Summary

By harnessing people’s best motivations, companies can accelerate their ability to be a force for good. Force for good companies go far beyond the traditional definitions of a ‘good employer’, or even an ‘employer of choice’.

 

It’s not just about compliance with employment law, or better pay, or offering time out to do voluntary work, or CSR. A Force for Good employer is one in which a positive sense of purpose runs through every touchpoint with every individual who contributes skill and energy towards a future where commercial success goes hand in hand with tackling our shared challenges, such as environmental degradation, poverty and abuse of human rights"

 

How will such companies prove better able to harness the skills, enterprise and energy of tomorrow’s talent? How will such companies better create value through their people?

 

These pages provide a place where good questions, research evidence, opinion and practical examples can be shared and debated to bring this vision to life.

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posted by Sunil  on December 30, 2008
How an interdependent approach to leveraging globalisation will create a business culture that's sustainable and fair to all. A key ingredient for building the firm of the future is the setting up of a culture that can evolve, sustain and grow. Relationships, learning, adapting, evolving – simple to use words – not so simple to understand or, for that matter, apply in a particular context. For one, the mechanistic worldview [what became the order in the Industrial era] suggests the need for rigid structures. Today’s realities are quite different. Relationships are being formed without any physical contact: very deep relationships are being founded on areas of common interest.
     

posted by Philip  on August 22, 2008
Philip Sadler CBE - the Senior Fellow of Tomorrow's Company - reviews the books that can provide detailed answers the central questions posed by www.forceforgood.com.  In this article he reviews Sumantra Goshal on Management: A force for good, a collection of works which helps to answer why companies need to become forces for good. Formerly philip was Chief Executive of Ashridge Business School for twenty years. He was also Senior Research Fellow for the recent inquiry - Tomorrow’s Global Company.
     

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Tomorrow's talent - Today !
The ‘talent pool’ is something we in Charterhouse group are constantly exploring, developing and watching.
Our current sources embrace clients, suppliers, associates, partner organisations.
In all of these, where we dip into such talent pools, it helps to build a true ‘partnership relationship’ with these external sources.

Comments ...
- To make effective use of the ‘talent pool’, there needs to be a clear strategy linked to that of the organisation ... as it must support and help in overall organisational development.
- There also needs to be a clear ‘talent leader’. Preferably in a senior position and with efficient lines of communication to all parts of the organisation so that changes in requirements can be quickly noted and fed into the talent scouting process.
- It also requires constant, organisational-wide review.
- One of our greatest pools of talent lies in our own people. Everyone undergoes a career and personal development review every 6 months with their team leader and their peers. Immediately after this review, the individual is responsible for updating their own entries in the organisation’s online skills and competencies database system.
- Our team and project leaders use this database as the primary source when building new project teams.
- Where necessary our teams of mentors and in-house coaches can then play a part in each individual’s role development. Active participation in different projects is a key element of our ‘people development’ initiatives.
- The upshot is that we find we are constantly evolving our own in-house talent. I wonder just how many organisations even consider this as a source ? Do they have processes in place that could even identify and capture this talent ?
Posted By : Chris Ridgewell
Posted on : July 13, 2008

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