100 Things that HR Executives and Managers Need to Know
Add to your tool kit 100 critical pieces of information.
50 More Things HR Executives Need To Know
50 critical things that HR Executives and Managers need to know.
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Emilie Petrone
Senior Client Partner
Princeton
Emilie Heck Petrone is a Senior Client Partner in Korn/Ferry International’s Princeton office and a member of the Firm’s Global Life Sciences Market and Human Resources Center of Expertise. In addition, she is the Global Account Leader for Firm’s relationship with Johnson & Johnson. In this role, she focuses on the strategic development of the relationship at the highest levels across all of Korn/Ferry’s talent management offerings.
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Gabriella Kilby
Principal
Leadership and Talent Consulting
Toronto
Gabriella D. Kilby is a Principal in Korn/Ferry International's Leadership and Talent Consulting group, based in the Firm's Toronto office. As a part of Leadership and Talent Consulting, Ms. Kilby offers clients a unique approach to improving business performance through the assessment and development of executive and leadership teams.
Ms. Kilby brings to the Firm over a decade of experience in the human resources consulting field, focusing on assessment, leadership development, organizational development and training. She has served clients across the pharmaceutical, telecommunications, retail and industrial sectors.
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100 Things that HR Executives and Managers Need to Know
50 More Things HR Executives Need To Know
Business Today Demands a Comprehensive Talent Strategy. Can HR Deliver?
By
Emilie Petrone and Gabriella Kilby
The HR function is in a state of transition caused by the increasing pressure to identify and develop next-generation leaders, the growing globalization of businesses and talent pools, and the CEO’s requirement that HR be more strategic and relevant to the business as a whole. As HR seeks to meet these demands, others have questioned its effectiveness.
The premise of this Korn/Ferry Institute whitepaper is that HR executives who desire to create the organizational capability and talent strategies for the post-recession world need to be competent tacticians who also can think and act strategically. Among other things, this means behaving more like their colleagues with profit-and-loss responsibilities.
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