Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
Are you an HR manager and looking for a PPT on recruitment proposal? SlideTeam has come up with content-ready recruitment proposal PowerPoint presentation slides. Our readymade hiring proposal presentation template guides you to have clear and significant selection criteria which will further help to avoid bias. These predesigned onboarding process PPT presentation templates outline key management, services, current vacancies, recruitment sources, job description, recruitment funnel, enrollment tracker and hiring budget. Our human resources management proposal presentation PPT will help to implement various creative recruitment strategies. This staffing plan PowerPoint presentation has been designed by highly qualified designers and researched by researchers from top-tier management firms. Our screening mechanism presentation slides will aid you to recruit talent for your company more efficiently. These HR consulting PowerPoint slides can also be used for recruitment process outsourcing, application tracking system, recruitment plan, employee selection process, employment strategy plan, and many more. So, do not delay and quickly download our recruitment proposal presentation slides.Give glory where due with our Recruitment Proposal Powerpoint Presentation Slides. Extol the excellence of your colleagues. https://bit.ly/3kcDnYj
A Nestlé Purina we have a full time, entry-level opportunity at our manufacturing facilities to participate in our Management Trainee Rotational Program. These entry-level roles are put in place to help build the future leaders of our company and provide the grounded needed to be successful at Purina. The opportunities include Accounting, Engineering, Engineering PTC Development Program, Human Resources, IS/IT, Quality Assurance, Operations Performance, Production Management and Supply Chain. Interested in learning more about working at Purina and applying to be a Management Trainee? Visit our website at http://bit.ly/PurinaCollege.
The New Model for Talent Management: Agenda for 2015Josh Bersin
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 Mobility: The Key to Engagement, Retention, and PerformanceBen Eubanks
Talent mobility is the practice of leveraging internal talent for projects and other long-term work instead of seeking external talent. This presentation includes case studies from companies such as Hootsuite, Tata Consultancy Services, World Bank Group, and Chipotle.
Are you an HR manager and looking for a PPT on recruitment proposal? SlideTeam has come up with content-ready recruitment proposal PowerPoint presentation slides. Our readymade hiring proposal presentation template guides you to have clear and significant selection criteria which will further help to avoid bias. These predesigned onboarding process PPT presentation templates outline key management, services, current vacancies, recruitment sources, job description, recruitment funnel, enrollment tracker and hiring budget. Our human resources management proposal presentation PPT will help to implement various creative recruitment strategies. This staffing plan PowerPoint presentation has been designed by highly qualified designers and researched by researchers from top-tier management firms. Our screening mechanism presentation slides will aid you to recruit talent for your company more efficiently. These HR consulting PowerPoint slides can also be used for recruitment process outsourcing, application tracking system, recruitment plan, employee selection process, employment strategy plan, and many more. So, do not delay and quickly download our recruitment proposal presentation slides.Give glory where due with our Recruitment Proposal Powerpoint Presentation Slides. Extol the excellence of your colleagues. https://bit.ly/3kcDnYj
A Nestlé Purina we have a full time, entry-level opportunity at our manufacturing facilities to participate in our Management Trainee Rotational Program. These entry-level roles are put in place to help build the future leaders of our company and provide the grounded needed to be successful at Purina. The opportunities include Accounting, Engineering, Engineering PTC Development Program, Human Resources, IS/IT, Quality Assurance, Operations Performance, Production Management and Supply Chain. Interested in learning more about working at Purina and applying to be a Management Trainee? Visit our website at http://bit.ly/PurinaCollege.
The New Model for Talent Management: Agenda for 2015Josh Bersin
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 Mobility: The Key to Engagement, Retention, and PerformanceBen Eubanks
Talent mobility is the practice of leveraging internal talent for projects and other long-term work instead of seeking external talent. This presentation includes case studies from companies such as Hootsuite, Tata Consultancy Services, World Bank Group, and Chipotle.
Recruitment Process Presentation PowerpointSlideTeam
Presenting recruitment process presentation powerpoint. Presenting recruitment process presentation powerpoint. Presenting recruitment process presentation powerpoint. This is a recruitment process presentation powerpoint. This is a six stage process. The stages in this process are job offer, send for final interview, first interview round, sourcing candidates, shortlist candidates. https://bit.ly/3lHwwHc
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
CSL Limited (Chinese: 香港移動通訊有限公司) is Hong Kong's first mobile communications operator established in 1983. It operates a world-class GSM / WCDMA /UMTS 900 network in Hong Kong and launched the world’s first dual band 4G LTE with DC-HSPA+ network with the brands 1O1O, one2free and New World Mobility. CSL is part of HKT Group, Hong Kong's premier telecommunications service provider.
Manager Onboarding: The Key to New Leader SuccessJulie Harrison
Smart organizations are recognizing the critical impact on effectively onboarding new hires. So, why not extend that to new managers? After all, when 50% of employees have left at least one job because of a manager, you want to make sure new managers are set up for success.
Onboarding for new managers is the critical piece that comes as the manager starts their new management role so they get training on what they need to do when they need to do it as a manager. Leadership and management development can happen before, during or after the promotion and those skills will stay with them. But manager onboarding helps new managers get off on the right foot day one.
This webinar shares what you need to cover in your new manager onboarding program and then provides a five-step process you can use to develop your own program. From making an honest assessment of the outcomes you need to the design, development, implementation and ongoing evaluation, expert guest Sharlyn Lauby provides a high-level overview to get you started.
Give your new managers the support they need to be the best coach, mentor and guide for their employees. It increases their engagement in the job and that’s good for the people they manage and for the organization, too.
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 A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
2023 HR Technology Trends: What's New and What's NextAggregage
In this webinar Ben Eubanks, Chief Research Officer at Lighthouse Research & Advisory will show you the latest and greatest advancements in the HR technology world and reveal which trends you should watch out for.
Learn how GlobalLogic drove business results by putting employee experience and recruiter success at the heart of their talent acquisition strategy.
For more inspiring talent stories: lnkd.in/ltsindia
The State of Sales Development - Revenue CollectiveElric Legloire
Revenue Collective released our State of Sales Development 2020 Report, powered by Outreach. Topic: the effects of shifting SDR's to remote work, observations and data points on SDR to AE Career Path as well as what MultiChannel Strategies are working for SDR Teams.
Core competencies and workforce competencies are what differentiates an organization from its competitors and enables it to deliver superior products and services.
Rajesh will cover the essentials of a competency framework and how it aligns processes like recruitment, career development, workforce planning, training, performance management and compensation to deliver short term and long term goals of an organization.
This presentation discusses:
1. Background on Artificial Intelligence (AI)
2. How is reshaping Human Resources practices and processes, with emphasis on talent acquisition and learning & development.
3. New skills that HR professionals need in this new ERA
Your Next Hire Is Right in Front of You: Leveraging Internal Mobility & Talen...LinkedIn Talent Solutions
According to recent research "internal sources, such as employee referrals, inside hires, walk-ins and a company’s career site, produce almost twice the number of hires as external ones." Learn how to save yourself time by using an already trusted connection base.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Recruitment Process Presentation PowerpointSlideTeam
Presenting recruitment process presentation powerpoint. Presenting recruitment process presentation powerpoint. Presenting recruitment process presentation powerpoint. This is a recruitment process presentation powerpoint. This is a six stage process. The stages in this process are job offer, send for final interview, first interview round, sourcing candidates, shortlist candidates. https://bit.ly/3lHwwHc
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
CSL Limited (Chinese: 香港移動通訊有限公司) is Hong Kong's first mobile communications operator established in 1983. It operates a world-class GSM / WCDMA /UMTS 900 network in Hong Kong and launched the world’s first dual band 4G LTE with DC-HSPA+ network with the brands 1O1O, one2free and New World Mobility. CSL is part of HKT Group, Hong Kong's premier telecommunications service provider.
Manager Onboarding: The Key to New Leader SuccessJulie Harrison
Smart organizations are recognizing the critical impact on effectively onboarding new hires. So, why not extend that to new managers? After all, when 50% of employees have left at least one job because of a manager, you want to make sure new managers are set up for success.
Onboarding for new managers is the critical piece that comes as the manager starts their new management role so they get training on what they need to do when they need to do it as a manager. Leadership and management development can happen before, during or after the promotion and those skills will stay with them. But manager onboarding helps new managers get off on the right foot day one.
This webinar shares what you need to cover in your new manager onboarding program and then provides a five-step process you can use to develop your own program. From making an honest assessment of the outcomes you need to the design, development, implementation and ongoing evaluation, expert guest Sharlyn Lauby provides a high-level overview to get you started.
Give your new managers the support they need to be the best coach, mentor and guide for their employees. It increases their engagement in the job and that’s good for the people they manage and for the organization, too.
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 A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
2023 HR Technology Trends: What's New and What's NextAggregage
In this webinar Ben Eubanks, Chief Research Officer at Lighthouse Research & Advisory will show you the latest and greatest advancements in the HR technology world and reveal which trends you should watch out for.
Learn how GlobalLogic drove business results by putting employee experience and recruiter success at the heart of their talent acquisition strategy.
For more inspiring talent stories: lnkd.in/ltsindia
The State of Sales Development - Revenue CollectiveElric Legloire
Revenue Collective released our State of Sales Development 2020 Report, powered by Outreach. Topic: the effects of shifting SDR's to remote work, observations and data points on SDR to AE Career Path as well as what MultiChannel Strategies are working for SDR Teams.
Core competencies and workforce competencies are what differentiates an organization from its competitors and enables it to deliver superior products and services.
Rajesh will cover the essentials of a competency framework and how it aligns processes like recruitment, career development, workforce planning, training, performance management and compensation to deliver short term and long term goals of an organization.
This presentation discusses:
1. Background on Artificial Intelligence (AI)
2. How is reshaping Human Resources practices and processes, with emphasis on talent acquisition and learning & development.
3. New skills that HR professionals need in this new ERA
Your Next Hire Is Right in Front of You: Leveraging Internal Mobility & Talen...LinkedIn Talent Solutions
According to recent research "internal sources, such as employee referrals, inside hires, walk-ins and a company’s career site, produce almost twice the number of hires as external ones." Learn how to save yourself time by using an already trusted connection base.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
In this panel session, you will hear three different stories of how companies have implemented an internal mobility model in their organisations. Learn how to build a culture to foster internal mobility and hiring, with a focus on the value and support of your people as a competitive advantage. Check out the best of Talent Connect: http://bit.ly/1MBqz6m
EY Human Capital Conference 2012: Global HR - Data privacy and global mobilityEY
This presentation explores the management of international transfer of data: complex rules/selection of a transfer strategy and existing tools. The security of personal data is critical and subject to public scrutiny: this presentation looks at examples of data breaches/best practices. Plus how to anticipate the new EU data protection framework requirements.
Global Mobility & HR Agility: How Paragon Offshore is Solving Two Major HR Ch...WorkforceNEXT
Presentation given by Paulo Calderon - HRIS Manager, Paragon Offshore at the WorkforceNEXT July Forum: Workforce Acquisition & Management Strategies in Oil & Gas on July 24, 2014.
The Presentation was presented by Dr. Robert Sutor, Vice President, IBM Mobile Platform at the Mobile World Congress 2012 at Barcelona, earlier this year. It has illustrations of IBM’s Mobile Strategy along with details on Worklight, IBM’s latest acquisition.
Leveraging Internal Mobility and Talent Networks -- Breakout Session at Talen...LinkedIn Talent Solutions
Fireside Chat: Your next hire is right in front of you: leveraging internal mobility and talent networks
Recruiters today have a variety of channels at their fingertips to hire talent. Sometimes this can be overwhelming. According to recent research "internal sources, such as employee referrals, inside hires, walk-ins and a company’s career site, produce almost twice the number of hires as external ones." Why not take a step back and look at the talent you currently have, and invest in them to grow your company? In this fireside chat session, hear how SAP structures its internal mobility programmes for different markets across APAC, and how Australia Post is preparing legacy employees for new roles within the company and beyond.
Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
We've all caught some of the hype around "agile" and most have at least heard (if not directly seen) its benefits. In this presentation, we are going to dive deep into one key aspect - Continual Learning. We'll discuss how it has become a staple for our modern day technical careers; how if you aren't growing, adapting, and evolving, then you're stagnating and how eventually you won't outgrow your job - it will outgrow you. We'll then investigate the factors of Learning Agility and explore ways that we can use it to help us not just survive, but thrive in our current environments.
The Home Team Advantage: Achieving Results With Talent MobilityHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin by Deloitte defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join Bobby Morris, talent solutions strategist at SumTotal Systems, as he discusses how several large global organizations achieved the benefits of talent mobility, including:
The key elements of successful talent mobility programs.
Key process requirements your business should embrace to have an effective talent mobility solution.
How integrated talent technology can help your business create a successful talent mobility solution.
How to get started today, and the results your organization can expect.
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
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.
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.
Similar to Achieving Results with Talent Mobility: Case Studies and Lessons Learned (20)
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
What drives employee engagement across the globe? What can you do to meaningfully improve employee experience in your organization? Join Qualtrics Employee Experience Consultant Yesenia Cancel for a deep-dive into the 2020 Global Employee Experience Trends, a comprehensive study of 13K+ workers across 13 geographies. Through a mix of data insights and case studies, Yesenia will highlight insights to drive your people strategy in 2020 and beyond.
Learning objectives:
Deep dive into 3 key trends that can impact your people strategy in 2020
Hear how other HR leaders are gathering and acting on employee feedback
Learn proven strategies for empowering managers to act on employee feedback
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNEDHuman Capital Media
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENTHuman Capital Media
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENTHuman Capital Media
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLDHuman Capital Media
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMYHuman Capital Media
According to Bersin by Deloitte, only 33% of millennials believe their organizations are using their skills well, and 42% say they are likely to leave because they are not learning fast enough. Developing new knowledge, new skills and new abilities is critical to futureproofing your organization’s evolving talent needs. Additionally, assessing the abilities of your talent is essential to understanding the profiles of your employees and ensuring the right role is filled with the right ability. Whether employees need development or have mastered success, understanding the skill profile of your talent is critical to futureproof organizational growth and innovation. This session explores ways to fine-tune your talent’s abilities to perform their job duties as well as future ones.
Attendees of this presentation will have a clear understanding of:
Methods to assess the skills and abilities of your talent to ensure the right role is filled with the right employee.
Ways to incorporate development, skills assessments and succession planning into employee performance conversations.
How to create now the company culture you want to be then.
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The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
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So why are leadership development programs failing? And how can we fix it?
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How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
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Why it’s important
Who should participate
How to create a culture of Design Thinking
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Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
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How to align your employees’ learning goals with those of your larger company
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HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...Human Capital Media
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
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3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluencyHuman Capital Media
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What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
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2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
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Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
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3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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Achieving Results with Talent Mobility: Case Studies and Lessons Learned
1. Achieving Results With Talent Mobility:
Case Studies and Lessons Learned
You can listen to today’s webinar using your computer’s
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2. Achieving Results With Talent Mobility:
Case Studies and Lessons Learned
Speaker: Bobby Morris
Talent Management Strategist
SumTotal Systems
Moderator: Mike Prokopeak
Vice President, Editorial Director
Talent Management magazine
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6. Achieving Results With Talent Mobility:
Case Studies and Lessons Learned
Mike Prokopeak
Vice President, Editorial Director
Talent Management magazine
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7. Achieving Results With Talent Mobility:
Case Studies and Lessons Learned
Bobby Morris
Talent Management Strategist
SumTotal Systems
#TMwebinar
8. Achieving Results
with Talent Mobility
– Case Studies &
Lessons Learned
Bobby Morris
Talent Management Strategist
SumTotal Systems
9. Today’s Discussion
■ Research Methodology
■ Definitions & Challenges
■ Organizing for Success
■ Talent Mobility & Sourcing
■ Game Planning
■ The Talent Mobility Ecosystem
■ Talent Mobility in Action
■ About SumTotal
■ Q&A
Page 8 - August 15, 2012
10. Research Methodology
■ SumTotal’s 2010 “State of Global People The data from this
Management” survey research will be
referenced throughout
■ 300 HR professionals interviewed the presentation
■ Global, web-based survey
■ 69% North America
■ 24% UK & EMEA
■ 7% APAC
■ Nearly 20 industries represented
■ Large Enterprises & Small Medium
Businesses represented
■ 55% >5,000 ee; 45% 100-5,000 ee
Page 9 - August 15, 2012
11. Talent Mobility is…
■ A business strategy that facilitates organizational agility
■ A mechanism for acquiring and retaining high performing talent
■ A recruiting philosophy that favors internal sourcing
■ A method for aligning organization and individual needs
■ A proactive and ongoing approach to succession planning
A systematic talent mobility strategy enables organizations to
more effectively acquire, engage, develop, align, and retain high
performing talent by implementing a consistent, repeatable, and
global process for talent rotation.
Page 10 - August 15, 2012
12. Current State of Talent Mobility
“Talent mobility figures prominently in any contemporary
discussion on global economic and social trends.
Indeed, greater talent mobility can help address talent
shortages and close skill gaps.”
Source: Patricia A. Milligan and Haig R. Nalbantian, Talent Management Magazine, August 2012
Page 11 - August 15, 2012
13. Top 5 CEO Concerns – Talent Shortage!
Loss of Customers
Talent & Skills Shortage
Reputational Risk
Currently Fluctuation
Changing Legislation
Page 12 - August 15, 2012
14. Key Challenges & Barriers
Challenges Barriers
■ Aligning current and future ■ No single, complete view of
talent needs to rapidly global talent due to spaghetti
changing business needs mix of processes, systems, and
■ Developing deep talent data
succession pools and bench ■ No succession planning
strength process, or one focused only
■ Retaining high performers and on senior execs (65% of orgs)
potentials / reducing flight (#2 ■ Inconsistent employee
HR priority) assessment process and
■ Reducing external recruiting inability to calibrate ratings
costs ■ Sporadic and informal
■ Improving overall HR employee development
measurement and reporting process
Source: SumTotal Systems, 2010 State of Global People Management Survey
Page 13 - August 15, 2012
15. Did You Know That…
…47% of organizations do not currently have the ability
to easily identify their high performers?
and…
…56% of HR leaders do not believe that their workforces
are adequately prepared to meet their organizations’
future growth plans?
Source: SumTotal Systems, 2010 State of Global People Management Survey
Page 14 - August 15, 2012
16. Getting Started: Organizing for Success
■ Develop your people management strategy
■ Must be aligned to overall business objectives & strategy
■ 48% of organizations have no strategy or only a very basic one
■ Assign a dedicated senior executive who is responsible for overall
vision and execution of your strategy and programs
■ 60% of organizations have done this, with another 11% planning to do it
■ Integrate your talent functions from a process, systems, and data
perspective
■ Performance, succession, development, learning, recruiting, etc.
■ Only 12% of organizations report complete integration from a process and
technology perspective
Our analysis of people management “leaders” reveals that they outperform
“laggards” by 37% across 12 key business and HR operating metrics.
Source: SumTotal Systems, 2010 State of Global People Management Survey
Page 15 - August 15, 2012
17. Where Leaders Outperform Laggards
■ Better internal talent mobility
■ Decreased voluntary turnover
■ Improved workforce alignment to overall strategy
■ Workforce responds more quickly to changing business needs
■ Increased workforce productivity
Institutionalizing people management strategy, accountability, and
integration has a profound effect on improving talent mobility and
reducing high performer flight.
Source: SumTotal Systems, 2010 State of Global People Management Survey
Page 16 - August 15, 2012
18. How HR Technology Can Help Reduce High Performer Flight
Source: SumTotal Systems, 2010 State of Global People Management Survey
Page 17 - August 15, 2012
19. Bersin: Talent Management Maturity Model
Level 4: Business-Integrated HR
HR strategy part of the business strategy.
HR helps to drive business decisions through people, data and insights.
Business and HR systems integrated and advanced.
Level 3: Strategic HR Department
HR aligned with business strategy.
HR functions supporting business needs.
Initiatives split between HR process improvements and talent needs.
Level 2: Fundamental HR Services
HR strategy partially or fully defined. Siloed HR functions.
Some standardized processes and policies; core services managed well.
Some automated talent systems, but little integration of data.
Level 1: Compliance-Driven HR Services
No HR strategy.
Personnel function, mostly separate from business and talent needs.
Line managers perform HR activities as they see best.
Source: Bersin & Associates, The HR Factbook® 2011
Page 18 - August 15, 2012
20. Higher Degree of Maturity = Better Results
Source: Bersin & Associates, The HR Factbook® 2011
Page 19 - August 15, 2012
21. Analyst Perspective
“The next big trend is talent mobility – the term … is now white hot.”
Organizations have a “desperate need …to create a more dynamic
process for internal movement. This is good for peoples’ careers, good
for employee engagement and saves money on recruiting – to say
nothing of the fact that talent mobility allows companies to hold onto
their highly trained people.”
Source: Bersin & Associates, Josh Bersin,
“Strategic Human Resources and Talent Management: Predictions for 2012”, November 2011
Page 20 - August 15, 2012
22. Current State of Talent Sourcing
Open Create Source
Position Requisition (Mostly External)
External sourcing is the de facto standard because most organizations
do not have the tools and business intelligence to effectively source
and rotate talent internally.
Page 21 - August 15, 2012
23. Is There a Better Way?
• Talent pools & bench
strength depth
• Positions & people at risk
Open
Decision • Existing development &
Position career plans
• Employee performance
assessments
• Position demand
Example: A $20 Billion footwear & (market-factors)
apparel manufacturer’s goal is go
Internal External
from <5% to 75% internal sourcing
(75%) (25%)
within three years. This is an
essential component of its talent
mobility strategy.
Talent Create
Pools Req.
Page 22 - August 15, 2012
24. Game Planning Approach to Talent Mobility
Goal: Align people (hi-pos) at risk to positions at risk
• Certain indicators flag risk, which opens the door to more thorough
analysis and discussions
Game planning answers these key questions:
• What do we have from a current talent “inventory” perspective?
• Which hi-pos are a flight risk and why?
• Which critical positions are at risk or will be at risk in the near future
(weak bench)?
• What positions will become open in 6-9 months and how do we plan to fill
them?
• How can I provide more meaningful work and/or career paths to ensure
my hi-pos are engaged and getting what they need to be successful?
• Can we take at risk hi-pos and put them in open positions today (or
develop them to be ready in the future)?
Page 23 - August 15, 2012
25. The Talent Mobility Ecosystem
Centralized employee records (HRMS), Integrated Reporting & Workforce Analytics
talent profiles, competencies, & job
profiles Talent-Based
System of
Strategy planning, potential
Record
assessments, flight risk, 9-box
Organization hierarchy calibration, & talent pool
structures as reflected by management
pay & impact analysis of Succession
Compensation
movement Planning
Performance reviews, ratings
calibration, goal alignment, &
high performer identification
Talent
Hiring & Mobility Performance
Recruiting Management
Talent sourcing
(internal / external) &
extending talent pools
to external candidates
Individual development plans & pool-
Learning Development based development (skills,
competencies, and behaviors)
Development plan execution,
formal and informal training, &
progress / results tracking
Page 24 - August 15, 2012
26. Where do I get a “Talent Mobility
Ecosystem?”
Which of the following best describes the state of your talent management system(s)? Where do
you anticipate your organization will be by 2011?
Organizations currently using a single “best-of-breed” platform report:
- Better internal talent mobility
- Improved workforce alignment to overall strategy
- Workforce responds more quickly to changing business needs
- Reduced administration overhead and costs
Source: SumTotal’s 2010 State of Global People Management Survey
Page 25 - August 15, 2012
27. Talent Mobility in Action
Key Challenges:
Global consistency in managing employees
Background Employee commitment & loyalty
Highly diversified, global company located in
Talent mobility across multiple divisions
Mexico and consisting of four businesses:
petrochemicals, aluminum auto parts, High performer retention & employee satisfaction
refrigerated food, and telecommunications
Deployed in 16 Countries
Approach:
Obtained stakeholder input and support upfront
Industries
Global Conglomerate (Chemicals, Consumer Communicated and promoted the application
Goods, Manufacturing, Telecom) Multi-phase rollout (core records, TM, Analytics)
Users Why SumTotal Was Selected:
50,000+
Only end-to-end offering in single platform
Deployed Products Deep understanding of effective global deployments
HR Management (HRMS)
Learning Management
Results:
Performance Management Employee driven development process
Recruiting & Hiring
Succession Planning Greater global talent mobility
HR elevated to strategic function to impact business outcomes
“Only vendor that had everything we needed”
Page 26 - August 15, 2012
28. Talent Mobility in Action Again
Key Challenges:
Increase retention rate for global engineering talent
Background Implement a succession plan to replace key positions that retire
Designs, engineers and supplies air Improve time-to-productivity for new engineers
and gas handling equipment
Give executives better visibility into HR data and key talent metrics
Employees in 17 countries
Approach:
Industry Unified HR information across 17 countries
Manufacturing
Howden Academy improves retention and time-to-competency
Users Retained talent through Engineering Career Ladder program using
3,800+ performance, development and succession planning solutions
Why SumTotal Was Selected:
Deployed Products
One system to provide visibility on talent information across the globe
Performance Management
Succession Planning Results:
HR Management Reduced turnover rates among new and existing engineering staff
Learning Management
Increased process efficiencies across Howden for all HR activities
Provided managers better and more timely HR information
Improved time-to-productivity for on-boarded engineers
“Ability to link together the components…helped us execute this program”
Page 27 - August 15, 2012
29. Summary
■ A majority of today’s HR leaders do not think that their workforce
is prepared for future business needs
■ Talent mobility directly affect workforce preparedness
■ Institutionalizing people management strategy, accountability, and
integration has a profound effect on improving talent mobility and
reducing high performer flight
■ Several technology solutions can directly improve talent mobility
■ Single best of breed platforms report better business results
Page 28 - August 15, 2012
30. SumTotal – What We Offer
Complete End-to-end Talent Solution
■ Deployed in 156 countries &
People: Product: 39 languages
Complete ■ 20+ years of Domain
HR End-to-End Experience
Process HR ■ Rapidly Scalable Global
Expertise Platform Infrastructure
■ Profitable with Consistent
Growth
Services: Results: ■ Significant Financial Backing
■ Long-standing Global
Solution Deep Customer Community
Consulting Reporting ■ Offices in US, Europe, India,
& Support & Analytics China, Japan, & Australia
■ One Partner for All of Your
Talent Needs
Page 29 - August 15, 2012
31. SumTotal Strategic HCM Solution
Empowering Customers to Become Stronger Strategic Business Partners
■ Providing Actionable Insight
■ Enabling End-to-End
Integrated Business
Processes
■ Driving Productive, Pervasive
Access
■ Improving Time-to-Value and
Reducing Cost of Ownership
■ Enabling collaborative solution
development community
Page 30 - August 15, 2012
32. Long Lasting Customer Relationships
Broader Offerings, Improved Operations, High Customer Retention
SumTotal
Worldwide Leader
Market Share (users)
in Strategic HCM
3,500+
Customers
Over 45+ Million
End-Users
Leader in SMB,
Mid-Market &
Enterprise
Solutions
Global Scalability
Page 31 - August 15, 2012
March 5th, 2012
33. Most Advanced - Recognized as Leader by Analysts
6+ Years in the Leader’s Quadrant (Gartner CLS MQ)
“SumTotal has established itself as the market share and mind share leader …”
2+ Years Rated “Visionary” (Gartner EPM MQ)
“…well suited for global organizations … seeking best-in-class functionality”
Global Market Share Leader for Learning (Bersin 2011 LMS Systems)
“Highly configurable” … “Market leading Learning Management” … ”best-suited to
large, global organizations.”
2+ Years Rated Highest Overall (Ventana Total Compensation)
“The top ranked supplier based on the weighted factoring of five product and two
customer assurance categories …”
4 + Years in the Leaders Section (Forrester Wave LM)
“Forrester Wave for Enterprise Learning Suites”
Leader in Every Section of Forrester Wave (2011 Forrester TM)
“...among the leaders for integrated performance & compensation solutions”
Highest Rated Overall (AMR Strategic HCM)
“...the broadest and most mature application suite in the strategic HCM specialist
space”
Page 32 - August 15, 2012
34. Free Talent Management Resources
Visit www.sumtotalsystems.com
Customer Case Studies
■ Alfa Case Study – Manufacturing & Automotive
■ Howden Case Study – Manufacturing & Automotive
■ Lifetouch Case Study – Services
■ Lion Case Study – Retail & Consumer Products
Whitepapers
■ The Definitive Guide to Talent Mobility
■ The CEO’s Guide to Top Performer Retention
■ Leveraging Integrated Human Capital Processes to Optimize
Organizational Success
■ Retaining Talent with Compensation Management:
Trends in Employee Compensation
Page 33 - August 15, 2012
35. Questions and Answers
Bobby Morris
Talent Management Strategist
SumTotal Systems
#TMwebinar
36. Join Our Next TM Webinar
The Evolution of Reference-Checking Into a
Strategic Hiring Solution
Thursday, August 23, 2012
•
TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
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Editor's Notes
ICreation Date: unknownLast Updated: 7/6/12n process of adding Strategic WFA
eLearning! 2009 Award of Excellence for Best Enterprise LMSKMWorld Award – 100 Companies that Matter in Knowledge Management in 2009Software MagazineWorld’s Largest Software and Service Providers – 2009 (ranked #193)
Four points*Most Complete*Most Flexible*Most Trusted