BearingPoint has partnered with Yale University to offer leadership development programs for its employees. The Yale program allows BearingPoint's senior consultants and managers to take courses at Yale on topics like strategy, leadership, and teaming. Employees from around the globe come together at Yale to learn from world-class faculty. Attrition is significantly lower for employees who complete the Yale program compared to others. The goal of the program is to invest in employees, improve retention, and enhance client service by showing employees that they are valued. BearingPoint also has additional retention strategies like a clear career path framework and expanded learning opportunities.
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The world of recruiting is evolving at an accelerated pace. Recruiting teams at the leading edge of this evolution are deploying modern tools and technology like algorithms, bots, and AI to help them identify, engage, and retain talent. However, many companies still struggle with the fundamentals of recruiting, which is creating a widening gap in capabilities…and successes.
This e-book is not for those practitioners already at the leading edge of this curve. This is a resource for recruiters with a full desk and heavy requisition loads who perpetually struggle for time. Startups without established recruiting or HR functions and are wondering what to do to give their organization a hiring edge. Teams that started modernizing their recruiting functions, but soon found themselves stuck.
In the following pages, you’ll learn about three aspects of modern recruiting that should be core components of your recruiting efforts in 2017, including examples and actionable takeaways to help you level up your recruiting.
Executive Careers Interview: Jules Smith, Head of People Services at Virgin M...Nigel Wright Group
Jules Smith has followed her dream and risen to the top of her profession. In this interview, she shares with Nigel Wright what has driven her to succeed during her twenty-year career in HR. She also discusses her passion for employee engagement and its direct link to positive customer outcomes.
The world of recruiting is evolving at an accelerated pace. Recruiting teams at the leading edge of this evolution are deploying modern tools and technology like algorithms, bots, and AI to help them identify, engage, and retain talent. However, many companies still struggle with the fundamentals of recruiting, which is creating a widening gap in capabilities…and successes.
This e-book is not for those practitioners already at the leading edge of this curve. This is a resource for recruiters with a full desk and heavy requisition loads who perpetually struggle for time. Startups without established recruiting or HR functions and are wondering what to do to give their organization a hiring edge. Teams that started modernizing their recruiting functions, but soon found themselves stuck.
In the following pages, you’ll learn about three aspects of modern recruiting that should be core components of your recruiting efforts in 2017, including examples and actionable takeaways to help you level up your recruiting.
12-in-2012 sponsored by Cachinko. Cachinko presents job search and career advice for the fastest growing and highest demand professions for 2012. In each career-focused webinar, our experts share valuable information with you about the market, recruiting in your profession and industry, and they tell you what employers really expect from their top candidates.
12-in-2012 sponsored by Cachinko. Cachinko presents job search and career advice for the fastest growing and highest demand professions for 2012. In each career-focused webinar, our experts share valuable information with you about the market, recruiting in your profession and industry, and they tell you what employers really expect from their top candidates.
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
In July 2016, the Institute of Internal Communication (IoIC) hosted the first in a series of three seminars looking at the role of internal communicators in the organisation's employer brand.
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Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
narratives, stories from story-tellers, is a collection of ideas, insights and impressions from the worlds of talent communications, employee engagement, and organizational design.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
The Second
Quarter edition of the APAC Right
Quarterly is dedicated to Career Management.
The first article called “Developing Talent: How
Career Opportunities drive Business
Performance”, builds upon our core mission
in Right Management, of working with clients
to help align their talent strategy with their
business strategy. Employee engagement
and retention is a critical challenge for many
organizations, and this article talks of how
career development can significantly push
employee engagement. But even career
development needs a structured approach for
effective implementation to ensure business
results.
The second article on “Career Directions:
Having the right Career Conversations”,
shares a case study of an Australian client
who is working towards their 2017 Workforce
plan. An important impact of this will be in
the working environment for the division. To
help employees adapt to this change, Right
Management worked with them to create and
implement a career development initiative for
employees. The aim was on building Coaching
capabilities in People Leaders, and to equip Self leaders with skills necessary to enable
them to make their own career decisions.
The objective was also to align employee
development with future corporate needs,
while also developing career agility.
This edition features The Top HR Influencers that are at the forefront of leading us into a digital future
Read More: https://ciolook.com/top-10-hr-influencers-to-follow-in-2023/
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
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With the intent of bringing some creative minds, who are transforming the status quo of various sectors, into limelight, Insights Success brings to you, “Top Creative Leaders Innovating in Business 2019”
In November 2009 Lander Associates held a Leadership Symposium which comprised of fourteen business professionals with a range of backgrounds: recruitment; HR; finance; academia and consultancy who met to exchange views on the challenges and opportunities posed by a new decade – and to share ideas on how to successfully manage those challenges and opportunities.
Lander Associates has produced a white paper detailing the challenges leaders face and looking forward to 2010 and beyond.
As a result of this symposium we developed a brand new suite of leadership courses which focus on the real skills needed by front line managers/team leaders post recession. We then partnered with Chartered Management Institute (CMI) to become an Approved Centre. This means we can now offer the only recruitment specific, international leadership qualification. Visit www.landerleadership.com to find out more.
Master slides from Scotland's first PR festival. 16-17 June. www.prfest.co.uk #PRFest
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Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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BearingPoint Sends Employees to Yale (Consulting magazine)
1. ConsultingMag.com 6/15/10 9:34 PM
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» Home » Columns » Interviews » BearingPoint's Martino: Sending Employees to Yale
BearingPoint's Martino: Sending Employees to Yale 5 / 8 / 2008
Rick Martino, executive vice president of global human resources, has been with
BearingPoint for about seven months, and in that time, he has helped the consultants
at the firm find more and more reasons to stay, among them a relatively new
partnership with Yale, where current employees can develop their leadership skills.
His goal is what he calls an “all-volunteer army,” where employees “wake up and
E-Mail choose to work for us.” Martino recently spoke with Consulting about BearingPoint’s
retention strategies going forward.
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Consulting: Obviously, BearingPoint had its challenges. Can you share with me
the current human capital situation?
RANKINGS Martino: Certainly we’ve had our challenges from a business standpoint, and so in
» Top 25 Consultants the midst of that, the question is: Why are people still here? And they say the reason
they come to join us now and the reason they’re here is because of the work that we
INTERVIEWS do, the clients we have, the reputation for great work and the people that they work
» One on One with PwC's Tom with. And what’s exciting about this place is with even the challenges that we’ve had,
Craren people are here and they’re here because of what we can do for our clients and then
» One on One with Stanford the work environment that we create and give them an opportunity to work in.
Hospital's Kate Surman
» One on One with Gallup's Tom Consulting: How is your specific role evolved in light of all the business challenges BearingPoint has been
Rath facing?
» One on One with West Monroe's
Dean Fischer Martino: It’s kind of interesting. I joined just seven months ago; I knew the challenges going in. The great thing about
» View all the role that I have an opportunity to play here is that our business is getting stronger. And as it gets stronger, that
provides me with I think more opportunities as we talk to employees about what the future holds in BearingPoint, both
in terms of opportunities with customers and opportunities within our business. So we’re in a position now I think
advertisement where we’re making again strides becoming a business that is going to be just increasingly healthy and vital and
vibrant as we move forward. So my role coming in when I spoke with [CEO] Ed Harbach before joining was to really
look at what we can do with our people basically to ensure that we are attracting but also retaining world-class talent.
Consulting: Tell me about the program with Yale.
Martino: Over a year ago we set up an agreement with Yale where we would work with their school of management
in providing opportunities for our employees to learn. And what we have there is opportunities for our senior
consultants and senior managers and soon-to-be senior managing directors as well to have the opportunity both to
work on things that are relevant to BearingPoint and also have the opportunity to work with the world-class faculty at
Yale. And learn in terms of many different areas based on teaming, strategy, just specific leadership and so forth. We
talk about mentoring. It has provided just an extraordinary opportunity for us to have employees come from all over
the globe to work together and to do it in an environment—Yale—with faculty and a group of people they certainly
feel they can learn from. And what’s most exciting I think about the Yale program is when we look at our attrition for
people who have gone through the program at Yale, our attrition is significantly less for those people than others in
the business.
Consulting: What is the goal of this kind of program?
Martino: I think one of the things that are very important for us is that our folks understand that we value and want to
invest in them. The reason for that obviously is one, it’s a good way to retain people certainly, but more importantly it
shows up in our clients’ offices. So we’re investing in them, but there’s a return I think hopefully in terms of them
staying and what they do with our clients.
Consulting: What other retention strategies do you have in place?
Martino: Last year one of the things that we rolled out was a pretty robust career path for employees, and that is
something that has not been I think as clear for folks in terms of the different paths people can take within
BearingPoint, and we rolled out basically paths for the technical side and the business side and then some of the
consulting areas as well, and what we did is we put that model up for folks and then behind that now what we put is:
What are the things that are expected in each one of those different positions in the hierarchy? What things should
you be doing in order to be in a position to be promotable? And also now what we’ve added this year is an
opportunity that when you click on those on our intranet, you’ll see things that are available from a learning standpoint
so that folks have an opportunity to see what’s available to them in terms of their learning. We call it the Star Model.
Consulting: Are you looking to add human capital programs?
Martino: Yale is one piece of the investment that we’re making in training. That’s the key one that we’re focused on.
It’s not looking for necessarily the silver bullet that makes it all better; I think my challenge coming in was to really
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