CorpU research conducted with Pfizer and John Deere explores the use of central performance standards across global business units. These strategies impact and unite multiple business functions such as compensation, succession planning, governance and leadership.

Facing the effects of an aging workforce, New York Life recognizes a looming “demographic tsunami” of transitioning leaders. Vice President Bob McLoughlin discusses new leader development programs and developing a culture of trust.

How did AT&T Canada spark innovation and double their customer base? Read how an organization’s culture can be transformed through the use of performance management strategies.

Jim Leininger, General Manager at Watson Wyatt Beijing Office, discusses the combination of rising salaries and increased employee turnover in China due to the combination of foreign investment and domestic Chinese growth.

In order to succeed, performance measurements must reward personal behaviors that demonstrate the core values of the organization. Pensare Group President Y. Renee Lewis discusses the importance of leadership values in this article from the CorpU Journal.

With 32,000 employees worldwide and plans to add another 30,000 in the next 3 years, Ritz Carlton leaders realize the importance of maintaining a structured culture. Diana R. Oreck, VP of Global Learning, describes the practice of three mandatory staff meetings per day as part of developing core values.

Learn how a 365,000 employee company is able to provide vital training to a distributed workforce, and track the success rate. Watch this exclusive interview with UPS Manager of Learning and Development, Linda Hardenburg.

Eastman Chemical uses their performance management process as a way to ensure growth in the face of competitive threats from China and other countries. Learn how this 11,000 employee, $7.5 billion company ensures that high performers continue to contribute to success.

UBS says that Performance Management has helped them attain record growth. The 78,000 employee company has operations in 46 countries and recognizes the value of encouraging and rewarding performance

Corporate University Director Juan Rovira is well aware of the need for Telefónica to be perceived as a domestic company in each of the countries they operate. In order to manage their diversity, people need to look at the company as a global business because at the end of the day.