A short pitch deck for our session at Silicon Beach, Melbourne as part of Melbourne Knowledge Week 2017. Check out the link at the end to join our open beta.
Heal 2015 paradigm shift in hr practicesAbdul Razak
The document discusses the need for transformation in HR practices in the healthcare sector in the United Arab Emirates. It notes that healthcare depends heavily on its workforce but that the workforce is facing challenges in being sufficient, motivated, competent, well-distributed and well-supported. The document advocates for shifting HR practices from an operational to strategic focus, with an emphasis on talent management, leadership development, and building capabilities to address a mixed generational workforce and leadership shortage. It highlights trends in engaging and developing employees, reinventing HR's business impact, and reimagining work through simplification and technology.
Strategic trends in talent management over the next 5-10 years include prioritizing talent management functions over other HR functions, learning from both next and best practices, increasing levels of boldness and innovation, making decisions based on metrics and data rather than intuition, emphasizing rapid learning, taking a global approach, increasing collaboration across functions, developing agility, proactively addressing people management issues, and leveraging technology. Functional areas will see improvements in internal movement, retention, recruiting, onboarding/offboarding, and succession planning.
The document discusses how employers can thrive in an uncertain world by becoming "factualist employers". Factualist employers redefine talent, focus on organizational agility, build talent internally rather than just buying it, and tie these elements together with a strong employer brand. They view talent as a strategic priority and driver of business success. Some key aspects of factualist employers are that they excel at profiling target talent groups, focus on creativity, passion and intelligence rather than just academic credentials when defining talent, and invest in developing talent internally through corporate universities and online learning platforms. The document advocates employers understand their current state, develop an integrated talent and business strategy with employer branding as a key part, and find ways to involve managers more directly in talent
This document discusses trends in business and their implications for human resource management. It outlines economic, technological, and socio-political trends globally such as the rise of Asia, virtual workforces, and changing social values. It also discusses new organizational structures that are flexible, network-based, and project-oriented. Finally, it emphasizes that human resource management must create alignment between companies' changing missions and employees' skills, attitudes and values to maximize performance.
Transformational HR Leadership Thinking : Creating a High Performing Organisa...Jayesh Menon
The 5th Annual HR Agenda 2016: Looking Ahead Singapore, 22-24th August. Organizers: Marcus Evans.
Good range of speakers and participants from across the world. since my slides dont have much content , please contact in case you need any particular info.
The document discusses concepts related to self-development and management education. It provides examples of exercises used in management education like role plays, case presentations, and seminars. It emphasizes developing skills over acquiring degrees and stresses the importance of communication skills, leadership qualities, and the ability to work in a team. The document also discusses various approaches to self-development from anthropological, economic, psychological, physical, and philosophical perspectives.
Agile HR Breakfast Meeting 2019 | HR & the New World of WorkFabiola Eyholzer
The document discusses the challenges facing HR in a rapidly changing digital world. It notes that over half of Fortune 500 companies from 2000 are now gone, and the pace of change is accelerating. HR must adapt to empower people by creating inspiring workplaces where core values are lived up to each day. This involves embracing agile principles like continuous feedback, meaningful recognition systems, and growth opportunities to nurture engaged talent. The presentation warns against common mistakes like underestimating the complexity of transforming HR or ignoring how the new digital world has changed what talent seeks in an employer.
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.
Heal 2015 paradigm shift in hr practicesAbdul Razak
The document discusses the need for transformation in HR practices in the healthcare sector in the United Arab Emirates. It notes that healthcare depends heavily on its workforce but that the workforce is facing challenges in being sufficient, motivated, competent, well-distributed and well-supported. The document advocates for shifting HR practices from an operational to strategic focus, with an emphasis on talent management, leadership development, and building capabilities to address a mixed generational workforce and leadership shortage. It highlights trends in engaging and developing employees, reinventing HR's business impact, and reimagining work through simplification and technology.
Strategic trends in talent management over the next 5-10 years include prioritizing talent management functions over other HR functions, learning from both next and best practices, increasing levels of boldness and innovation, making decisions based on metrics and data rather than intuition, emphasizing rapid learning, taking a global approach, increasing collaboration across functions, developing agility, proactively addressing people management issues, and leveraging technology. Functional areas will see improvements in internal movement, retention, recruiting, onboarding/offboarding, and succession planning.
The document discusses how employers can thrive in an uncertain world by becoming "factualist employers". Factualist employers redefine talent, focus on organizational agility, build talent internally rather than just buying it, and tie these elements together with a strong employer brand. They view talent as a strategic priority and driver of business success. Some key aspects of factualist employers are that they excel at profiling target talent groups, focus on creativity, passion and intelligence rather than just academic credentials when defining talent, and invest in developing talent internally through corporate universities and online learning platforms. The document advocates employers understand their current state, develop an integrated talent and business strategy with employer branding as a key part, and find ways to involve managers more directly in talent
This document discusses trends in business and their implications for human resource management. It outlines economic, technological, and socio-political trends globally such as the rise of Asia, virtual workforces, and changing social values. It also discusses new organizational structures that are flexible, network-based, and project-oriented. Finally, it emphasizes that human resource management must create alignment between companies' changing missions and employees' skills, attitudes and values to maximize performance.
Transformational HR Leadership Thinking : Creating a High Performing Organisa...Jayesh Menon
The 5th Annual HR Agenda 2016: Looking Ahead Singapore, 22-24th August. Organizers: Marcus Evans.
Good range of speakers and participants from across the world. since my slides dont have much content , please contact in case you need any particular info.
The document discusses concepts related to self-development and management education. It provides examples of exercises used in management education like role plays, case presentations, and seminars. It emphasizes developing skills over acquiring degrees and stresses the importance of communication skills, leadership qualities, and the ability to work in a team. The document also discusses various approaches to self-development from anthropological, economic, psychological, physical, and philosophical perspectives.
Agile HR Breakfast Meeting 2019 | HR & the New World of WorkFabiola Eyholzer
The document discusses the challenges facing HR in a rapidly changing digital world. It notes that over half of Fortune 500 companies from 2000 are now gone, and the pace of change is accelerating. HR must adapt to empower people by creating inspiring workplaces where core values are lived up to each day. This involves embracing agile principles like continuous feedback, meaningful recognition systems, and growth opportunities to nurture engaged talent. The presentation warns against common mistakes like underestimating the complexity of transforming HR or ignoring how the new digital world has changed what talent seeks in an employer.
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.
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
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.
The document summarizes a presentation by Paul Kearns on how HR professionals can add significant value to organizations in the 21st century. Kearns discusses several key questions about why some companies consistently outperform competitors in areas like market capitalization, innovation, and avoiding disasters. He argues that HR has not provided convincing answers to these questions due to a lack of evidence-based practices and data-driven problem diagnosis. Kearns then outlines a six-stage model of HR maturity where organizations transition from seeing employees as costs to a whole system view of human capital as a valuable asset.
This document discusses global talent management and the evolving role of human resource management (HRM). It notes that globalization has led companies to search worldwide for top talent. The roles of HRM include developing and retaining talented employees, anticipating change, and enabling the organization. It also discusses how talent management is evolving from an HR function into a business in itself, with talent segmentation and sustainability becoming important new areas. Finally, it examines some of the thought leaders who have helped establish talent management and HRM as strategic functions.
How To Success in International Business?Noon Natacha
What is international business?
Who is a Global Business Leader?
Type of international business.
Risks that international business has to confront with
How to deal with the risk?
LinkedIn aims to connect professionals globally to make them more productive and successful. It has over 238 million members worldwide, including the highest educated, most affluent professionals. While traditional recruiting methods only reach active job seekers, LinkedIn can reach both active and passive candidates. Companies are turning to LinkedIn for recruitment solutions because it allows them to build their employer brand, source qualified candidates beyond just active job seekers, and hire talent that is less likely to leave the company.
The document discusses the paradigm shift in HR practices in the healthcare sector in the United Arab Emirates. It notes that healthcare depends heavily on its workforce and that HR accounts for a large portion of healthcare budgets. It also discusses the need for HR transformation, including moving to integrated talent management and operational HR models. Key trends in HR include focusing on leadership development, employee engagement, talent analytics, and technology and social media. The new HR operational model emphasizes delivering value through operations, talent management, and strategic workforce planning.
Time to talk, Time to act - LeaderEx 2016 by Adam Craker and Biase De GregorioIQ Business - agility@IQ
It’s time to speak, it’s time to act
In preparation of the SmartGrowth 2016 conference in September, we have researched the key imperatives to stimulate an economy that is not growing. One of the recommended actions is to implement an Agile NDP.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
The document discusses challenges and opportunities for developing talent and workforce in Utah's technology and life science industries. It summarizes presentations from a technology breakfast event focused on these topics. Panelists discussed challenges for companies to meet growing workforce demands and the need for collaboration between education and industry. Ideas included investing in homegrown talent through academic programs and partnerships to develop a diverse and skilled local workforce.
01 04 Leadership Challenges In A Changing World Sjsstrittmatter
The document discusses leadership challenges in a changing world. It summarizes Stephen Strittmatter's background and experience in executive recruiting and consulting. It then outlines several mega trends, including the growth and increasing global influence of Chinese companies. The rest of the document identifies critical leadership capabilities that will be of high importance in the future, such as managing talent, change, diversity, and work-life balance. It stresses the need for organizations to assess their own capabilities in these areas.
The document discusses the changing role of HR from a mechanistic, administrative role to a more strategic people leadership role. It outlines six key challenges for HR, including managing knowledge workers and engagement; understanding business imperatives; change management; leveraging technology; sustaining team performance; and transitioning from an HR manager to an HR leader. The ultimate goal for HR is to contribute directly to business results by attracting, retaining and developing top talent.
1. The document discusses how talent analytics can help public sector organizations address challenges related to austerity measures, changing workforces, and increasing demands.
2. It provides examples of how talent analytics could be used to help answer questions about staff performance, targeted resource management, and talent policy effectiveness.
3. The document outlines a process for developing and implementing talent analytics solutions, including defining hypotheses, testing hypotheses with data, defining problems, analyzing options, and evaluating impacts.
GE invests heavily in leadership development to support its global operations and growth. It maintains the Crotonville leadership center to train managers and drive the company culture. Crotonville provides leadership training, strategic discussions, and cultural initiatives to develop managers and ensure they uphold GE's values of integrity, excellence, and customer focus. GE's leadership development evolution spans decades and aims to align training with its growth strategy while maintaining high ethical standards.
Peter Cheese highlights the mega trends affecting us all and how he sees the HR profession positioning itself to provide maximum support, gain an advantage for a future work, workplace and workforce.
1) Talent management is about developing all employees, not just a select few. It involves identifying high potential individuals and helping them advance in their careers.
2) Implementing an effective talent management program can significantly increase a company's profits. A 10-point improvement in talent management practices could add $70-160 million to a Fortune 500 company's bottom line over 2-3 years.
3) Old talent management approaches had short-term focus and minimal performance management. New approaches make it difficult to enter the program but provide support, opportunities, and recognition to help participants succeed and be retained long-term.
Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...TALiNT Partners
This document discusses transforming core HR processes for 2017 and beyond. It highlights that HR platforms are changing due to technological advances like cloud, mobile, analytics, and artificial intelligence. The Bersin report notes that the types of technology, experiences, and designs of HR platforms are new and how companies manage people has changed. The document then discusses key aspects of building a strong HR system, including defining user needs, checks and balances, and marketing concepts to engage employees. Finally, it outlines four trends that are modernizing the workplace: people data, workforce management, recruiting tools, and performance management.
Presentation on Talent Acquisition in the age of Big Data - SHRMKanwal Kaul
This webinar discusses talent acquisition in the age of big data. It will provide a brief history of hiring sources and recruitment technology, how candidate behaviors now outpace these technologies, and how big data can help improve conventional techniques. The webinar will be presented by Kanwal Kaul, Senior Director of Global Talent Acquisition at Tata Communications. He has extensive experience in talent acquisition, development, and management across multiple industries. The webinar will also look at how customized sourcing approaches can impact turnover, engagement, and retention.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Two Sides of the Same Coin: Recruiting and RetentionAggregage
In this webinar, Caitlin MacGregor will explore how predictive science helps organizations engage, attract and retain high-performing talent. Attendees will gain insight into understanding candidates’ human potential to unlock opportunity for their organizations to add value to their talent strategies.
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
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.
The document summarizes a presentation by Paul Kearns on how HR professionals can add significant value to organizations in the 21st century. Kearns discusses several key questions about why some companies consistently outperform competitors in areas like market capitalization, innovation, and avoiding disasters. He argues that HR has not provided convincing answers to these questions due to a lack of evidence-based practices and data-driven problem diagnosis. Kearns then outlines a six-stage model of HR maturity where organizations transition from seeing employees as costs to a whole system view of human capital as a valuable asset.
This document discusses global talent management and the evolving role of human resource management (HRM). It notes that globalization has led companies to search worldwide for top talent. The roles of HRM include developing and retaining talented employees, anticipating change, and enabling the organization. It also discusses how talent management is evolving from an HR function into a business in itself, with talent segmentation and sustainability becoming important new areas. Finally, it examines some of the thought leaders who have helped establish talent management and HRM as strategic functions.
How To Success in International Business?Noon Natacha
What is international business?
Who is a Global Business Leader?
Type of international business.
Risks that international business has to confront with
How to deal with the risk?
LinkedIn aims to connect professionals globally to make them more productive and successful. It has over 238 million members worldwide, including the highest educated, most affluent professionals. While traditional recruiting methods only reach active job seekers, LinkedIn can reach both active and passive candidates. Companies are turning to LinkedIn for recruitment solutions because it allows them to build their employer brand, source qualified candidates beyond just active job seekers, and hire talent that is less likely to leave the company.
The document discusses the paradigm shift in HR practices in the healthcare sector in the United Arab Emirates. It notes that healthcare depends heavily on its workforce and that HR accounts for a large portion of healthcare budgets. It also discusses the need for HR transformation, including moving to integrated talent management and operational HR models. Key trends in HR include focusing on leadership development, employee engagement, talent analytics, and technology and social media. The new HR operational model emphasizes delivering value through operations, talent management, and strategic workforce planning.
Time to talk, Time to act - LeaderEx 2016 by Adam Craker and Biase De GregorioIQ Business - agility@IQ
It’s time to speak, it’s time to act
In preparation of the SmartGrowth 2016 conference in September, we have researched the key imperatives to stimulate an economy that is not growing. One of the recommended actions is to implement an Agile NDP.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
The document discusses challenges and opportunities for developing talent and workforce in Utah's technology and life science industries. It summarizes presentations from a technology breakfast event focused on these topics. Panelists discussed challenges for companies to meet growing workforce demands and the need for collaboration between education and industry. Ideas included investing in homegrown talent through academic programs and partnerships to develop a diverse and skilled local workforce.
01 04 Leadership Challenges In A Changing World Sjsstrittmatter
The document discusses leadership challenges in a changing world. It summarizes Stephen Strittmatter's background and experience in executive recruiting and consulting. It then outlines several mega trends, including the growth and increasing global influence of Chinese companies. The rest of the document identifies critical leadership capabilities that will be of high importance in the future, such as managing talent, change, diversity, and work-life balance. It stresses the need for organizations to assess their own capabilities in these areas.
The document discusses the changing role of HR from a mechanistic, administrative role to a more strategic people leadership role. It outlines six key challenges for HR, including managing knowledge workers and engagement; understanding business imperatives; change management; leveraging technology; sustaining team performance; and transitioning from an HR manager to an HR leader. The ultimate goal for HR is to contribute directly to business results by attracting, retaining and developing top talent.
1. The document discusses how talent analytics can help public sector organizations address challenges related to austerity measures, changing workforces, and increasing demands.
2. It provides examples of how talent analytics could be used to help answer questions about staff performance, targeted resource management, and talent policy effectiveness.
3. The document outlines a process for developing and implementing talent analytics solutions, including defining hypotheses, testing hypotheses with data, defining problems, analyzing options, and evaluating impacts.
GE invests heavily in leadership development to support its global operations and growth. It maintains the Crotonville leadership center to train managers and drive the company culture. Crotonville provides leadership training, strategic discussions, and cultural initiatives to develop managers and ensure they uphold GE's values of integrity, excellence, and customer focus. GE's leadership development evolution spans decades and aims to align training with its growth strategy while maintaining high ethical standards.
Peter Cheese highlights the mega trends affecting us all and how he sees the HR profession positioning itself to provide maximum support, gain an advantage for a future work, workplace and workforce.
1) Talent management is about developing all employees, not just a select few. It involves identifying high potential individuals and helping them advance in their careers.
2) Implementing an effective talent management program can significantly increase a company's profits. A 10-point improvement in talent management practices could add $70-160 million to a Fortune 500 company's bottom line over 2-3 years.
3) Old talent management approaches had short-term focus and minimal performance management. New approaches make it difficult to enter the program but provide support, opportunities, and recognition to help participants succeed and be retained long-term.
Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...TALiNT Partners
This document discusses transforming core HR processes for 2017 and beyond. It highlights that HR platforms are changing due to technological advances like cloud, mobile, analytics, and artificial intelligence. The Bersin report notes that the types of technology, experiences, and designs of HR platforms are new and how companies manage people has changed. The document then discusses key aspects of building a strong HR system, including defining user needs, checks and balances, and marketing concepts to engage employees. Finally, it outlines four trends that are modernizing the workplace: people data, workforce management, recruiting tools, and performance management.
Presentation on Talent Acquisition in the age of Big Data - SHRMKanwal Kaul
This webinar discusses talent acquisition in the age of big data. It will provide a brief history of hiring sources and recruitment technology, how candidate behaviors now outpace these technologies, and how big data can help improve conventional techniques. The webinar will be presented by Kanwal Kaul, Senior Director of Global Talent Acquisition at Tata Communications. He has extensive experience in talent acquisition, development, and management across multiple industries. The webinar will also look at how customized sourcing approaches can impact turnover, engagement, and retention.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Two Sides of the Same Coin: Recruiting and RetentionAggregage
In this webinar, Caitlin MacGregor will explore how predictive science helps organizations engage, attract and retain high-performing talent. Attendees will gain insight into understanding candidates’ human potential to unlock opportunity for their organizations to add value to their talent strategies.
ASK Development is an ISO certified organization that provides human resource management, business process outsourcing, and capacity building services. It functions as an outsourced human resources department for other organizations. The company was established in 2006 and has offices across major Pakistani cities. It offers services including recruitment, HR outsourcing, training, project development, and psychometric testing to corporate, public, and development sectors. ASK aims to maximize human potential through developing attitudes, skills, and knowledge.
HR Challenges and Solutions - Winning Talent Through Automation and OutsourcingADP Marketing
This report provides details into the challenges faced (talent management, cost saving and improving HR performance) and the solutions being deployed to overcome them.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Excellence in Human Resource ManagementHans Jonkers
This document provides information about Kienbaum Management Consultants' expertise in human resource management consulting. It discusses the increasing importance of HR due to demographic changes and competition for talent. Kienbaum has over 30 years of experience in developing HR systems, strategies, and solutions to help companies attract and retain top talent. The document highlights Kienbaum's services in areas like leadership development, culture change, and transforming organizations. It also lists the company's international offices and experience working with clients around the world.
Competencies Concept in Human Resources ManagementLukas Ritzel
Competencies in Human Resources Mansgement. A concept of Award winning Purple Cow company Prasena.com by Isabelle Michelet Philippe Kopcsan & Lukas Ritzel
AMM Partners provides executive search and consulting services to private equity and venture capital-backed tech companies. They understand that leading companies need access to top talent. Their model provides unmatched agility and accelerated results in guiding organizations to acquire the right people who embody the company's core values and have the skills to help the organization scale.
The Staffing Equation: Strategies to Address Key Workforce Risks and Close th...OPRA Psychology Group
Delivered by Dr Paul Wood (Head trainer at OPRA in New Zealand at the time) at the CIO Summit in New Zealand in 2010, this presentation discusses the strategy to attract and retain the most talented and valuable staff, who are incidentally the most mobile in a competitive market. The strategic use of technology and tools in selection was relevant then, remains so today, and continues to be part of OPRA’s approach to empowering our clients in their talent management.
PwC's People Business works with organizations to realize the potential of their people through an integrated approach. They deliver comprehensive people management solutions by bringing together disciplines like talent management, leadership development, change management, and HR transformation. PwC partners with executives and HR professionals to manage complex issues, accelerate decision-making, and improve organizational performance.
Creating an Integrated Talent Management PracticeMiguel Premoli
Talent management is a set of processes that ensures an organization has the quality and quantity of people needed to meet current and future business goals. To create an effective talent management practice, companies should develop a talent philosophy, strategy, and model. This includes defining processes for acquisition, performance management, development, engagement, and succession. The goal is to build an integrated approach that aligns talent practices with business needs.
The document provides an overview of Future Achievement International, which offers proprietary predictive analytic technologies and intellectual properties to help organizations optimize their human capital investments. It describes FAI's mission to help create character-driven cultures that maximize human capital and business outcomes while minimizing risks. FAI's solutions address talent acquisition, employee development, and succession planning by assessing individuals' character attributes and linking them to key performance indicators and organizational values. The solutions are designed to improve culture, performance, productivity, and return on human capital investments through an integrated predictive analytics approach.
The document discusses best practices for competency centers, resource management, and teaming. It recommends building fluid teams with a focus on competence, transparency, and leadership. Competency centers should have an outward focus on solving business problems rather than being a labeling tactic. Resource management is key to workforce planning and requires cross-boundary sharing and coordination. Social networking can extend project teams and improve matching by increasing visibility of skills and peer vouching.
Capability Frameworks - Too Slow for a Fast Moving WorldLearningCafe
Capability Frameworks have been used in organisations to neatly depict the progression of skill levels. In many organisations the level you attain also links to pay and rewards. While Capability Frameworks worked well in the past when changes were less frequent, they may not be flexible enough to accommodate rapid business and workplace changes now.
This document provides information on Profiles Asia Pacific, Inc. and its affiliate companies that offer various human resources solutions. Profiles Asia Pacific was founded in 1998 and has established itself as a premier provider of online workforce assessments in the Philippines. It has since expanded its services to include talent sourcing, training, organizational development, and HR technology solutions. The document outlines Profiles Asia Pacific's mission, vision, services, and strategic alliances with affiliate companies that also provide HR assessments, skills testing, executive search, and more.
Midas people management provides human resources consulting services and solutions to help businesses address complex people management issues and adapt to changing business needs. They offer services in areas like HR management, training and development, coaching and mentoring, health and safety, and executive recruitment. Recent client testimonials praise Midas for their balanced, practical, and supportive approach to human resources.
Craig Marton was interviewed about his experience leading turnarounds at several companies, including Hedstrom Corporation from 1999-2004. He discussed integrating organizational upgrade, leadership integrity, and transitioning from a people-driven to process-driven model. At Hedstrom, he found no clear expectations, feedback, or processes. By communicating expectations, reengineering processes like product launches, and treating people with dignity, he grew revenues from $100M to $150M and profit from a loss to $14.9M within 3 years. The most important leadership lesson is to treat everyone with dignity, trust, and respect.
Max Blumberg: How can #PeopleAnalytics prevent incidents like the Twitter fir...Edunomica
The document discusses how People Analytics functions can justify their continued existence and budget within an organization. It provides examples of steps a People Analytics team could take:
1. Communicate to executives how People Analytics can help achieve business objectives and shareholder returns through evidence-based people processes.
2. Research the organization's business problems, strategic capabilities, workforce issues and people process challenges by interviewing executives.
3. Generate hypotheses about which people processes may be limiting workforce capabilities.
4. Collect both existing and new data to test the hypotheses.
5. Perform quantitative analysis like regression modeling to test whether hypotheses are correct.
6. Implement findings by updating people processes proven to develop the needed workforce
Human Analytics and The Predictive Index May 2010Robert Friday
This document summarizes a presentation about using human analytics to improve business performance. It discusses assessing employees' personalities and behaviors using the Predictive Index assessment tool to ensure the right people are in the right roles. Implementing this approach can help companies better manage their human capital, maximize individual performance, foster innovation, and gain a competitive advantage through evidence-based management. The presentation outlines Predictive Success Corporation's solutions and next steps for working with clients.
This document discusses leadership and management practices in small and medium-sized enterprises (SMEs) and their relationship to firm growth. It notes that many SMEs have poor management practices that contribute to a "long tail" of underperforming firms. While external factors play a role, internal leadership and the decisions made by managers greatly influence practices and performance. Certain practices like continuous improvement, market orientation and human resource management can enable growth when matched to strategy and the capabilities of managers. The document examines different data sources that could provide insights into how SME managers exercise leadership and make decisions that move their firms towards better performance.
Similar to Capability builder silicon beach 2017 (20)
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
Abasse Twalal Harouna: The Maestro of Digital Marketing - His Journey and Ach...Abasse Twalal Harouna
Abasse Twalal Harouna, a name synonymous with innovation and excellence in the digital marketing industry, has made significant strides in empowering small and medium-sized businesses (SMBs) to achieve remarkable growth. With a career marked by numerous accolades and a trail of success stories, Harouna's journey from a passionate student of marketing to a renowned digital marketing expert is both inspiring and instructive.
Abasse Twalal Harouna’s early life laid a strong foundation for his future success. Born and raised in a family that highly valued education and innovation, Harouna was encouraged to pursue his interests from a young age. This supportive environment fueled his passion for technology and business, leading him to pursue higher education in Business Administration with a focus on Marketing at a prestigious Canadian university. His academic background provided him with a comprehensive understanding of business principles and marketing strategies, setting the stage for his remarkable career.
Upon completing his degree, Abasse Twalal Harouna quickly recognized the transformative potential of digital marketing. He understood that the digital landscape was rapidly evolving and that businesses needed to adapt to remain competitive. With a clear vision, Harouna entered the digital marketing field, driven by a desire to help businesses grow through innovative online strategies. His early career was marked by hands-on experience with various digital marketing agencies, where he honed his skills in SEO, content marketing, social media marketing, and PPC advertising.
Abasse Twalal Harouna’s expertise spans multiple facets of digital marketing, making him a versatile and highly effective strategist. One of his key areas of specialization is Search Engine Optimization (SEO). Harouna understands that SEO is crucial for enhancing online visibility and driving organic traffic to websites. By employing advanced SEO techniques, such as thorough keyword research, on-page optimization, and building high-quality backlinks, Harouna ensures that his clients' websites rank high on search engine results pages (SERPs). This not only attracts more visitors but also improves the overall online presence of the businesses he works with.
Content marketing is another domain where Abasse Twalal Harouna excels. He firmly believes that content is king in the digital world and leverages it to create compelling, value-driven content that resonates with target audiences. From blog posts and articles to videos and infographics, Harouna’s content marketing strategies are designed to engage and educate potential customers. This approach not only drives brand awareness but also fosters customer loyalty, contributing to long-term business success.
In today’s connected world, social media marketing is vital for brand promotion, and Abasse Twalal Harouna has mastered this art. He crafts tailored social media campaigns that enhance brand visibility and foster engagement.
2. We’re from HR … and
we’re here to help!
Managerialism
Objectivity
Measurement
Metrics
Standardisation
Compliance
Risk Mitigation
Professional
Development
Individual Attention
Growth
Career Management
Flexibility
Interest
3. If it’s broke … fix it!
People management must be
re-thought from the ground up
• Focus on developing the capability,
enthusiasm and connection of people –
manage systems separately
• Measure engagement, effort and quality –
stop measuring hard numbers for their
own sake
• Help people plot career and knowledge
journeys – put an end to job title
straightjackets
5. People is Big Business
• Talent Management growing to USD9 Billion by 2020
(Forbes)
• HCM growing to USD15.4 Billion by 2018 (IDC)
• 5.5 million Australian workers employed by large firms
and agencies (100 employees and above) (ABS)
6. Meet CapabilityBuilder
Decades of experience
Dr Steven Curry
CEO
Centre for Applied
Philosophy and Public
Ethics
Victoria Police
Australian Red Cross
Dr Jeremy Aarons
Product Development
Victorian Public Service
Monash University
Kevin Scott APOM
Business Development
Victoria Police
Consultant (Australian
Border Force, AEC, etc.)
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