details! https://lnkd.in/guqUdvCP #PrivateEquity #Transformation #CEOChallenges CEO.works Sandy Ogg #CEO

CEO success rates in PE backed companies have taken a shocking downturn. Here Hein J.M. Knaapen and Sandy Ogg from CEO.works discuss why and offer mitigating strategies. ?? #PrivateEquity #CEO #Transformation #TalentAcquisition #ExecutiveSearch

#Geopolitical Uncertainty, Rising Costs Spur Increased #Reshoring, #NearShoring: Almost two-thirds of executives report ongoing investment and execution in reshoring, near-shoring and split-shoring moves by their businesses, reveals Bain & Company research. #CorporateRealEstate #EconDev #SiteSelection

What’s the worst-performing ownership structure in terms of talent attraction, engagement, and retention in #AEC? … Private Equity. Based on the data, in terms of employees’ feeling valued, having autonomy, sense of belonging, quality of work life, and being highly engaged, the private equity ownership structure ranks the *lowest*. In terms of terms of unhealthy work stress, burnout, and employees considering leaving their current employer in the next 12 months, the private equity ownership structure ranks the *highest*. Of course, not all firms are the same (no matter the ownership structure) … but the seeing the aggregate data direct from employees reveals the very real limitations of the private equity model (and the current narrative) being loudly offered by many financial consultants locked into the M&A space. That said, you can *watch this space* to learn more about how to better optimize any ownership structure to better attract, engage, and retain more great talent as we begin to share the results (and real-time insights!) as part of the soon-to-be-released 2024 Present and Future of Work in Engineering and Architecture research report later this Spring. #leadership #management #growth #strategy #impact #success #ActionsProve

A dual focus from McKinsey insight - on developing people and managing them well gives a select group of companies a long-term performance edge. ??When companies emphasize #skilldevelopment, it pays off for workers.?Skills learned on the job contribute 46 percent of the average person’s lifetime earnings, and companies that build human capital are more likely to propel their employees into higher earnings brackets over the course of a career. ??#Building #humancapital also pays off for firms in the form of more consistent #earnings and greater #resilience during crisis.?In addition to being more consistent than their sector peers, #humancapital builders are better at #retaining #talent, with attrition rates that are about 5 percentage points lower. ??Some firms (“People + Performance Winners”) prioritize developing their employees and manage to deliver top-tier profitability at the same time.?These companies are more likely to become large-scale “superstars.” They exist in all sectors and average more than $1 billion in economic profit. ??People + Performance Winners have a distinctive organizational signature that challenges and empowers #employees while fostering bottom-up innovation.?This form of #organizationalcapital contrasts with that of other top-performing firms, which tend to be more top-down and transactional. This management style seems to #activate #humancapital and create a tangible competitive advantage. ??companies that adopt a more people-oriented focus along with a more challenging and empowering #organizationalculture have a lot to gain. In addition to boosting financial returns, they can improve their #consistency, #resilience, #talentretention, #employeeloyalty, and #reputation - and these are the hallmarks of companies that thrive over the long term. #leadership #talent #organizationalculture #retention #resilience #humancapital #performance #leadershipculture ??https://lnkd.in/es5EsRbv

Investors are increasingly considering an organization's approach to people management when making investment decisions. Which talent priorities do investors expect firms to focus on? What do investors consider important for people strategy? Explore more insights – based on Mercer's 2024 Global Talent Trends study – about the intersection of investment decision-making and people and talent factors here: https://lnkd.in/daK5_MPx #Investment #PeopleManagement #GlobalTalentTrends #MercerInsights?