Marc Effron

About the Author

Marc Effron helps companies build better talent, faster. 

Marc helps the world's largest and most successful companies improve the quality and depth of their talent.  His consulting work focuses on creating effective talent strategies and detailed talent management process designs, all using the One Page Talent Management approach – Simplicity, Accountability and Transparency.  

With deep consulting and corporate talent management experience, Marc provides a highly practical, broadly informed perspective to his clients. Prior to forming The Talent Strategy Group, Marc served as Vice President, Global Talent Management for Avon Products, and started and led the Global Leadership Consulting Practice at consultancy Hewitt Associates.  He was also Senior Vice President, Leadership Development for Bank of America and served as a political consultant and a staff assistant to a United States Congressman.

Marc co-authored the Harvard Business Press best-selling book One Page Talent Management: Eliminating Complexity, Adding Value.  He also co-authored Leading the Way, co-edited Human Resources in the 21st Century and has written chapters in eight management and leadership books. He is a regular columnist for human resources publications worldwide.

Marc is the founder and publisher of Talent Quarterly magazine, which raises the quality of dialogue about talent issues with serious, provocative and practical guidance from the world’s top management thought leaders.

Marc is a sought after speaker on talent management and leadership topics by both corporations and conferences.  He is widely quoted on talent issues in the business media and has been recognized as one of the Top 100 Influencers in HR.  He earned a M.B.A. from the Yale University School of Management and a B.A. in Political Science from the University of Washington.

Marc founded and leads the New Talent Management Network, a non-profit HR networking and research organization that is now the world's largest talent management organization with more than 3,000 members.

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Who’s Winning the Top HR Jobs?

Through our executive search and consulting engagements we are seeing an increasingly clear profile emerge of those who win and keep the top talent role. Some factors feel familiar (see the 4+2 Model) while others seem to be developing as the talent management field matures. With functional expertise being a given, the differentiating…

5 Talent Management Trends That Are Changing HR

The new year brings new goals, new challenges and new trends in the still-evolving field of talent management. We describe below 5 talent management trends for 2017 based on insights from HR leaders globally, our NTMN research, experiences at our clients and discussions at the Talent Management Institute. In no particular order, we…

10 Talent Management Practices You Should Stop Doing Now

Editor’s Note: It’s an annual tradition for TLNT to count down the most popular posts of the previous 12 months. We’re reposting each of the top 25 articles through January 2nd. This is No. 4 of 2016. You can find the complete list here. You can radically simplify your talent management practices by…

What CEOs Look For In Their CHRO

CEOs are actively upgrading their CHRO talent with talent management needs driving much of that change. Board members are increasingly prominent in the process and often interview multiple candidates. Our 2016 placements to date at TSG Executive Search show some clear trends in who’s securing the CHRO role and why. What CEOs want…

Why Employee Rankings Aren’t Evil

Each year’s Harvard Medical School graduating class includes one doctor who is ranked at the bottom of the class. To be clear, this individual was the absolute worst performer in their four years at this highly esteemed institution. Every other Harvard Medical School graduate performed better than they did. If you lined up…

Four Barriers to Building Talent

By Marc Effron and Miriam Ort Through our corporate and consulting experience, we have identified four talent-building barriers that organizations create for themselves and then regularly stumble over. These barriers explain why line executives’ exhortations and HR’s actions to build talent are not translating into increased talent quality and depth. Creating Needless Complexity…