Leadership Matters

What HR teams need to know to build and scale their sales organization

By Jamie Hoobanoff


Building and scaling an organization’s sales team can be a daunting task for sales leaders and HR professionals. Whether you are working to keep up with new hiring trends, focusing on maintaining balance within your existing teams or looking at innovative approaches to bring on the best talent, managing and planning for growth and the addition of new sales hires can be a challenge. 

How can start-ups compete for top executive level talent?

By Jamie Hoobanoff


According to the 2018 Goldman Sachs 10,000 Small Businesses Summit report, 70 per cent of small businesses find it hard to retain top talent.

HR giving back in a meaningful way 

By Jamie Hoobanoff


We all know that giving back is an important part of business, but just how important is it? Who does it benefit and how do we ensure that employees get involved?

Leadership retention is all about the intangibles

By Jamie Hoobanoff


There are countless studies and reports that speak to the challenges organizations of all sizes are facing in recruiting senior level talent. And when they succeed in finding candidates, employers are equally challenged to retain them.

Five ways to be a Rebel Leader in the boardroom

By David Solot, Ph.D.


A lot of things come to mind when people think about Han Solo – gambler, smuggler, scoundrel. Yet this all-time favourite Star Wars character doesn’t usually get credit for one of his greatest strengths – leadership.

With the global business climate in a now-constant state of flux, it’s time to rethink some classic views on leadership. Han Solo exemplifies some of the essential characteristics of a modern leader. Here’s how he does it and how any leader can be the next Rebel Leader in the boardroom.

With the five-generation workforce and waves of Baby Boomers retiring en masse, institutional knowledge transfer is more important than ever.

Most organizations have processes in place when it comes to retirement or turnover. A turnover document, formal manual on how to perform the job, even one-to-one training if the outgoing and incoming employees overlap in tenure can all be very helpful tools. But in recent years, the knowledge transfer conversation has turned toward the intangibles.