Source: http://www.forbes.com/sites/raquelbaldelomar/2016/07/31/four-interview-questions-to-help-you-hire-people-with-grit/#91eff0b69d3f

Source: http://www.inc.com/tom-gimbel/3-employee-engagement-lessons-learned-from-a-glassdoor-panel.html

Source:http://www.inc.com/chris-matyszczyk/the-radical-way-this-well-known-company-weeds-out-bad-employees.html

Source: http://www.inc.com/chris-matyszczyk/the-radical-way-this-well-known-company-weeds-out-bad-employees.html

Source: http://www.huffingtonpost.com/advertising-week/why-we-must-disrupt-the-f_b_10237250.html?section=india 

Certain employee type exists who have a highly collaborative nature and get along very well across all departments in the organization. These people, however, tend to often score low on their appraisals as they do not particularly excel at anything as they can never focus on one aspect in detail. Such employees are by and large women. These women can avoid such situations and succeed at the real metrics that matter at the workplace while continuing to be their usual helpful selves if certain norms are followed by the organization. The organization must stick to goal-oriented feedback instead of personality based which is often the case in female employees’ case. As part of the company’s talent management schemes, these people must be clearly informed about their path to promotion. However, some metrics must be designed to leverage their collaborative nature as well. A concerted focus on results must be maintained. Most importantly, employees must get rid of their hidden but inherent biases especially regarding female employees.

Source: https://hbr.org/2016/06/the-fine-line-between-a-collaborative-employee-and-one-who-doesnt-get-enough-done

With globalization constantly on the rise, there is a major need for multinational companies to create talent management systems conducive to working in different cultural landscapes. A case of an American company which was recently taken over by a Chinese one can be highlighted. The new formation needed 3 different CEOs in a matter of just two years. The first two were Chinese and American respectively, thus viewed with suspicion by either side. The next one was a Singaporean having worked before in both the west as well as China. He was thus able to manage due to the experience gained. A number of Chinese firms are now focusing on training their employees to be able to gear up these kind of issues which are bound to surface periodically.

Source: http://www.humanresourcesonline.net/futurist-bridging-cultural-gap-cross-border-talent-management/