The corporate ladder is giving way to a corporate lattice, where talent can move in any direction across a range of options. When they don’t have sufficient choices, that direction could be out.

Knowing what choices to provide — and making those choices accessible — requires work in three areas: developing a business-focused talent strategy; finding the right talent and work solutions; and employing the infrastructure that can evolve to handle whatever comes next. In addition, organizations need to align their talent strategy with their business strategy so that investments in talent can be linked to business results.

	The Chemistry of Talent (New Ways to Think About People and Work)   Providing an integrated look at today’s compounding talent issues, Book No. 10 of our Straight Talk series highlights innovative solutions that can help organizations attract and grow critical talent — and bring value to the business.
	Smart Moves: A New Approach to International Assignments and Global Mobility Learn more about the growing need for improved global human capital mobility processes.
	Mass Career Customization: Building the Lattice Organization Building the corporate lattice organization first and foremost requires a new mental model of career progression based on lattice-like thinking.
	2008 Top Five Total Rewards Priorities Survey Employers are focusing on employee individuality to address top concerns over the impending talent shortage.

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