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Realizing Returns from Enterprise Talent Management

New Talent Management Model Drives 17% Higher Impact

Few organizations have realized the benefits of integrated talent management. Challenges stem from 
3 new work realities: Wider distribution of managing talent; Interdependence of work; and Unpredictability of business change.

An enterprise talent management model drives enterprise talent outcomes by as much as 17%.
It's different from integrated talent management in 3 key ways: Co-owned by HR and the line; Supportive of enterprise, not just BU, goals; and Based on forward-looking analyses of talent.

Our Analysis

Member Testimonials

"Strategic sourcing, high potential programs, succession planning… Those are all examples of where we've leveraged CEB."

Jonathan Turner
Director, Global Talent Management
B/E Aerospace, Inc

"CEB's been great as far as a resource for providing data in research and building our integrated talent strategy."

Shawn Zimmerman
Vice President, Global Talent & Organization Capability
The Hershey Company

"We are very forward-thinking on integrating talent management...[and CEB] gives that comfort factor that we're headed in the right direction."

Bonny Simi
Vice President, Talent
JetBlue Airways Corporation

"We're able to exchange some basic knowledge and insights [with the CEB peer network] that we can then very quickly tailor and adapt and customize to our own business."

Claudia Healy
VP, Global Talent Acquisition & Development and HR Operations & Administration
Verizon Communications Inc.

Additional Resources

Making the Shift to Enterprise Talent Management

Move to a co-owned talent management integration model that anticipates change and drives for enterprise impact.

Five Common Mistakes in Integrated Talent Management

Missteps, assumptions, and oversight organizations make when trying to integrate talent management functions.

In the News

Preview CEB Talent Management Offerings