Somewhere between 50,000 and 100,000 years ago, researchers believe, humans developed the cognitive ability to collect and process information, make decisions, solve problems, and create abstract ideas, language and images to explain their world.

For those who know me, it will come as no surprise that I am a strong believer in good research and analysis: understanding an issue before making a decision, and then evaluating the actual impact of the decisions and investments we make.

Most organizations – private, public or not-for-profit – have a strategy and business plan for executing, monitoring and achieving their goals.  Success is tracked and monitored through such metrics as profit, program delivery, quality improvement or client satisfaction.

Over the past several decades, we have seen Human Resources evolve from an historically administrative function to one that has become an essential strategic partner at the executive (CHRO) and board level (Board HR Committee).

In September 1989, I started in my first full-time job as a Researcher at an executive recruiting firm.  My job was to help the consultants identify potential qualified candidates and expand our reach beyond just those applicants who responded to advertisements. 

One of the greatest risks any organization faces is that every morning their staff wake up and make a critical decision: to get up and go to work.