Linda Brenner

About the Author

Linda Brenner is co-founder and managing partner of Talent Growth Advisors (TGA), a national management consultancy based in Atlanta, Georgia. Prior to founding TGA, she led talent acquisition and talent management teams for companies such as Gap, Pepsi/Pizza Hut, and The Home Depot.

She started TGA in 2004 with the vision of helping business leaders improve talent results leveraging experience across operations, finance and talent management.

She and the TGA team have run finance and talent functions at Fortune 500 companies and have partnered with clients such as Coca-Cola, Raytheon, L’Oréal, Ogilvy, and Expedia. She works directly with companies to align talent strategies that map to the bottom line.

TGA helps clients with talent planning, talent acquisition and talent management current state assessment, process design and implementation services. She is passionate about defining what great looks like in measurable terms and taking concrete, measurable, and staged steps to get there.

TGA recently released the results of a first-of-its-kind Intellectual Capital Index that revealed that talent is the number one driver of market value in the Dow Jones Industrial Average.

This finding has talent strategy and management implications for companies of all sizes.

She co-wrote, along with TGA Co-Founder Tom McGuire, Talent Valuation: Accelerate Market Capitalization through Your Most Important Asset, which details the firm’s innovative approach to talent strategy. She’s also the author of How to Manage Self-Directed Employee Development.

4 Ways to Repel Top Talent With Scarce Skills

Let’s acknowledge that, despite our widespread desire to offer a great candidate experience to every applicant for every role, talent acquisition functions simply aren’t resourced to do so. Like every business and family, we have limited resources within which we must operate. One option for managing this budgeting challenge — the traditional HR…

An ROI Roadmap for Talent Acquisition Leaders

Recruiting leaders are constantly asked to justify additional investments in their team, tools, and technology. At the same time, they face increasing demands from hiring managers to handle their requisitions quicker and better than other openings in the organization — regardless of their relative importance to the goals of the business. In a…

Dear HR Professionals: Not All Employees Are Equal

In the last two years, McKinsey, Corporate Executive Board, PwC and others have concluded that HR still has “far to go” until it reaches the status of a true business enabler. While the tone of these studies might be different and the “pile on” mentality seems new, what’s not new are many of…

3 Lessons from the Olympics Security Debacle for Talent Acquisition Or . . . How Not to Embarrass Your Nation

As you may have heard, the company contracted to provide security guards to the London Olympics announced a scant three weeks before the event that — [psych! sorry!] — it was going to be (by some accounts) 7,000 guards short. This apparently caught nearly everyone, including the CEO of G4S (the largest security company in the world —…

HR Development: It’s the Economy, Stupid

When I was asked to moderate a main-stage discussion at ERE’s Fall Expo in September with two economic analysts from Morningstar, I was both excited and a bit worried. To clarify, for those who may not know, Morningstar (not to be confused with Morningstar Farms, the maker of frozen meatless meals) is a…

8-Track, Anyone?

Remember 8-Tracks? Better yet, remember record albums? Think back, if you can, at how the music industry has evolved: albums, reel-to-reels, 8-tracks, cassettes, CDs. It wasn’t really until the advent of digital music that you could finally and clearly see the music industry’s stripes. How did they react to this newest, latest technology?…