High Performance Or Humanity? Today’s Leaders Must Embrace Both
Leaders must recognize the senselessness of choosing between their people’s high performance and humanity; they both matter.
Leaders must recognize the senselessness of choosing between their people’s high performance and humanity; they both matter.
In today’s tight labor market, employee retention and other human-resource issues are taking center stage in private-equity due diligence.
The CEO of FMG Leading Matt Brubaker says that people want to work, there’s just a lack of compelling jobs.
Compensation alone has proved insufficient in keeping healthcare organizations properly staffed amid the unprecedented labor shortage.
You have to become a great place to work before expecting to recruit and retain great people.
Typical off-the-shelf executive assessments used by Private Equity firms are incomplete, offering investors a static prediction of a candidate’s likelihood of success.
Tackling social impact initiatives requires GPs to wrestle with their larger purpose.
The Covid-19 pandemic revolutionized how and where private-equity professionals work…. but left their high pay intact last year.
Multi-site care delivery companies must rethink the criticality of the managers and administrators running the individual sites that comprise the company’s growing network.
With deal activity booming and firms looking to deploy their accumulated dry powder, GPs cannot afford to under-club human capital due diligence.
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