50% of average employee's time spent on non-productive work. Corporate Strategy Board research; Measures That Matter

68% of employees say their companies do not manage employee performance well. Saratoga Institute Survey

84% of large companies say they are not using their workforce to its full potential. Saratoga Institute Study

Best Practices Companies now estimate that workforce management problems are causing them to under perform by as much as 10% and overspend by as much as 10%. Saratoga Institute Study

"95% of employees don't understand the strategy of the organization for which they work". "The Balanced Scorecard" David P. Norton, Robert Kaplan

65% of Executives think that performance is linked to compensation at their company, but only 38% of employees agree. Mercer US compensation practice

"Employee compensation management may improve employee retention by as much as 27%" Giga Information Group

45% of Companies worth over $500 million USD still does not have a clear succession plan. National Association of Corporate Directors

As much as 17 percent can be added to market value with an increase of 1 point in employee engagement. Watson Wyatt "Human Capital Index"

"Employees who know what their company initiatives are 38% more engaged, those who understand how they can achieve these initiatives are 68% more engaged". Towers Perrin

Approx 40% of executives will leave their companies in the next 5 years. Development Divisions International

The estimated 1-yr replacement cost of a Fortune 500 Executive is $750,000. Development Divisions International

66% of senior managers hired externally failed within the first eighteen months in their new role, on the job. Development Divisions International

2000 Global Companies that practiced effective succession planning reduced turnover by an average of 65%. The Hackett Group

67% of CEOs surveyed felt they were ineffective at identifying future leaders. The Conference Group

Only 29% of employees say that when they do a good job, their performance is rewarded. Watson Wyatt Worldwide

'Companies with strong talent practices earned 22% higher shareholder returns than their peers' McKinsey & Company

"The old adage 'people are your most important assets' turns out to be wrong. People are not your most important asset, the right people are." Jim Collins, "Good to Great"

"Today's marketplace is incredibly competitive in every industry around the globe. The difference between success and failure is talent, period." Indra Nooyi, CEO Pepsi

From 1998 to 2006, Companies in Fortune's "100 Best Places to Work for in America" list outperformed that of the S&Ps 500 by more than230%. Fortune

The Value of Top Performers = two to four times the performance of average employees. Ulrich and Smallwood

The value of Top Talent: one topnotch software engineer is worth 300 times the average. Google

Only 23% of executives feel confident they are able to attract the top talent they need. McKinsey & Company

Top issue on the minds of global executives is their ability to acquire and retain outstanding performers. Accenture

Studies shows 90% of new hires decide to stay or leave a company within 6 months of taking a new job. B. Kaye, Love 'Em or Lose 'Em

Effective hiring represents 70 to 80% of a manager's success. Lou Adler, CEO, The Adler Group

Great recruiters hire great talent; good recruiters hire average talent. AIRS competency study, 2006

"Just because something can be counted, it doesn't mean that it counts." Albert Einstein

Only those companies that win the hearts and minds of their top talent will be able to deliver value over both the short and long terms." Deloitte

77% of employees go home early on their first day because the company was not prepared. SHRM

Only 25% of organizations believe their managers have skills necessary for talent leadership. A great manager leads to a cycle of value and a poor one leads to a cycle of waste. McKinsey & Company

McKinsey's rule of crappy Managers: poor people tend to hire, connect with and promote other poor performers. They create a perpetuating cycle of waste. McKinsey & Company

Promotion Paradox: "What got you here, won't get you there" Marshall Goldsmith

77% of companies say they don't have enough successors for senior managers. Only 3% of companies say their pipeline is sufficient. Human Capital Institute

The key to McDonald's success is the proper alignment of the organization through the right people in the right place and a strong succession plan. New York Times, 2009

Leaders spend 20 to 30% of their time on talent related issues. Not having a robust talent pipeline is the highest concern of global executives. Economist, 2008

Top three reasons people leave are: a poor relationship with the employee's direct manager, little opportunity to grow and develop, and lack of challenging and meaningful work. Human Capital Institute

Only 20% of employees do what they do best at work. Marcus Buckingham, The Gallup Book

If your manager ignores you, there is a 40% chance of being actively disengaged. Marcus Buckingham, The Gallup Book

If your manager focuses on weaknesses, the chance is 20% for an employee to be disengaged. Marcus Buckingham, The Gallup Book

If your manager focuses on strengths, the chance of an employee being disengaged is 1 in a 100. Marcus Buckingham, The Gallup Book

10% increase in engagement leads to 8% more discretionary effort which leads to 2% improvement in performance. Gallup

Actively disengaged employees cost the organization $3400 for every $10,000 in salary. Gallup

"For twenty five years you paid for my hands when you could have had my brain as well for nothing" GE employee

We are witnessing an era for businesses around the world in which engaging employees makes the difference between success and failure. Towers Perrin

It costs roughly 1/30th the amount of time and money to develop an excellent person as opposed to hire his or her replacement. Human Capital Institute

"Companies flounder today because first generation leaders are working in second generation companies working on third generation problems." Ralf Schneider, PwC Talent Age

"All other sources of historic competitive advantage can be copied or emulated. It is talent and the high performance culture that enables it to grow and evolve that makes the difference." David Forman, HCI

Talent management is a vehicle to align the organization and better execute its strategy. This is a huge underlying value- only 10% of organizations execute their strategy properly. Human Capital Institute

Engagement Levels- only approximately 25%to 55% of employees are engaged. Watson Wyatt

Breakeven Point- 6.2months for a manager to become productive in a new job. Watkins

Manager Ripple Impact- On average, a manager's actions impact 12.4 people in a company. Watkins

Deployment- Only about 20% of employees does what they do best at work. Buckingham, 2007

Performance Expectations- Less than 50% of employees know what is expected of them at work. Stolovich, 2005

Manager Focus- managers spend 20% of their time continuously focusing on poor or problem performers. Sullivan, 2005

"Eight out of ten CEO's anticipate significant changes for their organizations over the next three years. Their biggest concern – having a workforce in place that can adapt to an increasingly volatile future" IBM, Enterprise of the Future, 2008

The Cost of Losing Valuable Talent is 1.5 times burdened salary. Cisco loses $250k for each talented engineer it loses. Bristol Meyers Squib loses $500k for each senior leader lost. HCI research, 2008

The Cost of Poor Hire is $300k impact. Sullivan, 2005

The Impact of 'Bad Fit' Hires- 40 % fails within the first 12 months. Charan, 2005

The Cost per Day is $7000 a day for operating without a key player in a strategic role. Sullivan,2005

70% of organizations say that they have an insufficient pipeline of talent for critical jobs. Charan,2008

Stop –gap measures such as quick hire to replace a senior position can have failure rates of 40 % within the first 12months. Charan, 2008

Failure rates for imported as opposed to grown talent are two to three times higher. Charan , 2008

Change: 60% of the jobs in the 21st century require skills possessed by 20% of the workforce. HCI

Change: Seven of the top ten jobs forecasted for 2010 did not exist before. HCI

Change: Hewlett-Packard and Medtronic report 90% of revenue comes from products less than 1 year old. HCI

Only 17 % of companies' say that business and workforce strategy are aligned Hewitt/HCI, 2008.

60% of the people that leave Wal-Mart leave within the first 90 days. HCI

Up to 15% of new hires consider quitting after a bad first day. HCI

It is not "all people" or even "the smartest people" it is the right people for the job. HCI

"We want the right people with the right skills doing the right job at the right time for the right cost." Pepsi Co, The 5R's