The document discusses a study on talent intelligence and its business impact. It finds that data proficient organizations that analyze workforce data and satisfy business leaders with data see higher benefits than data deficient organizations. These benefits include increased productivity, innovation, hiring efficiency, and organizational agility. However, many organizations still lack reliable data on important metrics like top performers, succession planning, competency gaps, and performance management alignment. While this data is seen as important, access remains a challenge for improving talent management and business outcomes.
Taleo provides a talent intelligence platform to help organizations understand their people better in order to grow their business. The platform provides a single view of all employee data including skills, experience, and performance. This helps organizations identify top performers, potential future leaders, and flight risks. It also helps align talent strategies with business objectives. Without this talent intelligence, 85% of companies cannot link talent management to business goals. Taleo has over 4,500 customers globally and helps organizations improve outcomes like patient satisfaction and reduce turnover.
How Talent Analytics Can Help You Maximize Your HR StrategyGlassdoor
For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
Crafting a talent analytics function and building strategic partnershipWilliam Gaker
This document discusses building a talent analytics function and the speaker's journey in doing so at LinkedIn. Some key points:
- The speaker discusses guiding principles for crafting a talent analytics function, such as identifying its core purpose, staffing it with a blend of skills, focusing on questions that create business value, investing in maturity, and prioritizing efforts.
- Examples are provided of how the speaker focused on quick wins to build credibility, developed a framework to help stakeholders ask strategic questions, and is leveraging analytics across the talent lifecycle.
- Case examples show how the speaker used analytics to help with engineering hiring needs, improve operational planning and retention, and identify critical skills and attractive hiring regions.
This document summarizes a presentation on talent analytics. It discusses the importance of talent analytics for businesses and outlines a vision for using data-driven talent management to gain a competitive advantage. The presentation describes common pitfalls to avoid, different levels of talent analytics from descriptive to predictive to prescriptive, and key dimensions needed for sustainable talent analytics capabilities. Examples of talent analytics solutions for onboarding, learning, leadership development, sales capabilities, and engagement are provided. The document concludes by suggesting options for organizations to get started with talent analytics and providing contact information for the presenter.
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.
The document discusses optimizing HR teams, resources, and processes to drive agility, customer centricity, and efficiency. It outlines emerging HR operating models and priorities like strategic impact, agility, cost efficiency, and employee experience. The Gartner model is described which includes strategic talent leaders, problem solvers, specialists, and operations teams. Building the right HR operating model requires determining elements like strategy, principles, delivery model, capabilities, and measures of success. Shifting HR's focus to priorities like continuous learning, empowered teams, accountability, trust, and employee experience is also discussed.
Taleo provides a talent intelligence platform to help organizations understand their people better in order to grow their business. The platform provides a single view of all employee data including skills, experience, and performance. This helps organizations identify top performers, potential future leaders, and flight risks. It also helps align talent strategies with business objectives. Without this talent intelligence, 85% of companies cannot link talent management to business goals. Taleo has over 4,500 customers globally and helps organizations improve outcomes like patient satisfaction and reduce turnover.
How Talent Analytics Can Help You Maximize Your HR StrategyGlassdoor
For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
Crafting a talent analytics function and building strategic partnershipWilliam Gaker
This document discusses building a talent analytics function and the speaker's journey in doing so at LinkedIn. Some key points:
- The speaker discusses guiding principles for crafting a talent analytics function, such as identifying its core purpose, staffing it with a blend of skills, focusing on questions that create business value, investing in maturity, and prioritizing efforts.
- Examples are provided of how the speaker focused on quick wins to build credibility, developed a framework to help stakeholders ask strategic questions, and is leveraging analytics across the talent lifecycle.
- Case examples show how the speaker used analytics to help with engineering hiring needs, improve operational planning and retention, and identify critical skills and attractive hiring regions.
This document summarizes a presentation on talent analytics. It discusses the importance of talent analytics for businesses and outlines a vision for using data-driven talent management to gain a competitive advantage. The presentation describes common pitfalls to avoid, different levels of talent analytics from descriptive to predictive to prescriptive, and key dimensions needed for sustainable talent analytics capabilities. Examples of talent analytics solutions for onboarding, learning, leadership development, sales capabilities, and engagement are provided. The document concludes by suggesting options for organizations to get started with talent analytics and providing contact information for the presenter.
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.
The document discusses optimizing HR teams, resources, and processes to drive agility, customer centricity, and efficiency. It outlines emerging HR operating models and priorities like strategic impact, agility, cost efficiency, and employee experience. The Gartner model is described which includes strategic talent leaders, problem solvers, specialists, and operations teams. Building the right HR operating model requires determining elements like strategy, principles, delivery model, capabilities, and measures of success. Shifting HR's focus to priorities like continuous learning, empowered teams, accountability, trust, and employee experience is also discussed.
Saba - Bersin by Deloitte - Performance Management in the 21st CenturySaba Software
The document discusses reinventing and managing performance in the 21st century. It notes that traditional annual performance reviews are outdated and drive neither engagement nor performance. Many organizations now take a more agile, continuous, and development-focused approach to performance management. This involves frequent feedback, goal setting and adjusting, coaching, and recognition. While performance management software is increasingly used, current tools often do not fully support new needs like coaching tracking and socially-derived feedback. Overall organizations are shifting to a more ongoing, flexible, and simple approach focused on growth over assessment.
Why HR Service Delivery Is Pivotal for Employee ExperienceWorkday, Inc.
Employee experience continues to be a top priority for the C-suite. And HR service delivery is a critical component of that experience.
In this slide deck, learn how Workday can help you take a more people-centric approach to HR service delivery to make your people feel more connected and supported.
Business leaders often say their employees are their organization’s most valuable asset. But how much insight do companies truly have into their workforce? Discover more at http://www.csod.com/TalentIQ
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
Dimension Data shifted its business strategy from a focus on hardware and infrastructure to digital services and solutions. To enable this new strategy and increase agility, Dimension Data took several steps:
1) It mapped existing jobs and established core competencies for technical employees.
2) It developed a competency framework to provide clarity on skills and careers.
3) It linked the competency framework to an online careers portal for employees to self-populate profiles and explore development opportunities.
This allowed Dimension Data to better understand and develop its workforce's skills to support the new business strategy.
PWC Report on the Future of Work: Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. As generations collide, workforces become more diverse and people work longer; traditional career models may soon be a thing of the past. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet.
Building a game changing talent strategy zia ul mustafaZia Mustafa
This document discusses the talent strategies of three game-changing companies - BlackRock, Envision Energy, and Tata Group. It finds that they all have talent strategies that are purpose-driven, performance-oriented, and principles-led. Their strategies support and drive their business strategies. Commitment from top leadership and a focus on developing a high-performance culture of collective purpose and respect for individuals are key aspects of their talent strategies.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
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.
Before the current pandemic, changing technologies and new ways of working were already disrupting jobs and the skills employees need to do them. Unpack how your organisation can meet this challenge in relation to your current talent strategy.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
This document summarizes a roundtable discussion on the future of talent acquisition. Key points discussed include:
- Finding the right talent is critical for business success but is becoming increasingly difficult. Blended talent strategies using tools like social media and analytics are needed.
- Factors like changing demographics, skills gaps, and technology will disrupt traditional sourcing and selection models. Mobile and social media may be game changers.
- The role of talent acquisition professionals is evolving from short-term hiring to long-term talent farming and community building. Data analytics and social media skills will be important.
- Assessing culture fit during hiring is important but challenging. Psychometrics have limitations and new approaches are needed.
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management PowerPoint Presentation Slides. They will break out in a jig.
Recruiter.Com Group Inc is a hiring platform for the network of recruiters. The company empowers businesses to recruit specialized talent faster with virtual teams of recruiters and AI job-matching technology. The Recruiter.com network of over 25,000 small and independent recruiters utilize a web platform, complete with AI-driven job matching, to recruit talent faster.
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
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.
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
The document summarizes a digital strategy deployment and KPI governance solution called PRESTO. It discusses barriers that companies face with strategy deployment like lack of communication, understanding, and performance tracking. PRESTO provides dashboards, reporting, goal setting and tracking to help align a company's strategy, monitor performance, and improve decision making. It allows for collaboration across organizations to standardize processes and share knowledge. Case studies show how PRESTO has helped companies integrate after mergers, benchmark practices and clearly define roles and responsibilities to become more transparent and flexible organizations.
Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
Saba - Bersin by Deloitte - Performance Management in the 21st CenturySaba Software
The document discusses reinventing and managing performance in the 21st century. It notes that traditional annual performance reviews are outdated and drive neither engagement nor performance. Many organizations now take a more agile, continuous, and development-focused approach to performance management. This involves frequent feedback, goal setting and adjusting, coaching, and recognition. While performance management software is increasingly used, current tools often do not fully support new needs like coaching tracking and socially-derived feedback. Overall organizations are shifting to a more ongoing, flexible, and simple approach focused on growth over assessment.
Why HR Service Delivery Is Pivotal for Employee ExperienceWorkday, Inc.
Employee experience continues to be a top priority for the C-suite. And HR service delivery is a critical component of that experience.
In this slide deck, learn how Workday can help you take a more people-centric approach to HR service delivery to make your people feel more connected and supported.
Business leaders often say their employees are their organization’s most valuable asset. But how much insight do companies truly have into their workforce? Discover more at http://www.csod.com/TalentIQ
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
Dimension Data shifted its business strategy from a focus on hardware and infrastructure to digital services and solutions. To enable this new strategy and increase agility, Dimension Data took several steps:
1) It mapped existing jobs and established core competencies for technical employees.
2) It developed a competency framework to provide clarity on skills and careers.
3) It linked the competency framework to an online careers portal for employees to self-populate profiles and explore development opportunities.
This allowed Dimension Data to better understand and develop its workforce's skills to support the new business strategy.
PWC Report on the Future of Work: Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. As generations collide, workforces become more diverse and people work longer; traditional career models may soon be a thing of the past. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet.
Building a game changing talent strategy zia ul mustafaZia Mustafa
This document discusses the talent strategies of three game-changing companies - BlackRock, Envision Energy, and Tata Group. It finds that they all have talent strategies that are purpose-driven, performance-oriented, and principles-led. Their strategies support and drive their business strategies. Commitment from top leadership and a focus on developing a high-performance culture of collective purpose and respect for individuals are key aspects of their talent strategies.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
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.
Before the current pandemic, changing technologies and new ways of working were already disrupting jobs and the skills employees need to do them. Unpack how your organisation can meet this challenge in relation to your current talent strategy.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
This document summarizes a roundtable discussion on the future of talent acquisition. Key points discussed include:
- Finding the right talent is critical for business success but is becoming increasingly difficult. Blended talent strategies using tools like social media and analytics are needed.
- Factors like changing demographics, skills gaps, and technology will disrupt traditional sourcing and selection models. Mobile and social media may be game changers.
- The role of talent acquisition professionals is evolving from short-term hiring to long-term talent farming and community building. Data analytics and social media skills will be important.
- Assessing culture fit during hiring is important but challenging. Psychometrics have limitations and new approaches are needed.
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management PowerPoint Presentation Slides. They will break out in a jig.
Recruiter.Com Group Inc is a hiring platform for the network of recruiters. The company empowers businesses to recruit specialized talent faster with virtual teams of recruiters and AI job-matching technology. The Recruiter.com network of over 25,000 small and independent recruiters utilize a web platform, complete with AI-driven job matching, to recruit talent faster.
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
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.
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
The document summarizes a digital strategy deployment and KPI governance solution called PRESTO. It discusses barriers that companies face with strategy deployment like lack of communication, understanding, and performance tracking. PRESTO provides dashboards, reporting, goal setting and tracking to help align a company's strategy, monitor performance, and improve decision making. It allows for collaboration across organizations to standardize processes and share knowledge. Case studies show how PRESTO has helped companies integrate after mergers, benchmark practices and clearly define roles and responsibilities to become more transparent and flexible organizations.
Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
The document discusses building organizational performance through developing a high performance culture, leadership, and teams. It emphasizes measuring performance accurately, diagnosing gaps, designing integrated solutions, and ensuring learning transfers to application. Key aspects include aligning business strategy and capabilities, developing talent through a leadership pipeline, and engaging employees by linking learning to goals.
A skills-based approach to employment creates a more equitable job market for all. In this deck, learn how your organization can become a skills-based employer by posting positions that reflect the skills you need, selecting candidates based on their skills, and helping incumbent employees develop new skills.
View related videos:
Welcome to the Future of HCM https://www.youtube.com/watch?v=lpuYpJWD58k
The Value Proposition for Outsourcing Leadership DevelopmentPhillip Ash
Leadership development that produces the behavior change necessary to improve leadership effectiveness is expensive. This presentation describes a positive value proposition for leadership development.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
This document discusses HR challenges for medium to large UK businesses and how Sage HR & Payroll can help address them. It notes that 57% of HR employees find their current systems cannot track business processes, 79% of HR managers indicate a shortage of critical skills, and 22% of HR managers consider the rise of flexible/independent workers a top priority. The document promotes Sage HR & Payroll's modular design, improved data usability, mobile access, and ability to help businesses focus more on employees and less on administrative tasks.
Cloudway Consulting Pvt Ltd Is a SAP Strategic Sourcing Consulting Company For SAP, SAP S4 Hana, SAP Ariba, SAP C4C, Success Factor and Business By Design for More Call us at +0120-4226511
The document discusses future directions and metrics for the human resources (HR) function. It outlines three levels of metrics - efficiency, effectiveness, and impact - and provides examples of metrics for various HR areas like staffing, compensation, and training. It emphasizes measuring how HR drives business performance and aligns with strategic goals. HR must shift from an administrative to strategic partner role by understanding the business strategy and developing people strategies that execute the business model.
This document provides a summary of key findings from McLean & Company's 2022 HR Trends Survey. Some of the main findings include:
- Recruiting remains the top organizational priority, while providing a great employee experience has risen to the second priority.
- HR departments are spending more time on talent acquisition activities, allocating 25% more time compared to 2021.
- HR continues to play a key partner role in organizational strategy. Additional functions like DEI, CSR, and ESG have also been added to HR's portfolio.
- Perceptions of HR effectiveness have increased but a gap remains between HR and non-HR professionals' views.
- HR headcount has not increased at the
The document discusses the importance of strategic alignment within organizations. It notes that aligned companies outperform competitors financially and that alignment is essential to effective management. However, surveys show that most employees do not feel their company's strategy will succeed, and the majority do not believe their work supports the company's strategy. Common issues that result from poor alignment include high turnover, low morale, and an inability to articulate the company's strategy. The document then examines the costs of employee turnover and the benefits of engaged employees. However, it notes engagement is not enough and employees must also be aligned with organizational goals. It outlines different aspects of achieving horizontal and vertical alignment and provides steps to analyze and improve an organization's alignment.
CEOs and HR leaders face challenges in attracting and retaining talent as skills gaps are widening. Future-ready organizations prioritize elevating their people by fostering an agile workforce with in-demand skills through reskilling. They leverage data and technology to improve talent acquisition, development and productivity, and collaborate across functions to close gaps between business and IT. Maturity levels are advanced through building ecosystem partnerships, digital readiness of employees, and a culture of continuous learning.
Operational Workforce Planning: Optimizing Talent and Maximizing ProfitabilityVisier
Operational workforce planning – planning that is focused on mapping existing skills, capabilities and resources against current operational business challenges – is a critical piece of the workforce management puzzle. Mollie Lombardi, vice president and principal analyst of Aberdeen’s Human Capital Management practice and Visier's Chief Strategy Officer Dave Weisbeck discuss operational workforce planning and its financial impact on your business.
View the full webinar recording here:
http://www.visier.com/lp/operational-workforce-planning-optimizing-talent-webinar/
Realise the leadership vision using a set of linked strategies and a suitable set of metrics to monitor the organisation’s progress in attaining each strategic objective and therefore the overall vision
SuccessFactors BizX helps drive business results by aligning individual employee goals to company strategy, optimizing workforce productivity and capacity, and accelerating key business metrics like project completion rates and revenue. Over 3500 customers have achieved an average implementation time of less than 90 days with SuccessFactors, resulting in typical increases of 5.4% in productivity, 14% in project completion rates, and adding 1% more revenue back to profit.
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.
This document provides an overview of topics relevant to human resources professionals. It discusses introducing Toronto Training and HR, providing support to employees, getting process management right, process improvement, and creating strategic impact. It also covers labour costs, fleet management, gaining board credibility on handling talent, skills for HR leaders, problems with investigations, mediation, the psychological contract, and HR planning. Finally, it discusses topics such as becoming business savvy, cultural differences, metrics for 2012, the future of work, and conclusions.
The document discusses future metrics for measuring the impact and effectiveness of HR. It begins by outlining three levels of metrics: efficiency, effectiveness, and impact. Efficiency measures resources and investments, effectiveness examines policies and practices, and impact evaluates the link between human capital and business success.
It then examines the changing role of HR from administrative expert to strategic partner. While more HR professionals see themselves as strategic partners, time spent on strategic activities has not increased. The document also reviews internal and external benchmarks for measuring HR. Finally, it emphasizes the need to demonstrate how HR drives business performance through impact metrics that link human capital to value creation.
The document summarizes recruiting trends in India for 2016 and beyond. Some key findings include:
- Quality of hire is considered the most valuable performance metric by talent leaders. It is primarily measured through new hire performance evaluations and time to productivity.
- Employee referrals have re-emerged as the top source of quality hires. India leverages referrals extremely well compared to other countries.
- Employer brand is growing as a shared priority and responsibility between talent acquisition and marketing. Social professional networks remain effective for employer branding.
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Business Impact of Talent Intelligence
1. THE BUSINESS IMPACT OF
TALENT INTELLIGENCE
Join the Conversation!
• On Twitter: #TaleoTalent David Wilkins
• In Twitter or Twitter client, search for VP, Taleo Research
#TaleoTalent. @dwilkinsnh
• When you comment, add TaleoTalent @TaleoResearch
so everyone can see it.
2. YOUR PRESENTERS
› David Wilkins, VP Taleo Research
› David Wilkins has been a workplace thought leader for more than
15 years, pioneering innovative approaches in employee
productivity and performance, recruiting and retention, and
communications. As Vice President of Taleo Research, David is
responsible for primary and secondary research in the talent
management and broader HR space.
› Amy Lewis, Practice Leader for Talent Strategy and Talent
Acquisition, HCS
3. AGENDA
› 2010 & 2011 studies
› What is talent intelligence?
› Review of survey findings
› Recommendations
› Q&A
4. 2010 STUDY
› Significant gaps between level of importance of talent data
and access
› Focused on efficiency rather than effectiveness
› Not measuring the metrics that matter
5. 2011 STUDY
Key questions to answer:
› What are the financial benefits of using TI?
› What are some common TI practices?
› What metrics are used and what metrics need to be
developed?
› What are the barriers to adopting TI systems and how
have they been overcome?
6. WHAT IS TALENT INTELLIGENCE?
Talent intelligence is the ability to capture
meaningful information on company talent
in order to help managers gain more insight
and make better business decisions faster.
7. DPOS VERSUS DDOS
Data Proficient Organizations (DPOs):
How much do you agree that your
Those organizations that agree they are
organization is proficient at analyzing
proficient at analyzing workforce data
workforce data? How satisfied are your
AND their business leaders are satisfied
business leaders with the data that is
with the workforce data provided to them.
provided to them?
Data Deficient Organizations (DDOs):
Those organizations that disagree they
are proficient at analyzing workforce data
AND/OR their business leaders are not
satisfied with the workforce data provided
to them.
8. HR SATISFACTION
› How much do you agree with this statement: HR uses workforce metrics to
demonstrate its contribution to your organization’s business goals and strategy.
› How satisfied are you with your organization’s ability to analyze and make
connections between recruiting and retention?
DPOs DDOs
Agree HR uses workforce metrics to demonstrate its contribution to your
94% 50%
organization's business goals and strategy
Satisfied with organization’s ability to analyze and make connections
78% 20%
between recruiting and retention
9. BENEFITS
Higher productivity and innovation resulting from
the right people in the right roles 78%
More efficient and effective hiring resulting from
better identification of required profiles 73%
Greater organizational agility created by more
awareness of talent gaps and strengths 70%
Improved engagement levels tied to job fit and better
overall alignment between individual contributions 68%
Better partnership and communication aided by a stronger
connection between business planning and talent planning 66%
Reduced turnover results from better hiring and improved fit
64%
Higher levels of business continuity driven by improved
succession planning 59%
Increase flexibility in business response aided by short-
and long- term workforce planning 59%
How important are the following benefits to your 0% 25 50if you had
organization, 75 100
greater access to robust talent data and related insight and% % %
% analytics?
Percentage Very Important
10. BENEFITS
Higher productivity and innovation resulting from
the right people in the right roles 78% ROI of employee development 73%
More efficient and effective hiring resulting from
73% Revenue per employee 60%
better identification of required profiles
Greater organizational agility created by more
70% Profitability 58%
awareness of talent gaps and strengths
Improved engagement levels tied to job fit and better Cost per hire 56%
overall alignment between individual contributions 68%
Better partnership and communication aided by a stronger HR spend per employee 46%
connection between business planning and talent planning 66%
45%
Reduced turnover results from better hiring and improved fit Cost of training
64%
Higher levels of business continuity driven by improved 42%
Sourcing cost
succession planning 59%
Increase flexibility in business response aided by short- 14%
Stock value
and long- term workforce planning 59%
0% 25% 50% 75% 100
How important are the following benefits to your 0% 25 50if you had
organization, 75 100 Which of the following financial metrics would be %
greater access to robust talent data and related insight and% % %
% analytics? positively impacted by leveraging more robust
Percentage Very Important talent insights?
13. IMPORTANCE AND ACCESS
› 37 key metrics from around the talent lifecycle
› How important is this data? Are you able to access it and is it
reliable?
– Workforce data
– Sourcing, onboarding talent
– Learning and development
– Succession planning and talent mobility
– Performance management and compensation
29. TOP PERFORMER AND HI-PO DATA IS UGLY
› 80% of companies don’t know who is a flight risk.
› 78% of companies don’t know who is on a succession plan.
› 80% of companies don’t know who has a career path.
› 65% of companies don’t know much about who they’re retaining.
› 84% of companies don’t if their development plans are working.
› 65% of companies don’t know much about Hi-Po’s.
30. 2010 VS. 2011: AVERAGE DIFFERENCES? NOT MUCH
Competency/skills gap analysis
Top performers with NO career path
Risk of loss for critical employees/positions
Top Performers NOT on succession plans
Succession Bench Strength
Performance Plans Aligned to Goals
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Important or Very Important Access to Reliable Data
Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010
31. 2010 VS. 2011: AVERAGE DIFFERENCES? NOT MUCH
Competency/skills gap analysis
Top performers with NO career path
Risk of loss for critical employees/positions
Top Performers NOT on succession plans
Succession Bench Strength
Performance Plans Aligned to Goals
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Important or Very Important Access to Reliable Data
Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010
32. 2010 VS. 2011 DIFFERENCES? MORE NUANCED ANALYSIS
Competency/skills gap analysis
Top performers with NO career path
Risk of loss for critical employees/positions
Top Performers NOT on succession plans
Succession Bench Strength
Performance Plans Aligned to Goals
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Important or Very Important Access to Reliable Data
Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010
33. DPO VS. DDO IMPORTANCE METRICS CAN BE BIG
Importance
› Critical Roles with No Identified Successors 23%
› Top Performers without a Career Path 21%
› % of Development Plans Aligned to Goals 23%
› Best Sources of Talent 22%
› Average Time to Hire for Critical Roles 19%
› Employee Engagement 27%
› Competency Skill Gaps 20%
› Productivity 21%
› High Potentials by Department 19%
34. DPO VS. DDO IMPORTANCE METRICS CAN BE BIG
Importance Reliable Access
› Critical Roles with No Identified Successors 23% 28%
› Top Performers without a Career Path 21% 23%
› % of Development Plans Aligned to Goals 23% 24%
› Best Sources of Talent 22% 26%
› Average Time to Hire for Critical Roles 19% 28%
› Employee Engagement 27% 22%
› Competency Skill Gaps 20% 23%
› Productivity 21% 23%
› High Potentials by Department 19% 26%
35. DPO VS. DDO IMPORTANCE METRICS CAN BE BIG
Importance Reliable Access
› Critical Roles with No Identified Successors 23% 28%
› Top Performers without a Career Path 21% 23%
› % of Development Plans Aligned to Goals 23% 24%
› Best Sources of Talent 22% 26%
› Average Time to Hire for Critical Roles 19% 28%
› Employee Engagement 27% 22%
› Competency Skill Gaps 20% 23%
› Productivity 21% 23%
› High Potentials by Department 19% 26%
37. INTANGIBLES: 80% AND GROWING
Source: Deloitte, “Extracting Maximum Value from Intangible Assets”
38. INTANGIBLES: 80% AND GROWING
Source: Deloitte, “Extracting Maximum Value from Intangible Assets”
39. RANKING OF BARRIERS
DDOs DPOs
1. Lack of analytic skill 1. Already have a system
2. Already have a system 2. Lack of analytic skill
3. Lack of executive support 3. Lack of tools
4. Cost 4. Cost
5. Lack of tools 5. Lack of executive support
40. SUMMARY & CONCLUSIONS
› On average, not much movement from 2010
– Companies still don’t know measure strategic TM
– Over investment in tactical data, under in strategic
› If other functions in the business knew as little about their core
asset, those leaders would be fired
› Some companies are beginning to do things differently
› Those companies are outperforming peers on key financials
› As an industry, we need to get serious about talent intelligence
– Shift to knowledge work requires it
– Competitive pressures demand it
– War for Talent never went away and it’s going to get worse fast
Editor's Notes
This is the 2010 data on some critical metrics.
How much has the average changed? Not much. The first three measures are all but identical between the 2010 and 2011 studies. And the last three actually went down this year as an average.
Yet, we also found that the number of companies who know more about their people is going up. Last year, we noted that fewer than 25% of respondents had “critical insight” into their people. This year, we classified 35% as Data Proficient. While these aren’t an exact match, they do suggest that more companies are investing in critical talent data. Of course, the flip side is that since the “averages” remained the same or went down on most critical metrics, this means that among companies who know less about their people, the trend is in the wrong direction.
How big a difference is there between the companies that know more and the companies that know less? It’s pretty darn big. Consider these small list of strategic measures. The numbers to the right are the differences in how DDO’s and DPO’s rated the importance of these metrics.
While the differences in Importance ranking are pretty big, the Reliance Access differences are even more surprising. We’re talking big differences in measurement and analysis capabilities here where one group is clearly way outperforming the other.
In fact, when you average the differences in Reliance Access scores, DPO’s score an average of 24% better than DDO’s. Stated more simply, DPO’s know a lot more about their people, not just on a few key data points, but across the board. They have better recruiting and hiring data, better onboarding and development data, more awareness of hi-po’s and high performers, more data about succession plans and career paths. The next logic question of course is how all of this plays out in key financial data…