The Transforming World of Talent Management<br />You can listen to today’s webinar using your computer’s speakers or you m...
The Transforming World of Talent Management<br />Speakers:Jason Corsello, <br />Vice President of Corporate Strategy & Dev...
Tools You Can Use<br /><ul><li>Q&A
Click on the Q&A icon on your floating toolbar in the bottom right corner.
Type in your question in the space at the bottom.
Click on “Send.”</li></ul>#TMwebinar<br />
Tools You Can Use<br />Polling<br />Polling question will appear in the “Polling” panel. <br />Select your response and cl...
Frequently Asked Questions<br />1. Will I receive a copy of the slides after the webinar?<br />YES<br />2. Will I receive ...
The Transforming World of Talent Management<br />Mike Prokopeak, <br />Vice President, Editorial Director Talent Managemen...
The Transforming World of Talent Management<br />Jason Corsello, <br />Vice President of Corporate <br />Strategy & Develo...
The Transforming World of Talent Management<br />Jason Corsello & Scott Schmidt<br />Knowledge Infusion<br />February 15, ...
About Knowledge Infusion<br />Knowledge<br />Leader in human capital management, talent management & enterprise collaborat...
Agenda<br />The State of the “War for Talent”<br />Today’s Talent Management	Priorities<br />The Emergence of the Integrat...
Is There Still a “War for Talent”?<br />Companies aren’t hiring<br />Knowledge Infusion Proprietary and Confidential, Copy...
Today’s Reality of the “War on Talent”<br />Yesterday<br />Tomorrow<br />Conservative hiring amongst large companies<br />...
Business Challenges are Diverse<br />Compliance<br />Economic Recovery<br />Organizational Change<br />HR Transformation<b...
Agenda<br />The State of the “War for Talent”<br />Today’s Talent Management	Priorities<br />The Emergence of the Integrat...
Talent Management Priorities<br />Next Generation Talent Management<br />Addressing “Global”<br />Rethinking the Technolog...
Next Generation Talent Management?<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />16<br />
Next Generation Talent Management<br />Going from Automation…<br />To Intelligence…<br />Knowledge Infusion Proprietary an...
Most Companies Unprepared to Make Timely and Accurate Workforce Decisions<br />Does your company currently have the necess...
HR Value Curve & Transformation<br />HR’s future focus and business strategy will impact the technology roadmap and it’s d...
The Next Steps Beyond Automation<br />Increased focus on outputs and measures<br />Initiating workforce planning <br />Cre...
Integrated Talent Management Priorities Vary Widely <br />Which areas of integrated talent management are currently most i...
Addressing Globalization<br />Not just language and currency<br />Incorporating emerging markets<br />Demand to find/know/...
Rethinking the Technology Foundation<br />Digital HR Framework<br />Single User Experience: Knowledgebase, Collaboration, ...
Unified Data Surpasses Usability and Key Factor for Talent Management<br />What is the most important factor when selectin...
Rethinking the Technology Foundation<br /><ul><li>Shift from legacy interface to true web service integrations
Focus on integration both across the HR stack and up to the user interface level and down to the business intelligence level
HR function continues to get less support from IT function
Simplification of where data is stored to allow the HR function to generate intelligence
Fewer solutions will be leveraged to fulfill overall HR portfolio need from data standpoint
Realization that HR is ripe for process integration across its function more than integration across the enterprise</li></...
Most Companies Continue to Lack a Talent Management Strategy<br />Does your company have a clearly articulated strategy fo...
Creating a Talent Management Strategy<br />Deliverables<br />Process Steps<br />Activity<br /><ul><li>Clarify vision and g...
Define project controls
Identify key resources
HR & HCM Technology vision and goals
Current HCM discovery observations
Categorization of opportunities for next 1000 days
Recommendation set designed to achieve vision
HCM Action Plan: High-level timeline, risks/dependencies, resource requirements
Executive Buy-In</li></ul>Planning & Visioning<br /><ul><li>Collect current state knowledge
Determine quick wins and barriers.
Identify best-practices</li></ul>Discovery<br /><ul><li>Identify / Validate themes
Assess capability to execute
Develop recommendations</li></ul>Analyze & Recommend<br /><ul><li>Identify / Validate themes
Upcoming SlideShare
Loading in...5
×

The Transforming World of Talent Management

2,914
-1

Published on

Published in: Business, Technology
1 Comment
5 Likes
Statistics
Notes
No Downloads
Views
Total Views
2,914
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
268
Comments
1
Likes
5
Embeds 0
No embeds

No notes for slide
  • integrated talentLearning/succession/development Corporate America Talent Reorg Internal talent pipelines/mobility Compensation-driven exudos Millenials – work/life balance Automated talent amangement – now what Tie together with business objective  Talent automation vs. talent managementRationalization of decisions (cost, value,
  • We will not get to 6% unemployment for another 10 years
  • This information is a little depressing. 40% of companies don’t believe they have the necessary human capital data to help make decisions. I’d also say that if you don’t know if you have the data then you probably don’t, so the overall number is more than 50%
  • Growing recognition that talent automation does not improve the management of talentPerformance paradigm evolution from cycle- to event-based Talent mobility moves from philosophy and ad hoc approach to policy and processIncreased focus on developing, incenting and measuring and rewarding talent “managers”Talent segmentation: talent pools, talent pipelines, critical roles, key talent eclipse traditional HR process in importanceThe year social recruiting gets organized
  • It goes in line with the lack of an overall talent management strategy, but there is no clear leader for what modules of talent management are most important, or what companies will do with them.
  • HSRise of emerging markets impacting labor marketCHRO’s driving COE’s to build global chapels vs. local cathedrals
  • It is encouraging that the respondent’s are now looking beyond ease of use and placing more importance on integrating with business processes. A little surprising that Vendor Stability dropped from last year, but we see that as another sign that buyers don’t have a good understanding of this market.
  • JA
  • Majority of companies still do not have a clearly articulated strategy for talent management.
  • While the technology is important, to consumers right now it is more of an afterthought. This suggests that the vendor emphasis on “SaaS” isn’t as impactful as they believe. Customers just want something that will work!
  • HS
  • EmployeesManagersService centerBusiness partnersCOEs
  • Unsurprisingly the biggest barrier for talent management is justifying the funding.
  • But consumers are looking to technology for the right reason. No longer about just automating the HR processes, you can tell that the thinking has evolved and now there is more focus on hard numbers
  • And companies are getting better at justifying their expenses by creating hard metrics and showing ROI.
  • The Transforming World of Talent Management

    1. 1. The Transforming World of Talent Management<br />You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference.<br />If you would like to join the teleconference, <br />please dial 1.866.469.3239 and enter access code: #.<br />You will be on music hold until the seminar begins.<br />#TMwebinar<br />
    2. 2. The Transforming World of Talent Management<br />Speakers:Jason Corsello, <br />Vice President of Corporate Strategy & DevelopmentKnowledge Infusion <br />Scott Schmidt Director of Advisory ServicesKnowledge Infusion's KI OnDemand Service<br />Moderator: Mike Prokopeak, <br /> Vice President, Editorial Director Talent Management Magazine<br />#TMwebinar<br />
    3. 3. Tools You Can Use<br /><ul><li>Q&A
    4. 4. Click on the Q&A icon on your floating toolbar in the bottom right corner.
    5. 5. Type in your question in the space at the bottom.
    6. 6. Click on “Send.”</li></ul>#TMwebinar<br />
    7. 7. Tools You Can Use<br />Polling<br />Polling question will appear in the “Polling” panel. <br />Select your response and click on “Submit.”<br />#TMwebinar<br />
    8. 8. Frequently Asked Questions<br />1. Will I receive a copy of the slides after the webinar?<br />YES<br />2. Will I receive a copy of the webinar recording?<br />YES<br />Please allow up to 2 business days to receive these materials.<br />#TMwebinar<br />
    9. 9. The Transforming World of Talent Management<br />Mike Prokopeak, <br />Vice President, Editorial Director Talent Management Magazine<br />#TMwebinar<br />
    10. 10. The Transforming World of Talent Management<br />Jason Corsello, <br />Vice President of Corporate <br />Strategy & DevelopmentKnowledge Infusion <br />Scott SchmidtDirector of Advisory ServicesKnowledge Infusion's KI OnDemand Service<br />#TMwebinar<br />
    11. 11. The Transforming World of Talent Management<br />Jason Corsello & Scott Schmidt<br />Knowledge Infusion<br />February 15, 2011<br />
    12. 12. About Knowledge Infusion<br />Knowledge<br />Leader in human capital management, talent management & enterprise collaboration consulting and advisory and services<br />Named to Inc. 5000 List<br />Headquartered in Minneapolis, Minnesota with offices throughout US<br />Global customers including Dow Jones, Franklin Templeton Investments, MetLife, The World Bank, Disney, Starbucks, Four Seasons Hotels<br />Innovative client engagement models with KI Consulting & KI OnDemand<br />Passion<br />Talent<br />Partnership<br />Celebration<br />Trust<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />9<br />
    13. 13. Agenda<br />The State of the “War for Talent”<br />Today’s Talent Management Priorities<br />The Emergence of the Integrated Talent Suite<br />Service Delivery Models for the Future<br />Creating the “Ask”<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />10<br />
    14. 14. Is There Still a “War for Talent”?<br />Companies aren’t hiring<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />11<br />
    15. 15. Today’s Reality of the “War on Talent”<br />Yesterday<br />Tomorrow<br />Conservative hiring amongst large companies<br />Shortage of qualified workers<br />Inability to know what “talent success” looks like internally<br />Selective hiring based on new roles and jobs<br />Shortage of highly skilled workers<br />Challenged of identifying internal or external “talent success”<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />12<br />
    16. 16. Business Challenges are Diverse<br />Compliance<br />Economic Recovery<br />Organizational Change<br />HR Transformation<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />13<br />
    17. 17. Agenda<br />The State of the “War for Talent”<br />Today’s Talent Management Priorities<br />The Emergence of the Integrated Talent Suite<br />Service Delivery Models for the Future<br />Creating the “Ask”<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />14<br />
    18. 18. Talent Management Priorities<br />Next Generation Talent Management<br />Addressing “Global”<br />Rethinking the Technology Foundation<br />Creating a Lasting Talent Strategy<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />15<br />
    19. 19. Next Generation Talent Management?<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />16<br />
    20. 20. Next Generation Talent Management<br />Going from Automation…<br />To Intelligence…<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />17<br />
    21. 21. Most Companies Unprepared to Make Timely and Accurate Workforce Decisions<br />Does your company currently have the necessary human capital data to make timely and accurate workforce decisions?<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />18<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    22. 22. HR Value Curve & Transformation<br />HR’s future focus and business strategy will impact the technology roadmap and it’s direction. <br />Effectiveness<br />Strategic<br />Efficiency<br />Tactical<br />HR transforms into a strategic asset when it integrates into the fabric of the organization, and focuses on organizational performance through talent effectiveness.<br />19<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    23. 23. The Next Steps Beyond Automation<br />Increased focus on outputs and measures<br />Initiating workforce planning <br />Creating global standards with local flexibility<br />Eliminating complexity & creating simple, consistent & ongoing processes<br />Extending investments leveraging platforms and “edge technologies”<br />Leveraging enterprise collaboration (ie. social)<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />20<br />
    24. 24. Integrated Talent Management Priorities Vary Widely <br />Which areas of integrated talent management are currently most important to your organization?<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />21<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    25. 25. Addressing Globalization<br />Not just language and currency<br />Incorporating emerging markets<br />Demand to find/know/grow/move global talent<br />Creating flexibility to support local needs<br />Emergence of “COEs” to build standard global processes<br />22<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    26. 26. Rethinking the Technology Foundation<br />Digital HR Framework<br />Single User Experience: Knowledgebase, Collaboration, Analytics, Transactions<br />Information, Transactions, Workflow<br />Benefits, Pay, Personal Data, Promotions, Transfers, Approvals, Notifications<br />HR Service Delivery<br />Case Management, Knowledgebase<br />Core HR Foundation<br />Organization Structure, Job Structure, <br />Reporting Relationships, Administration, Benefits<br />Workforce Mgmt*<br />Time & Attendance, Absence Mgmt, Payroll<br />Strategic Talent Mgmt Applications<br />Workforce Planning, Competency Mgmt, Talent Acquisition, Learning Mgmt, Performance Mgmt, Compensation, Succession & Career Planning <br />Service Delivery<br />FIN<br />Talent Intelligence<br />Data Warehouse & Analytics: Workforce, Operational, Talent Mgmt, Biz Intelligence<br />Foundation / Administration<br />CRM<br />Strategic / Talent Mgmt<br />Sales<br />*Owned by Finance Today<br />23<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    27. 27. Unified Data Surpasses Usability and Key Factor for Talent Management<br />What is the most important factor when selecting a talent management application?<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />24<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    28. 28. Rethinking the Technology Foundation<br /><ul><li>Shift from legacy interface to true web service integrations
    29. 29. Focus on integration both across the HR stack and up to the user interface level and down to the business intelligence level
    30. 30. HR function continues to get less support from IT function
    31. 31. Simplification of where data is stored to allow the HR function to generate intelligence
    32. 32. Fewer solutions will be leveraged to fulfill overall HR portfolio need from data standpoint
    33. 33. Realization that HR is ripe for process integration across its function more than integration across the enterprise</li></ul>25<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    34. 34. Most Companies Continue to Lack a Talent Management Strategy<br />Does your company have a clearly articulated strategy for talent management?<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />26<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    35. 35. Creating a Talent Management Strategy<br />Deliverables<br />Process Steps<br />Activity<br /><ul><li>Clarify vision and goals
    36. 36. Define project controls
    37. 37. Identify key resources
    38. 38. HR & HCM Technology vision and goals
    39. 39. Current HCM discovery observations
    40. 40. Categorization of opportunities for next 1000 days
    41. 41. Recommendation set designed to achieve vision
    42. 42. HCM Action Plan: High-level timeline, risks/dependencies, resource requirements
    43. 43. Executive Buy-In</li></ul>Planning & Visioning<br /><ul><li>Collect current state knowledge
    44. 44. Determine quick wins and barriers.
    45. 45. Identify best-practices</li></ul>Discovery<br /><ul><li>Identify / Validate themes
    46. 46. Assess capability to execute
    47. 47. Develop recommendations</li></ul>Analyze & Recommend<br /><ul><li>Identify / Validate themes
    48. 48. Assess capability to execute
    49. 49. Develop recommendations</li></ul>Strategy & 3 Year Plan<br /><ul><li>Total Cost of Ownership
    50. 50. Value of Investment
    51. 51. Compelling Business Case</li></ul>Business Case<br />27<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    52. 52. Poll #1<br />What best describes the state of your talent management strategy…<br />Well defined and currently being executed<br />In process of being defined<br />In process of being updated<br />We don’t have a talent management strategy<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />28<br />
    53. 53. Agenda<br />The State of the “War for Talent”<br />Today’s Talent Management Priorities<br />The Emergence of the Integrated Talent Suite<br />Service Delivery Models for the Future<br />Creating the “Ask”<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />29<br />
    54. 54. HCM Technology Maturity Model<br />Learning Management<br />Recruiting Management<br />Performance Management<br />Compensation Management<br />HRMS<br />Succession Management<br />Employee Profile<br />Integrated Talent Management<br />Career Management<br />Social Collaboration<br />Workforce Planning<br />“Edge Technologies”<br />30<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    55. 55. Talent Management Suites Beginning to Take Root<br />Have your purchased more than one talent management module (recruitment, performance, compensation, learning, etc) from a single vendor?<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />31<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    56. 56. Demand for Integrated Talent Management Suites Growing<br />Which statement best describes your talent management approach?<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />32<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    57. 57. Poll #2<br />What are your thoughts about an integrated talent suite?<br />We are currently deploying a talent suite<br />We intend to deploy a talent suite<br />We have no desire to deploy a talent suite<br />We are undecided on a talent suite<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />33<br />
    58. 58. Agenda<br />The State of the “War for Talent”<br />Today’s Talent Management Priorities<br />The Emergence of the Integrated Talent Suite<br />Service Delivery Models for the Future<br />Creating the “Ask”<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />34<br />
    59. 59. No Real Preference for Technology Service Delivery Models<br />What is your preferred delivery model for HR technology investments?<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />35<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    60. 60. Rethinking the HR Service Delivery<br /><ul><li>What is the scope?
    61. 61. HRSD moves beyond HR transactions to include talent management
    62. 62. What does success look like?
    63. 63. Move from HR-centric to worker-centric model
    64. 64. What geographies are we serving?
    65. 65. Move from local to regional to global
    66. 66. Who are we serving?
    67. 67. Move beyond the employee to contingent, candidate, alumni, etc.
    68. 68. What should we call it?
    69. 69. Is it really “HR?” Do we just “deliver?”</li></ul>Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />36<br />
    70. 70. HR Service Delivery of the Future<br />Shift transactions and inquiry volume to the left to drive cost savings and efficiency.<br />Tier 0<br />Portal / Digital HR<br />Tier 1<br />Support Direct / <br />HR Contact Center<br />Tier 2*<br />Field Services<br />Tier 3<br />HR Business Partners<br />/ COEs<br /><ul><li>First point of contact
    71. 71. Self managed via Portal and Digital HR Tools</li></ul>Contains:<br /><ul><li>Personalized content relevant to the employee
    72. 72. Policy and Process content
    73. 73. Decision support tools
    74. 74. Links and widgets to HR tools
    75. 75. Second point of contact
    76. 76. Accessed via 1-800# / text-to-chat / support ticket and central source for direct contact with HR
    77. 77. Responds to questions about HR policy, process & tools (first call res)
    78. 78. Escalates cases to the appropriate team/ individual as needed
    79. 79. Performs programmatic administrative functions
    80. 80. Escalation point for help desk
    81. 81. Case routed to Functional Expert </li></ul>Escalation point for:<br /><ul><li>Sensitive/legal issues (HR Consultant)
    82. 82. Non-standard process questions (Functional Expert)
    83. 83. Problems with HR Tools that require vendor contact (Sys Admin)
    84. 84. Final point of contact
    85. 85. Proactive recognition and/or escalation point for strategic issues related to business performance
    86. 86. HR BP will work in conjunction with Bus. Leaders to drive strategic change throughout the organization</li></ul>Future Transaction Volume Supported<br />Target: 65%<br />Target: 20%<br />Target: 10%<br />Target: 5%<br />*Largest opportunity for reduction and savings<br />37<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    87. 87. Agenda<br />The State of the “War for Talent”<br />Today’s Talent Management Priorities<br />The Emergence of the Integrated Talent Suite<br />Service Delivery Models for the Future<br />Creating the “Ask”<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />38<br />
    88. 88. Visualizing Talent Management Success<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />39<br />
    89. 89. Funding the Biggest Challenge Without a Strong Business Case<br />The biggest barriers for talent management software adoption in your organization…<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />40<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    90. 90. Employee Engagement and Retention Key to Talent Management Initiatives<br />What do you hope to accomplish by implementing talent management software? Select all that apply.<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />41<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    91. 91. Creating a Talent Management Strategy<br />Deliverables<br />Process Steps<br />Activity<br /><ul><li>Clarify vision and goals
    92. 92. Define project controls
    93. 93. Identify key resources
    94. 94. HR & HCM Technology vision and goals
    95. 95. Current HCM discovery observations
    96. 96. Categorization of opportunities for next 1000 days
    97. 97. Recommendation set designed to achieve vision
    98. 98. HCM Action Plan: High-level timeline, risks/dependencies, resource requirements
    99. 99. Executive Buy-In</li></ul>Planning & Visioning<br /><ul><li>Collect current state knowledge
    100. 100. Determine quick wins and barriers.
    101. 101. Identify best-practices</li></ul>Discovery<br /><ul><li>Identify / Validate themes
    102. 102. Assess capability to execute
    103. 103. Develop recommendations</li></ul>Analyze & Recommend<br /><ul><li>Identify / Validate themes
    104. 104. Assess capability to execute
    105. 105. Develop recommendations</li></ul>Strategy & 3 Year Plan<br /><ul><li>Total Cost of Ownership
    106. 106. Value of Investment
    107. 107. Compelling Business Case</li></ul>Business Case<br />42<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    108. 108. Hard ROI Difficult to Support for Talent Management<br />Which best describes your business case for talent management?<br />Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey <br />n = 250<br />43<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />
    109. 109. Rationalizing Talent Management Investment<br />Create the vision and by clear about “the why”<br />Get the “business to build the business case<br />Define what success looks like<br />Be realistic about the time & investment<br />Get the “business” to sell the “business” case<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />44<br />
    110. 110. Transforming Talent Management<br />Does Your Talent Strategy Look Like This…<br />When It Can Look Like This!<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />45<br />
    111. 111. For More Information<br />Scott Schmidt<br />scott.schmidt@knowledgeinfusion.com<br />Jason Corsello<br />jason.corsello@knowledgeinfusion.com<br />Visit KI OnDemand<br />www.kiondemand.com<br />Knowledge Infusion Proprietary and Confidential, Copyright 2011 <br />46<br />
    112. 112. Join Our Next TM Webinar <br />Tuesday, Feb. 22, 2011<br />Empowering the Middle and Creating Workforce Readiness<br />TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific<br />Register for upcoming TM Webinars at <br />www.talentmgt.com/events<br />Join the Talent Management magazine Networkhttp://network.talentmgt.com/<br />#TMwebinar<br />
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×