G100 Talent Consortium
Align human capital strategy with business strategy
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Successful human resources leaders recognize that their discipline faces a critical inflection point and that they must continually evolve to meet the escalating demands of business. They see around corners, understand and adapt to macro business priorities, and form strategic partnerships with their CEO and senior leadership team to drive the business forward by aligning their human capital strategy and enterprise strategy.
G100 Talent Consortium explores human capital issues from the CEO and board’s perspective. It addresses human resources leadership transformation, provides immediately actionable insights and tactics that equip members to better partner with their CEO and business leaders, and helps build an influential peer network.
G100 Talent Consortium members are the most strategic chief human resources officers. Members meet for three core meetings per year, as well as ongoing digital forums, and can attend ancillary events within the G100 program ecosystem—helping reinforce program learning and deepening relationships. Through one-on-one interviews, panel discussions, and hands-on workshops with experienced practitioners, the program helps members drive additional success within their companies.
An experienced and recent CEO chairs, and actively participates in, each meeting, ensuring that the CEO perspective carries through every discussion. Often, the chair challenges members to shift perspectives and view opportunities and challenges through a different lens.
Every other spring, G100 Talent Consortium hosts a joint meeting with CEO members of G100 that helps both CEOs and human capital executives develop breakthrough insights that best position the company for success.
Session chairs have included:
former Chairman & CEO, The Home Depot
former Chairman & CEO, Procter & Gamble
former Chairman & CEO, Dun & Bradstreet
former Chairman & CEO, PespsiCo
former Chairman & CEO, Johnson & Johnson
former Chair & CEO, Frontier Communications
G100 Talent Consortium Advisory Board
The G100 Talent Consortium Advisory Board serves as an invaluable resource for members and is composed of some of the most talented and forward-thinking talent professionals.
Advisory Board members include:
Chief Human Resources Officer, GE
North American Leader, Human Resources, Spencer Stuart
former Operating Partner, Blackstone; former Chief Human Resources Officer, Unilever
Chief People Officer, AlphaSense; former SVP, Culture, WeWork
Chief Administrative Officer, Vir Biotechnology Bill & Melinda Gates Foundation
Chair, G100 Talent Consortium; Director, CenturyLink, Factset, CRC and Scoop; former Chief Human Resources Officer, Tyco International
President, National Academy of Human Resources; former Chief Human Resources Officer, Accenture
Redefine CEO and CHRO Partnership
Insights from CEO members of G100 address longstanding challenges around human capital strategy, enabling members to explore new approaches and ideas in action.
Access Leading HR Executives
G100 Talent Consortium’s Advisory Board of accomplished, forward-thinking human capital executives share tactics and perspectives on critical issues, helping members develop breakthrough takeaways.
Successfully Implement Your Human Capital Strategy
Sessions focus on engaging the board, building new organizational competencies, critical role succession planning, coaching the senior team, shaping culture, and much more.
Preview Cutting-Edge Innovation
Members have visited today's most influential companies, including Facebook, Amazon, Google, Andreessen Horowitz, and Salesforce, for candid conversations with innovative executives that go far beyond the typical executive visit.
Exclusive member content excerpts
G100 Talent Consortium helps companies align their talent, operating, and growth strategies, delivering impact throughout their entire organization.
Creating Functional Interdependency. Organizations are facing two major headwinds in transformations: 1) managers are in crisis; flattened organizational structures mean managers are responsible for many people but have no bandwidth to develop them, and 2) leaders need to get results through networks but stagnant hierarchies support silos and leadership is often confused with reporting lines. What needs to change?
Legacy companies are changing the way they approach innovation, and many are looking to startups for inspiration, best practices, and partnership opportunities in order to accelerate organic growth. We kicked off our second day focusing on innovation transformation, in a conversation led by a masterful student of the field.
Exploit viable paths for upskilling. Start with business analysts; they are diamonds in the rough and generally underleveraged assets. Identify business analysts, Excel experts, business intelligence developers, and veterans in data operations and management—the “glue” that holds most companies together.
G100 membership programs bring the outside in, delivering actionable insights that improve business performance. G100 helps companies solve their key business issues on an organizational and individual level. We deeply understand our members and customize their membership to align with their business needs and goals.
Your information will be shared with our member development team who may contact you regarding G100 membership.
G100 is the preeminent executive peer-to-peer convening, learning, and development company. We offer membership programs for CEOs, executive teams, and board directors.Contact us
G100 — New York City Headquarters
685 Third Avenue
New York, NY 10017
Telephone: +1 404-816-5559
World 50 — Atlanta
Procurement Leaders — London
241 Borough High Street,
SE1 1GA, London,
Telephone: +44 (0)20 7501 0530