Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
The document discusses talent management and succession planning. It defines talent management as a strategic approach to managing human capital throughout an employee's career. Key aspects of talent management discussed include strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Succession planning aims to ensure critical positions are filled by high performers and a pipeline of future leaders is developed. A systematic process for identifying high-potential employees and developing them is recommended over chance observations.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
The document discusses talent management and succession planning. It defines talent management as a strategic approach to managing human capital throughout an employee's career. Key aspects of talent management discussed include strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Succession planning aims to ensure critical positions are filled by high performers and a pipeline of future leaders is developed. A systematic process for identifying high-potential employees and developing them is recommended over chance observations.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
The Talent Management Handbook: Chapter 15crowelba
This document discusses the need for a new model of career development that encompasses all employees, not just high potentials. It argues that career development must be flexible, self-powered by employees, and not dependent on traditional succession planning. A key part of the new model is career growth plans that help all employees take responsibility for their own development and align their goals with the organization's strategy. This shifts the focus from the organization developing employees to employees developing themselves with manager and peer support.
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
Company talent development presentation (public)Ramil Mastiyev
This is a sample presentation on delivering a speech to the management in your company or a client. It features the main arguments and a kick-start scenario for creating a company-specific talent development program.
The document summarizes a talent review process for Zong, a China Mobile company. The review aims to (1) identify top talents and their performance, potential, and development needs, (2) provide feedback and agree on development actions, (3) highlight retention risks and review succession plans, and (4) create a shared understanding of employee performance and potential to further development. Employees are rated on a scale and identified as top talents, high potentials, solid potentials, or latent potentials based on their abilities, engagement, and aspirations. Development recommendations include gaining experience through assignments, exposure through mentoring and meetings, and education through training. The organizational review identifies critical positions, succession plans, and high potential employees.
This document discusses the importance of talent management for organizations. It notes that high performers are a key asset but many companies struggle to retain and develop them. It asks questions about how organizations value performance and high performers. The challenges mentioned include upcoming leadership vacancies and difficulties attracting, retaining, and developing critical skills. Effective talent management involves developing employees, improving engagement, and holding all managers accountable for strengthening their talent pools. It should be strategic and aligned with the organization's vision.
The document discusses how market forces are shifting the focus to people as the primary competitive advantage for companies. It outlines key trends like business turbulence, a tight labor market, and changing workforce demographics that are impacting organizations. This means high performance organizations will face increasing competitiveness. The implications for HR are that it needs to change from an administrative focus to strategic partners that add value by developing talent, driving change and innovation, and achieving business outcomes. The role of HR must transform from controlling policies to building leadership capability, driving a performance culture and aligning infrastructure to support the business strategy.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
Talent management has become a priority for organizations worldwide due to skilled labor shortages. It involves sourcing, hiring, developing, retaining, and promoting employees to meet organizational needs. Elements of talent management include employee development, performance management, and career development. An effective talent management process helps organizations achieve strategic goals like operational excellence and fulfilling their mission by ensuring they have the right talent. It is a holistic and strategic approach to both human resources and business planning.
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
The Talent Management Handbook: Chapter 15crowelba
This document discusses the need for a new model of career development that encompasses all employees, not just high potentials. It argues that career development must be flexible, self-powered by employees, and not dependent on traditional succession planning. A key part of the new model is career growth plans that help all employees take responsibility for their own development and align their goals with the organization's strategy. This shifts the focus from the organization developing employees to employees developing themselves with manager and peer support.
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
Company talent development presentation (public)Ramil Mastiyev
This is a sample presentation on delivering a speech to the management in your company or a client. It features the main arguments and a kick-start scenario for creating a company-specific talent development program.
The document summarizes a talent review process for Zong, a China Mobile company. The review aims to (1) identify top talents and their performance, potential, and development needs, (2) provide feedback and agree on development actions, (3) highlight retention risks and review succession plans, and (4) create a shared understanding of employee performance and potential to further development. Employees are rated on a scale and identified as top talents, high potentials, solid potentials, or latent potentials based on their abilities, engagement, and aspirations. Development recommendations include gaining experience through assignments, exposure through mentoring and meetings, and education through training. The organizational review identifies critical positions, succession plans, and high potential employees.
This document discusses the importance of talent management for organizations. It notes that high performers are a key asset but many companies struggle to retain and develop them. It asks questions about how organizations value performance and high performers. The challenges mentioned include upcoming leadership vacancies and difficulties attracting, retaining, and developing critical skills. Effective talent management involves developing employees, improving engagement, and holding all managers accountable for strengthening their talent pools. It should be strategic and aligned with the organization's vision.
The document discusses how market forces are shifting the focus to people as the primary competitive advantage for companies. It outlines key trends like business turbulence, a tight labor market, and changing workforce demographics that are impacting organizations. This means high performance organizations will face increasing competitiveness. The implications for HR are that it needs to change from an administrative focus to strategic partners that add value by developing talent, driving change and innovation, and achieving business outcomes. The role of HR must transform from controlling policies to building leadership capability, driving a performance culture and aligning infrastructure to support the business strategy.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
Talent management has become a priority for organizations worldwide due to skilled labor shortages. It involves sourcing, hiring, developing, retaining, and promoting employees to meet organizational needs. Elements of talent management include employee development, performance management, and career development. An effective talent management process helps organizations achieve strategic goals like operational excellence and fulfilling their mission by ensuring they have the right talent. It is a holistic and strategic approach to both human resources and business planning.
The document discusses talent management, which refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It involves managing employees' abilities to recruit, retain, develop, reward, and motivate high-performing talent. Benefits include hiring the right people, retaining top performers, better decisions, and understanding employees. The talent management process involves understanding needs, sourcing, attracting, selecting, training, retention, promotion, assessment, planning, and exits. Effective talent management is important but complex to implement.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
The document discusses the 9 box model for classifying employees based on their performance and potential. The 9 box model assesses people on two dimensions: demonstrated performance on their current role and their long-term potential. It places employees into 9 categories within a grid based on these dimensions to help identify high potentials, develop employees, and ensure they are placed in roles that suit their skills. Each category is described in terms of the typical employee attributes and recommended actions for development or placement. The overall purpose is to accurately assess individuals to match their development plans to maximize their contribution to the organization.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
What is a Chief Learning Officer? [Infographic]ELM Marketing
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Putting Learners First in Enterprise TrainingDavid Blake
1. Traditional learning and development methods are struggling to keep up with today's learners and business needs. Most training is still formal and classroom-based, but learners prefer informal learning.
2. To better serve learners, organizations need to shift from controlling learning to empowering learners. They should offer a variety of learning options based on individual needs rather than a one-size-fits-all approach. This will make learning more strategic and motivate learners.
3. Rewiring learning and development infrastructure is needed to reinvent learning for today's learners. Tools are needed to simplify content creation and sharing, speed up finding relevant learning, enable access to learning anywhere, and value both formal and informal learning
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
This document outlines a survey to assess performance and importance of six learning functions across 50 areas of development. The six functions are general management, relationship management, operational efficiency, leadership development, service delivery, and systems and infrastructure. Respondents will self-rank their performance and importance in each area, and business leaders will also rank performance and importance. The results will be discussed to identify gaps and opportunities for improvement. Contact information is provided to receive the survey form.
Talent refers to a person's current and future potential abilities rather than just their past achievements. It involves attributes like willingness to take risks and learn from mistakes, ambition, focus, and self-awareness. Talent management is a deliberate approach used by organizations to attract, develop, and retain talented individuals who can help meet current and future needs. It includes creating a supportive culture and integrating systems for recruiting, performance management, development, and retention. The goal is to ensure an organization has the right talented people in key positions to succeed.
Benchmarking involves comparing an organization's performance metrics and processes to industry best practices. It is used to identify areas for improvement and adopt superior strategies and tactics. The document discusses different types of benchmarking, examples of companies that successfully used benchmarking, and best practices for effective benchmarking.
Calculating the return on investment (ROI) of your talent management project is one of the best success metrics you can show - but how to do it?
Join this webinar to discuss the fundamentals of calculating return on investment for your talent management project. This webinar will:
Help you understand the key things to think about when calculating ROI.
Discuss how ROI can help your talent management project succeed.
Show the key components that make up ROI calculations.
Enable you to create an ROI model for your talent management project.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department. The talent acquisition team within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill roles that are required to meet company goals and fill project requirements.
This document outlines strategies and goals for talent acquisition at Westgate for 2015. It discusses reducing time to fill roles from 55 to under 30 days to lower costs. It also covers leveraging social media for recruiting, implementing a candidate relationship management system, and aligning recruiting efforts across business units. The document recommends increasing recruiter and candidate satisfaction, enhancing the employer brand, and reorganizing talent acquisition to include dedicated recruiters for resort operations functions. Metrics such as time to fill, candidates per requisition, and time to interview and make an offer are identified.
Every organization in the world is facing the issues of developing & retaining the talent. Talent Management is itself is the huge and ambiguous area in HR. Every CEO, HR professional have different understanding about Talent Management. It is like the story of blinds and elephant where each blind perceives the elephant differently. Talent Management is itself is a puzzle where you need to solve it with holistic but practical approach.
There are some research which shows that if organizations have solid talent management processes and practices, it has higher positive impact on the business.
Hence to understand Talent Management better following things are important to understand firsts,
1) What is talent?
2) What is the TM process?
3) When TM is effective?
4) What are the different TM models?
This presentation will give the answers of above...
The document discusses succession planning and its importance for organizational sustainability. It defines succession planning as identifying and developing potential successors for key positions through a systematic evaluation process. A business case for succession planning is that it maximizes business performance by having the right talent at the right time. The roles of top management and the board of directors are also discussed. Top management must be engaged to make succession planning a priority, while clear communication between the board and current executive director is important. The document emphasizes that succession planning should not be ignored as it helps ensure the long-term sustainability of an organization.
The document describes a 9 box performance-potential matrix used to evaluate employees. The matrix compares an employee's current performance against their potential and places them into one of 9 boxes ranging from "outstanding performance/high potential" to "poor performance/limited potential". Each box provides definitions of the employee type and what behaviors and characteristics indicate they belong in that particular box.
Benchmarking involves continuously measuring an organization's processes and performance against other leading organizations to identify areas for improvement. It is done through a multi-step process of identifying benchmarking partners, gathering their data, analyzing any performance gaps, and implementing practices to close those gaps. The goal is to help organizations improve processes, increase customer satisfaction, and gain competitive advantages through learning best practices.
Talent acquisition involves attracting, selecting, and onboarding talented individuals who are aligned with the business strategy and possess the required competencies. It is part of an overall talent management strategy that aims to have the right people in the right jobs at the right time. The talent acquisition process includes defining needs, sourcing candidates, application screening and interviews, making offers, and notifying non-selected candidates. Effective talent acquisition requires considering both the person-job fit and person-organization fit to identify individuals who will integrate and perform well.
Six Sigma is
the powerpoint presentaion that i make during my 3rd yr. The format of
this presentation is truly professional. You can adopt this format for
your future presentations. You too can modify these. Alright.
So just keep going.
Live in flow
~rise and shine~
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
A business briefing on talent management that I deliver to organisations- if you are interested in having this briefing I would be delighted to hear from you
Siuberto Socarrás will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
Hudson is a leading talent management and recruitment firm that operates globally. They provide services such as assessment centers, competency modeling, leadership development, and succession planning to help clients identify talent gaps, training needs, and high potential employees. Assessment centers involve multiple exercises and assessments to evaluate candidates on key competencies. They provide comprehensive data on strengths, weaknesses, and development areas. Case studies show that using assessment centers versus interviews alone can significantly reduce new hire turnover. Assessment centers also help companies select the right candidates for leadership development programs and global roles.
The document discusses disruptors to talent management and how organizations can evolve their talent strategies in response. Some key points:
- Artificial intelligence, gamification, video and social learning are changing how talent is identified, developed and retained. New tools like predictive assessments and simulations can identify talent.
- Performance management is shifting from annual reviews to continuous feedback. Agile goal-setting and a focus on development replaces rigid ratings.
- Big data and analytics allow organizations to better understand workforce needs and risks. Talent pools and internal mobility can be improved through data-driven insights.
- A talent management 4.0 approach embraces these disruptors through strategies like personalized development, talent mapping, social sourcing
The document discusses talent management and provides recommendations for organizations. It defines talent management as additional processes to develop high-potential employees. Research shows defining talent, developing talent through programs like coaching and internal job rotations, and implementing supportive structures and systems are key. The five core talent management processes are attracting, developing, motivating, appraising, and retaining top performers. The document recommends organizations align talent strategies with business goals and consider culture when implementing programs.
Pillars of talent and engagement dr. lawrence ndombiCiarafrica
Talent management aims to ensure an organization attracts, retains, motivates and develops the talented people it needs now and in the future. It involves integrated activities like attraction and retention policies, talent audits, performance management, learning and development, and career management. There are various models and best practices for talent management. Key components include aligning talent processes to business needs, identifying talent gaps, developing talent plans, and measuring business impact. Effective talent management is important for maintaining competitive advantage in today's changing business environment.
Get Certified in Human Resources CHRP CHRM UAEBlue Ocean
Get Certified in Human Resources CHRP CHRM UAE, HR certification training will be held in Dubai Abu Dhabi, UAE, Qatar, Saudi Arabia, from the American Certification Institute, USA.
Register today : http://www.blueoceanacademy.com/courses/hr-manager-professional.html
Blue Ocean Academy provides HR training Courses in Dubai and Abu Dhabi, Oman, Saudi Arabia, Qatar, Kuwait, and Bahrain. Our HR Certification Course includes CHRP and CHRM certification. At Blue Ocean Academy professionals are innovatively trained to be experts in the Human Resource Management field. http://www.blueoceanacademy.com/hr-training-courses/
The document discusses certifications for human resource professionals from the American Certification Institute. It provides information on the Certified Human Resource Professional (CHRP) and Certified Human Resource Manager (CHRM) certifications, which equip individuals with strategic skills for managing human resources in a global context. The certifications focus on developing global mindsets and providing opportunities for employees to enhance their global leadership capabilities through experiences like international assignments. The document emphasizes that as organizations globalize, it is important to implement comprehensive HR processes to foster global competitiveness and develop future global leaders.
Talent management involves processes to increase value from human capital, including goal alignment, candidate selection, performance management, employee development, and rewards. It aims to have a workforce that is suitable, engaged, flexible, productive. Good talent management involves ownership across levels, business objectives guiding the system, measuring results in business terms, hiring the right people and helping them advance. Effective talent management identifies key roles, assesses talent management skills, measures the right things, and provides process-wide feedback. It focuses on aligning people to motivating work, providing coaching/mentoring, and developing critical skills. Talent acquisition moves beyond filling roles to proactively building needed skillsets, and retaining top performers who may not be actively looking
HR Summit and Expo Africa 2015 - Assessments for high performance workforceThe HR Observer
Presentation by Samantha Carr, Assessment and Business Development Consultant, MAC Assessment & Development.
Scientific and rigorous assessments have been shown to increase productivity significantly, reduce costs and grow the bottom line. Join this session to will learn how to conduct effective job analysis, structured interviews and leverage the best assessment methods for organisational excellence.
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
The document discusses talent pipeline and succession management strategies at Sasol, a South African company. It outlines three key points:
1. Sasol uses a leadership pipeline model to systematically identify, assess, develop, and promote internal talent to fill key leadership roles. This includes tools like a 9-box talent grid and corporate talent reviews.
2. Sasol works to increase its talent pool by strategies like graduate development programs, targeted recruitment, and growing technical skills through bursary programs. Risk mitigation plans address potential supply and demand gaps.
3. Succession management requires balancing leadership capacity and demand. Sasol sequences critical initiatives carefully and only launches those with adequate leadership capacity to reduce strain and build resources over
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
This document discusses best practices for succession management and employee retention. It explores current trends showing many upcoming retirements and skills shortages. Effective succession management focuses on individual development aligned with organizational strategy. It identifies high potentials and provides career development, rather than just filling positions. Regular talent reviews and leadership assessments help develop successors and retain top employees. Measuring outcomes ensures the process works to prepare internal candidates for future leadership roles.
Perspectives on organizational development at con agra foodsDani
The document discusses organization development at ConAgra Foods by outlining their focus on building a learning infrastructure, growing leadership excellence, leveraging talent management, and providing consulting services. It describes ConAgra's goals of partnering with business leaders to deliver best-in-class organization development tools and processes to improve business results. Key areas of focus include building a learning system, developing leadership competencies, conducting talent reviews, and facilitating change management.
Similar to The New Model for Talent Management: Agenda for 2015 (20)
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
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People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
Ten Disruptions in HR Technology for 2015: Ignore At Your PerilJosh Bersin
This document discusses 10 disruptions that will impact HR technology in 2015. It summarizes that HR systems are aging rapidly and there are too many separate systems in use. It also discusses trends toward simplifying user interfaces and mobile access, embedding analytics into systems, using data and assessments to better understand leadership and talent, continuous feedback through employee sensing, and network recruiting platforms replacing traditional applicant tracking.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
Building the Agile Enterprise: A New Model for HRJosh Bersin
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The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
The New Model for Talent Management: Agenda for 2015
1. 1
The Talent Agenda for 2015 What comes after “Integrated Talent Management?”
Josh Bersin Principal, Deloitte Consulting LLP October, 2014
2. 2
Who We Are
-
Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR.
-
60% of the Fortune 100 are Bersin by Deloitte research members, with more than 19.5 million employees managed by HR teams using Bersin Research.
Broad Research Practices
•Human Resources
•Leadership Development
•Learning & Development
•Talent Acquisition
•Talent Management
Offerings
-WhatWorks® Membership: Research, Tools, Education, Benchmarking
-IMPACT®: The industry’s premiere conference on the Business of Talent
-Advisory Services & Consulting
Human Resources
Leadership Development
Learning & Development
Talent Acquisition
Talent Management
4. 4
How the Talent World has Changed
“Our candidates today are not looking for a career…”
“They’re looking for an Experience.”
5. 5
Top Global Talent Priorities % Rated “Urgent” or “Important”
60%
62%
67%
69%
70%
71%
74%
75%
75%
78%
78%
89%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Diversity & Inclusion
The Overwhelmed Employee
Fix Performance Management
Reinvent L&D
Integrated HR Technology
Globalized HR & Talent Management
Talent & HR Analytics
Workforce Capabilities
Talent Acquisition & Access
Reskilling HR
Retention & Engagement
Leadership Gaps
Deloitte Global Human Capital Trends Research, n=2500, 2/2014
v
Areas of Biggest Capability Gap
6. 6
The Old Idea of Integrated TM
Slow Response to Changing Business Needs
-
Inability to identify current and future talent gaps
-
Hiring strategy and development planning not in sync
-
No clear picture of future “talent profile”
-
Leadership pipelines in jeopardy
Disconnected Decision Making
-
Data and processes not integrated
-
Talent not shared across business units
-
Learning plans not linked to assessments and skills gaps in current talent pool
-
Lack of visibility into talent gaps
Not responsive to Employee Demands
-
Employees want career development
-
Defined career paths and competencies not clear and consistent
-
Talent mobility difficult during change
-
Managers still the weakest link in organizational performance
Administratively Intensive
-
Data entry is repetitive
-
High volume of manual work to complete HR review processes
-
Difficult to obtain executive-level talent information
-
Hard to plan for the future
Learning & Development
Sourcing & Recruiting
Performance Management
Leadership Development
Succession Planning
Workforce Planning
Compensation - Benefits
Traditional Silos of HR
Integration…
But… to what end?
8. 8
Attracting & Acquiring Talent
Managing & Developing Talent
Extending Talent
Understanding & Planning Talent
Employment Brand
Social Sourcing
Talent Networks
Mobile Job Sites
Candidate Marketing
External Brand
Work Environment
Mission and Values
Diversity & Inclusion
Work-Life Balance
Rewards
Recognition
Performance
Management
Goal Setting
Career Management
Leadership Development
HIPO Assessment
Professional
Career Mgt
Technical Career Mgt
Contract Labor
Alumni Programs
College Recruiting
Talent Networks
Supply Chain Talent
Analytics
WF Planning
Engagement
Retention Mgt
Segmentation
L&D
Coaching
Certification
LinkedIn
Glassdoor
Reputation
Suppliers
Partners
Data Providers
MOOCs, Content Providers
Assessments
Job Networks
Brand
Management
Development
Career Lattice
Academia
Partners
The Talent Ecosystem: Everything is Connected
9. 9
Driving Performance & Development
Assessing & Improving Corporate Culture
Accelerating Time to Competency
Improving Management & Leadership
Improving Career & Talent Mobility
Planning & Analyzing Talent
Delivering and Managing Employment Brand
Improving Speed and Quality of Hire
Driving Engagement and Retention
Talent Imperatives for 2015
Diversity, Work Environment, Purpose, Values, and Mission
10. 10
Agenda
Talent Acquisition
Engagement and “Simply Irresistible”
Performance Management
Talent Mobility – Career Development
Learning & Development
Talent Analytics
Becoming Bold
12. 12
Hiring Manager Relationships
Candidate Pool Development
Social Media Campaign
Recruiter Training
Governance & Decision Making
Employee Referral Program
TA Program Management
Optimized TA Technology
Diverse Candidate Slates
Employment Branding
Assessment Against Requirements
Reporting & Analytics
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014
Top Practices in Talent Acquisition
13. 13
Reactive Tactical Recruiting
Recruiters are “order takers;” posting of positions on an as-needed basis. Minimal hiring compliance standards met; no real processes defined. No strategic focus on candidate experience.
Level 1
Standardized Operational Recruiting
Effective assessment of candidates against job requirements. Begin to establish strong relationships with hiring managers. Some link to workforce planning. Standard interview documents.
Level 2
Integrated Talent Acquisition Strong employment brand. Active pipeline of candidates. Robust TA programs (e.g., diversity, alumni, employee referral). Investment in new TA products and services.
Level 3
Optimized Talent Acquisition
Strategic enabler of the business. Successful social media campaign. Recruiter training builds strategic capabilities. Ability to predict external forces & remain agile.
Level 4
Talent Acquisition Maturity Model
Bersin by Deloitte
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014
35%
29%
23%
13%
14. 14
TA Performance Outcomes
Overall, we found that Level 4 organizations are 2.6x more likely to perform higher than organizations at Level 1 across all TA performance drivers
Level 1
Level 2
Level 3
Level 4
160%
more likely to
perform higher
Level 1
Level 3
Level 4
15. 15
The top three drivers of talent acquisition maturity are:
1.
Building strong relationships with hiring managers
2.
Cultivating pools of potential candidates long before hire
3.
Driving employment brand
62%
Create new products more quickly than competitors
88%
Meet or exceed financial targets
100 %
Meet or exceed customers’ expectations
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014
Three Key Drivers of Impact
16. 16
Employment Brand
and
Employee Engagement?
What Is the Difference Between…
17. 17
The Reality Today…
Employee Engagement
IS
Your Employment Brand
18. 18
How The Puzzle Fits
Driving Performance & Development
Assessing & Improving Corporate Culture
Accelerating Time to Competency
Improving Management & Leadership
Improving Career & Talent Mobility
Planning & Analyzing Talent
Delivering and Managing Employment Brand
Improving Speed and Quality of Hire
Driving Engagement and Retention
20. 20
Engagement Still Startlingly Low
Worldwide only 13% of employees are “highly engaged” in their jobs.
63% “disengaged” and 24% “actively disengaged.”
(Australia and NZ are twice as “engaged” as the rest of the world!) with 25% “highly engaged”
China, Middle East, Africa, India are the lowest at 6-8% fully engaged
21. 21
Glassdoor Data Is Startling
Rating of Senior Leadership:
2.8 out of 5
Rating of Career Opportunities:
2.9 out of 5
Rating of Company Culture:
3.1 out of 5
Rating of Work-Life Balance:
3.2 out of 5
22. 22
Only 54% of employees would recommend company to a friend
- Glassdoor, Bersin Analysis, October, 2014
And Even Worse
23. 23
Yet Some Companies Outperform
Average
3.1
What are these guys doing??
24. 24
What we have learned: An Integrated Approach is Needed
The Simply Irresistible Organization®
Meaningful Work
Great Management
Fantastic Environment
Growth Opportunity
Trust in Leadership
Autonomy
Agile Goal Setting (ie. OKR)
Flexible, humane work environment
Facilitated talent mobility
Mission and purpose
Selection to Fit
Coaching & feedback
Recognition rich culture
Career growth in many paths
Investment in people, trust
Small Teams
Leadership Development
Open flexible work spaces
Self and formal development
Transparency and communication
Time for Slack
Modernized Performance Mgt.
Inclusive, diverse culture
High impact learning culture
Inspiration
27. 27
Companies with “soul” had a
return from 1996 through 2006,
8x higher
than S&P 400 firms
1026%
Companies with “soul” experience:
•
Much higher engagement and retention
•
Better customer service
•
Long-term profitability
Source: Simply Irresistible: Engaging the 21st Century Workforce, Bersin by Deloitte, 2014
Mission and Purpose Matters
29. 29
Recognition Drives Retention
7.2%
8.7%
10.5%
0%
2%
4%
6%
8%
10%
12%
Excellent (5)
Fair (3-4)
Poor (1-2)
Effectiveness of Recognition Program at Improving Employee Engagement
Voluntary Turnover Rate
31% Reduction in voluntary turnover!
Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.
30. 30
Disruptive New Tools & Technology Explosion of New Options to Measure, Monitor, and Sense Engagement
Next Gen Engagement
-
CultureAmp
-
RoundPegg
-
BlackbookHR
-
TinyHR
-
BetterCompany
-
NikoNiko
Culture
-
CultureIQ
-
Deloitte
-
Good.co
Wellness
-
Upjoy
-
Happify
-
Goodthink
31. 31
Role of Organizational Culture
Courage
Commit ment
Inclusion
Shared Beliefs
Collective Focus
Risk & Governance
External
Orientation
Change & Innovation
DIFFERENTIATING
CORE
Courage represents the degree to which employees exhibit courage and resilience when confronting adversity, ethical dilemmas, failures, or opposition.
Commitment represents the extent to which employees feel a sense of pride and ownership to the success and brand of the organization.
Inclusion represents the degree to which an organization accepts and promotes diversity, uniqueness, and bringing one’s “authentic self” to the workplace.
Shared Beliefs represents the degree to which employees demonstrate commitment to organization specific core values / beliefs.
Collective Focus represents the degree to which an organization emphasizes collaboration, teaming, and cooperation in its operations.
Risk and Governance represents the degree to which an organization emphasizes compliance, quality, and structure in its operations.
External Orientation represents the degree to which an organization emphasizes a focus on customers and the external environment.
Change & Innovation refers to the extent to which an organization emphasizes embracing ambiguity, change, and risk to drive expansion and innovation.
32. 32
How The Puzzle Fits
Driving Performance & Development
Assessing & Improving Corporate Culture
Accelerating Time to Competency
Improving Management & Leadership
Improving Career & Talent Mobility
Planning & Analyzing Talent
Delivering and Managing Employment Brand
Improving Speed and Quality of Hire
Driving Engagement and Retention
37. 37
Clarifying the Purpose of PM
Coaching for
Development
Talent Decisions
Performance
Improvement
Legal Documents
Performance
Feedback
PERFORMANCE MANAGEMENT
Talent Decisions
Legal Documents
Employee
Motivation
Compensation
Performance
Feedback
Kelly Services
Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012.
.
38. 38
10%
19%
26%
36%
First-level
Mid-level
Senior-level
Executives
Source: Leadership Development Factbook Survey, Bersin by Deloitte, 2014, n=288
% of Positions with Successors Identified
Succession Management: Does It Work?
39. 39
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Traditional View Talent Mobility
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
40. 40
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
The Reality
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
Top
Management
Contract
Hire
Job
Intern
Developmental
Assignment
Lateral
Promotion
Stretch
Assignment
External Assignment
Upward
Promotion
Lateral
Assignment
New
Assignment
Part Time
Loan
New Candidate
New Leader
Exec
Succession
41. 41
The Talent Mobility Formula Bringing the Talent System Together
DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS)
OPEN POSITIONS & OPPORTUNITIES
INDIVIDUAL NEEDS / DESIRES
INDIVIDUAL DEVELOPMENT PLAN (IDP)
VISION
STRATEGIC INITIATIVES
DESIRED BUSINESS OUTCOMES
VALUES
MISSION
ORGANIZATION NEEDS
MOBILITY
STRENGTHS
DEVELOPMENT NEEDS
CAREER ASPIRATIONS
ANNUAL GOALS
Succession Management
Career Development
Individual
Development
Plan (IDP)
Strategic Competencies
Organizational
Planning /
Analytics
Performance Management
Development Planning
42. 42
Entire Organization Must Contribute to World-Class Career Management
•
Identify Career Goals
•
Maintain Profiles
•
Demonstrate Values
•
Socialize Interests
•
Create Internal Network
•
Share Expertise
Employee
•
Define Job Profiles
•
Provide Coaching
•
Assess Potential
•
Identify Development Opportunities
•
Provide Candid Feedback
•
Share Talent Openly
Manager
•
Provides Tools & Resources
•
Develop Career Models
•
Facilitate Process
•
Offer Career Coaching
•
Career Development Training
•
Integrate with Talent Mgmt
HR
•
Infrastructure – Process, Technology, People
•
Create Culture of Mobility
•
Communicate Expectations
•
Create Transparent Marketplace
Company
43. 43
How The Puzzle Fits
Driving Performance & Development
Assessing & Improving Corporate Culture
Accelerating Time to Competency
Improving Management & Leadership
Improving Career & Talent Mobility
Planning & Analyzing Talent
Delivering and Managing Employment Brand
Improving Speed and Quality of Hire
Driving Engagement and Retention
45. 45
E-Learning & Blended
Talent Management
Experiential Learning
Continuous Embedded
2001
2005
2015
Evolution of Corporate L&D From Content-Centric to Continuous and Experience-Centric
2010
E-Learning
Get Materials Online
Content Management
Taxonomy
Social, Collaborative Corporate University
Blended Programs
Learning Paths Role-Based
Self-Authored
Extreme Blended
Gaming, Embedded,
On-Demand
Rich Catalog
University
2020
Learning Everywhere All The Time
We are Here
Intelligent
Learning
Instructional Design Kirkpatrick
Career
Curricula
Content
Community
70-20-10
Job Relevant
Classroom
LMS as
E-Learning Platform
LMS as Talent Platform
LMS as Data (Where is the LMS?)
LMS as Experience
Platform
46. 46
The Continuous Learning Model Education, Experience, Environment, Exposure
EDUCATION
EXPOSURE
ENVIRONMENT
EXPERIENCE
Intermediate – Grow in Role
Current job development and competency expansion WHAT DO I NEED TO GROW IN MY CURRENT ROLE?
Immediate – Perform Well
Performance support and other tools for point-of- need learning WHAT DO I NEED TO PERFORM NOW?
Transitional – Next Role
Development of skills and relationships that will meet long-term business goals WHAT DO I NEED TO GROW IN MY CAREER?
47. 47
“SUPPLY CHAIN” VIEW OF SKILLS
of organizations have a senior leader running the training function
49%
of organizations have a written business plan for learning
<45%
70%
64%
43%
26%
48%
29%
HILO
Overall
Competencies & Profiles
Development Planning
Career Paths
L&D Has Challenges Leadership & Governance
48. 48
Running L&D Is Complex
Build a local but federated learning organization
Rationale the clutter of content
Learn to leverage MOOCs, and SME authored content
Understand and drive learning culture
Rebuild the corporate university
Modernize learning infrastructure and measurement tools
49. 49
The Workforce is Flocking to MOOCs
1.6m
2.5m
3.0m
3.0m
9.0m
4.0m
5.0m
5.0m
10.0m
19.0m
5
4
3
2
#1
5
4
3
2
#1
Total number of licensed or registered users
5 largest providers in… Enterprise learning solutions MOOCs
Established enterprise learning solutions
Massive, open, online course providers
52. 52
Sum Total Skillsoft
SAP
Oracle
Cornerstone On Demand
Saba
Blackboard
SkillSoft
Dupont
NetDimensions
Healthstream
Cross Knowledge
Meridian
Halogen
Silkroad
Peoplefluent
RISC
Elsevier
imc
IBM
Intellum
Kallidus
IBM
Absorb
RedTray
Expertus
Open Text
Lumesse
OnPoint Digital
Intuition
ADP
Cegos
Bloomfire
Wisetail
Desire2Learn
Docebo
Cyberwisdom
Digital Ignite
Healthcare Source
INFOR
Litmos
CoursePeer
Thomson Reuters
Underwriters Labs
BrainHoney
Schoolology
TMS
K-12 / Higher Ed
Vertical Specialists
Social / Mobile
Content
The New Middle
Compliance
LMS Vendor Evolution
Skillsoft Sum Total Content+Technology
Wiley CrossKnowledge Content+Technology
53. 53
The 1990s-2000s LMS
Course Administration
Enrollment and Scheduling
Resource Management
Extended enterprise
e-learning
e-commerce
Virtual classroom
Assessment tool Security and roles
Reporting
Learning Administration
Collaboration
“Discussion Group”
Portals
Learning
Experience
The Modern LMS
“Old LMS” Feature Set
+ Deeper Analytics
Dynamic Profile
Expert Directory
Communities
Tagging
Content Management
Ratings
Multi-rater coaching
Feedback
Content Sharing
Content Management
Mobile
“New” virtual classroom
Highly Flexible UI
Talent Management Features
Administration
& Talent
Social & Collaboration
User
Experience
LMS as “Experience Platform”
54. 54
Big Data in L&D
Big Data Analytics for
L&D
Learning activity
Employee demographics
Employee activity
Expert directory
Job Performance
Career movement
The “Netflix” of Learning
•
Recommendations
•
New Learning Paths
•
Content De-Cluttering
56. 56
Benefits & Compensation
Hiring
Recruiting
E-Learning
Performance Talent
Integrated TM Solutions
Systems of Engagement
Evolution of HR Systems
MARKET GROWTH - ADOPTION
2000
2012
PROGRESSION OVER TIME
Compensation
HRIS
Benefits Administration
Applicant Tracking
Recruiting Sourcing
Learning Management
Competency Management
Succession Management
Performance Management
Integrated Talent Mgmt
End to End
Suite
Social
Recognition
Integrated
Recruiting
Back Office on-premise ERP
SaaS and Cloud
Integrated into Work
Consumer
User Interfaces
Analytics
Segmentation
Prediction
Mobile and
Tablet, HTML5
ERP and HRMS Integrated
“Systems of Engagement” Talent
Analytics
58. 58
What Our Research Discovered Bersin by Deloitte Talent Analytics Maturity Model®
Level 4: Predictive Analytics
Development of predictive models, scenario planning Risk analysis and mitigation, integration with strategic planning
4%
Level 3: Advanced Analytics
Segmentation, statistical analysis, development of “people models”; Analysis of dimensions to understand cause and delivery of actionable solutions
10%
Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making Multi-dimensional analysis and dashboards
30%
Level 1: Reactive – Operational Reporting
Ad-Hoc Operational Reporting
Reactive to business demands, data in isolation and difficult to analyze
56%
59. 59
What is Talent Analytics: Bring HR & Business Data Together
Recruiting and
Workforce
Planning
Comp and Benefits
Performance
Succession
Engagement
Learning
& Leadership
HRMS
Employee Data
Engagement
& Assessment
+
Sales Revenue
Productivity
Customer Retention
Product
Mix
Accidents Errors Fraud
Quality
Downtime
Losses
Groundbreaking New Insights &
Tools for Managers to Make Better Decisions
=
Data management, analytics, IT, and business consulting expertise
+
60. 60
It Takes A Multi-Disciplinary Team
Connected
To IT
Connected
to Finance and Operations
Connected
to Executives
Connected to
External
Data
Know the business well
Consultant with business
Statistical rigor
Good with numbers
Curious, learning nature
Visual storytelling
Strong data management
Process oriented
World Class Analytics Team
61. 61
Focus on The Problem, not the Data
Business problem first, then determine what data is needed
Why is turnover high in some areas?
What sales or service processes drive account renewal?
Which training programs drive higher performance?
How do we assess the “right” candidates for sales positions?
What will be our talent gaps next year based on retirement?
Business Problem
Data
62. 62
Driving Performance & Development
Assessing & Improving Corporate Culture
Accelerating Time to Competency
Increasing Global Leadership
Improving Career & Talent Mobility
Planning & Analyzing Talent
Managing A Compelling Employment Brand
Improving Speed and Quality of Hire
Driving Engagement and Retention
Talent Imperatives for 2015
63. 63
A Time for Innovation: Bold CHRO
•
76% of candidates want to work for a company with “innovative work practices” … yet
•
37% of HR managers say their “culture” prevents innovation
•
28% say they have no money to innovate
•
27% say they don’t have the experience or skills
What impact would innovative work and management practices have on your work?
“The Innovation Imperative,” June 2013, Korn Ferry International, n=4080