According to consultant Dan Schwabel, 70% of recent graduates leave their first company within their first two years of employment. It costs companies on average $24,000 to replace a Gen Y, reports Experience consulting firm. Once they’ve been hired, how can companies win the loyalty of restless younger generations? Based on “Comment fidéliser la génération Y, SVP?” by Francis Boyer (JDN Management, 2012), “Profils-clés: les nouveaux ressorts de la fidélité” by Mathieu Neu (Nouvel Economiste, 2011), “Comment retenir les talents digitaux” by Gilles Wybo (Stratégies, 2012), and “2012–2013 Talent Management and Rewards Survey” (Towers Watson, 2012).

What do companies at the top of the Great Place to Work® Institute’s ranking have in common? Supportive management that fosters trusting relationships, infuses the work of employees with purpose, and promotes a positive working environment — ongoing processes that depend primarily on the daily attitudes and behaviors of immediate managers. Based on, among others, The Great Workplace: How to Build It, How to Keep It and Why It Matters by Michael Burchell and Jennifer Robin (Pearson, May 2011) and “Flipping the switch: who is responsible for getting employees to take a break?” (Knoweldge@Wharton, February 2012).

What is hindering the progress of corporate gender diversity efforts? A major obstacle is lack of engagement among male employees. To drive real change, companies must overcome ongoing apathy and fears by raising awareness among male employees that gender diversity is as a crucial issue for men as well as women. Based on, among others, the JUMP Forum (Paris, 24 May 2012) and the Forum Européen Diversité (Paris, 3 July 2012), “Engaging Men in Gender Initiatives: What Change Agents Need to Know,” by Jeanine Prime and Corinne A. Moss-Racusin (Catalyst 2009) and an interview with Frank McCloskey, retired vice president of Diversity & Inclusion (2000 – 2010), Georgia Power, June 2012.

For several years, research tracking the physical and psychological state of employees has indicated an alarming increase in the rate of occupational diseases — with serious consequences for business performance. But the spiral of ill-health is not irreversible—all it takes to reverse the trend is a collective commitment to building work processes that are more respectful of individuals. Based on, among others, “Wellness is the Responsibility of Business as Well as Worker” by Ellen Galinsky (huffingtonpost.com, September 2009); “Investing in workforce health generates higher productivity” (towerswatson.com, November 2011); “Sitting all day: worse for you than you might think” by Patti Neighmond (npr.org, April 2011) and “Quel est l’état de santé des salariés en France en 2010?” {“What is the state of employee health in France in 2010?”}, a Sociovision survey for Malakoff Médéric (December 2010).

Although most companies use a segmented sales strategy to account for consumer differences, they still tend to take a one-size-fits-all approach to managing their workforces. Moving forward, the goal is adopting a customized management style that is capable of adapting to the specific needs of individuals. A synthesis of several publications, accompanied by an interview with Gabrielle Leclerc, head of recruitment and skill development at Blueprint Services, May 2012.

In March 2012, unemployment reached 10.9% in the Eurozone and 8.3% in the United States, translating into a total of 40 million unemployed people. At the same time, a majority of CEOs paradoxically say they struggle to find suitable candidates to fill job openings. How can companies reconcile talent supply and demand more effectively? A synthesis of several publications, accompanied by an interview with Srikantan Moorthy, senior vice president and group head, Education and Research (E&R), Infosys Limited, May 2012.

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage,” explains Jack Welch, former CEO of General Electric. Among the various skills development and knowledge management methods that companies use, mentoring is one of the most effective in terms of rapid, direct, and lasting knowledge transfer. Based on “Why mentoring matters in a hypercompetitive world” by Thomas J. DeLong, John J. Gabarro, and Robert J. Lees (Harvard Business Review, January 2008), “The difference between mentoring and coaching” by Valerie Pelan (Talent Management, February 2012), “Demystifying mentoring” by Amy Gallo (Harvard Business Review, February 2011), and Critical strategies of modern mentoring programs by Scot Lake (BrandonHall Group, December 2011).

In 2050, more than 40% of the population will be over the age of 60 in a number of countries (notably Japan and many countries in Western Europe). Consumers age 60+ thus represent a considerable market for companies that, like Emporia (the first company to design mobile communication devices specifically for senior consumers) are willing to understand and respond to the needs of seniors.

The aging of the global population has a major impact on organizations in terms of talent management and market strategies. How can leaders cope? By adopting polycentric mindsets that help leaders to mitigate the risks and seize the opportunities of demographic change. A synthesis of several publications, accompanied by interviews with Albert Fellner, CEO and founder of Emporia Telecom, and Max Miwa, Panasonic Tokyo’s head of R&D, Panasonic Corporation, September 2011.