Government agency, like their private sector cousins, are facing real challenges in terms of budgets, Boomer retirement, and reallocating the workforce in response to changing organizational needs. In this presentation, we discuss why Talent Intelligence is a necessary part of the solution. Understanding and tracking relevant talent data in a single, unified talent profile, connecting the dots between disparate talent data to surface new insights, and arming line of business managers and executives with this information at the point of action, in their workflow.What is
Best Practices in Scouting Trends & Emerging TechScott Kirsner
Slides from a February 2018 Innovation Leader webinar featuring IL editor Scott Kirsner and Kyle Nel, the former executive director of Lowe's Innovation Labs.
Innovation Leader is an information service geared to R&D, strategy, new ventures, and innovation executives at large organizations. For more information about Innovation Leader, visit innovationleader.com
New Downloadable Resources for Corporate InnovatorsScott Kirsner
Slides from a May 3, 2017 webcast highlighting some of the new downloadable resources from Innovation Leader (www.innovationleader.com) designed for executives in large companies responsible for innovation, new product development, and R&D. This presentation offers an overview of these resources, but doesn't include them in their entirety.
On March 21, 2017, Tom Haak of the HR Trend Institute, gave a lecture for students of the MITO minor, at the University of Applied Sciences, Amsterdam. These are the slides he used.
The latest study from the ADP Research Institute® presents key considerations for leaders to keep pace with the rapidly changing needs of a global workforce.
'It's Your Skills' is a HR Tech Startup aimed to creating a difference in the talent landscape. The Skills Ontology and the Skills Profiler enables a unique experience in mapping of skills and creating better skills analytics. 'It's Your Skills' offers different products for managing employees skills, individual skills and skills in an organization.
The document discusses the future of HR operating models. It notes that current models need to change due to external drivers like new technologies and workforce changes. Themes for future models include increased standardization, productivity, talent management, collaboration, mobility and data-driven decision making. HR departments will need to reallocate resources to strategy, acquire new skills in areas like data analytics and technology, and develop new roles around change management and organizational design.
Speech given at HR Congress Amsterdam 29th November 2016
See also HR Transformer Blog Post -> 7 Challenges that People Analytics Must Overcome -> https://goo.gl/BZ3UTf
Best Practices in Scouting Trends & Emerging TechScott Kirsner
Slides from a February 2018 Innovation Leader webinar featuring IL editor Scott Kirsner and Kyle Nel, the former executive director of Lowe's Innovation Labs.
Innovation Leader is an information service geared to R&D, strategy, new ventures, and innovation executives at large organizations. For more information about Innovation Leader, visit innovationleader.com
New Downloadable Resources for Corporate InnovatorsScott Kirsner
Slides from a May 3, 2017 webcast highlighting some of the new downloadable resources from Innovation Leader (www.innovationleader.com) designed for executives in large companies responsible for innovation, new product development, and R&D. This presentation offers an overview of these resources, but doesn't include them in their entirety.
On March 21, 2017, Tom Haak of the HR Trend Institute, gave a lecture for students of the MITO minor, at the University of Applied Sciences, Amsterdam. These are the slides he used.
The latest study from the ADP Research Institute® presents key considerations for leaders to keep pace with the rapidly changing needs of a global workforce.
'It's Your Skills' is a HR Tech Startup aimed to creating a difference in the talent landscape. The Skills Ontology and the Skills Profiler enables a unique experience in mapping of skills and creating better skills analytics. 'It's Your Skills' offers different products for managing employees skills, individual skills and skills in an organization.
The document discusses the future of HR operating models. It notes that current models need to change due to external drivers like new technologies and workforce changes. Themes for future models include increased standardization, productivity, talent management, collaboration, mobility and data-driven decision making. HR departments will need to reallocate resources to strategy, acquire new skills in areas like data analytics and technology, and develop new roles around change management and organizational design.
Speech given at HR Congress Amsterdam 29th November 2016
See also HR Transformer Blog Post -> 7 Challenges that People Analytics Must Overcome -> https://goo.gl/BZ3UTf
This document discusses the evolution of people analytics and how measuring social interactions and communication patterns can provide insights into team performance. It introduces the sociometric badge, a device that can measure interactivity, speech patterns, and collect digital data to analyze communication behaviors. This data is aggregated and anonymized to ensure individual privacy. Metrics like cohesion, exploration, and collective intelligence may provide new ways to understand team effectiveness. Lastly, it advocates taking a blended approach to change management by addressing structural, social, and individual levels to create sustainable organizational impact.
On January 12, 2018, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation at HR Innovation Day 2018, of the HR Network Curacao. These are the slides he used.
The document outlines 15 top HR trends for 2017 including:
1) Moving from annual performance appraisals to more comprehensive and ongoing software,
2) Using predictive analytics to identify, recruit, develop, and retain top talent,
3) Encouraging self-directed learning and feedback to promote growth,
4) Hiring a blended workforce of full-time, contract, and freelance employees to access diverse skills.
The trends are aimed at aligning HR efforts with business outcomes through the use of new technologies and strategies around talent acquisition, management, and development.
On November 30, 2017, Tom Haak, Director of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation for Ja! HRM specialisten. These are the slides he used.
The document discusses 9 key HR trends:
1. Organizational structures are flattening with a shift from hierarchies to networks and teams.
2. Smart technology is enabling greater man-machine collaboration and the invasion of technologies like digital assistants.
3. HR is becoming more globalized yet also more localized to different generations, segments, and individuals.
4. Younger generations entering the workforce are increasing diversity and requiring more personalized approaches.
5. Gamification and a focus on employee experience is making HR more fun and engagement-driven.
6. Companies are prioritizing social purpose over profits to attract and retain talent.
7. The speed of business is increasing, requiring faster
On January 12, 2018, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) conducted a workshop at HR Innovation Day 2018, of the HR Network Curacao. These are the slides he used.
On November 15, 2017, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) conducted a workshop for the HR Team of P&G IMEA, in Dubai. These are the slides he used.
This document outlines the key skills that will be required for workers in the future due to technological advances like artificial intelligence. These skills include: 1) Technology skills to work with innovations like AI, big data, and virtual reality. 2) Critical thinking skills to realize the benefits of new technologies. 3) A growth mindset to adapt to constant changes. 4) Strong decision making abilities. 5) Diversity and cultural intelligence. 6) Creativity. While AI will not replace all jobs immediately, as AI systems become more advanced and "clever", they are likely to replace more jobs unless workers adapt by gaining these new skills.
THE WAR ON YOUR TALENT: BE READY TO MEET THE CHALLENGETotango
Customer Success Summit 2015 breakout session:
Presented by: Laura Kerekes, Chief Knowledge Officer, ThinkHR Corporation
In today's economy, the war on talent is intensifying, especially for great customer success managers. This interactive presentation will provide insights into the top five things that managers can do to attract and retain their best and brightest employees.
Steve Boese - Digital Transformation and the Future of TalentH3 HR Advisors, Inc.
This document discusses how digital transformation and disruptive technologies are impacting talent and the future of work. It notes that traditional models of finding, developing, and retaining talent are being disrupted as technologies like mobile, social media, analytics and artificial intelligence change expectations. The presentation recommends that organizations adapt to these changes by finding talent through mobile and social platforms, developing talent through peer learning and continuous learning, and retaining talent by focusing on relationships, flexibility and personalization over traditional retention strategies. Organizations must reduce barriers and create differentiated experiences to attract and engage talent in this new environment.
On September 13, 2017, Tom Haak of the HR Trend Institute gave a lecture for 2nd year students of the Vrije University Amsterdam. These are the slides he used.
The document summarizes an HR Analytics presentation featuring a panel of experts from various companies. It introduces the panelists who have over 80 years of combined industry experience working for companies like Oracle, Merck, CareerBuilder Singapore, Credit Suisse, and Abbott Laboratories. The presentation also includes a maturity scale for HR Analytics, ranging from initial and chaotic uses of data to optimized processes that allow organizations to benchmark themselves and improve strategies for recruiting and engagement. The document concludes by mentioning a panel discussion will be part of the presentation.
People analytics: Breaking myths with agility and passion | Talent Connect 2016LinkedIn Talent Solutions
The document summarizes the people analytics work done by Nielsen over the past few years. It discusses how Nielsen started with limited data and basic tools like Excel but was able to gain insights and drive action. Key milestones included expanding people analytics projects to more countries and business units, analyzing topics such as women in leadership, employee rehires, and university recruiting. The work helped reduce attrition, save costs, and give managers useful insights. The CEO notes that Nielsen's focus is on using people analytics to create outcomes and drive business impact, not just provide reports.
Career and Job Search Trends for Millennials and Gen X-ersAlexandra Levit
Based on two major research studies by DeVry University's Career Advisory Board, this presentation identifies where candidates are rocking the job search, and where they're coming up short.
The document describes SkillRater, a social performance management tool. SkillRater allows for continuous feedback on employee skills and performance through metrics-based evaluations and qualitative responses. It was named a top HR product of 2014 and aims to provide timely, positive, and measurable feedback to help employees improve over time. The summary highlights the tool's key features, founders' expertise, and potential benefits for improving team performance, project completion times, and revenue.
Leading by Example: Social Technologies and ASTD Chapter PracticesTaleo Research
This document summarizes a presentation on using social technologies for training chapters. It discusses:
- Polls on which social media attendees use personally and for learning and development roles.
- Definitions of "social learning" and how chapters are applying it.
- Options for social media "hubs" like YouTube, Facebook, Twitter, and blogs that can be content-centric or people-centric.
- A model for organizational learning that is emergent, collaborative, or codified. Examples given of how different industries apply each approach.
- An exercise where attendees assess their chapter's learning needs against this model.
- Possible social interventions like discussions, wikis, microblogs, or
The Big Picture: Beyond Social Learning, Think Social Talent ManagementTaleo Research
A presentation first delivered at Learning 2011 in November, 2011. Provides an overview of social learning, including the specific role that particular social concepts play. Then the same concepts are seen to apply to other areas of talent management, such as recruiting, onboarding, and performance management.
The document discusses how a large healthcare system in Wisconsin and Minnesota implemented social media recruiting strategies, including assigning recruiters tasks to engage on Facebook, LinkedIn, and later YouTube, with the goals of hiring candidates through their social connections and networks. It provides a case study of the healthcare system's experience developing and refining their social media recruiting plan over time.
This document discusses the evolution of people analytics and how measuring social interactions and communication patterns can provide insights into team performance. It introduces the sociometric badge, a device that can measure interactivity, speech patterns, and collect digital data to analyze communication behaviors. This data is aggregated and anonymized to ensure individual privacy. Metrics like cohesion, exploration, and collective intelligence may provide new ways to understand team effectiveness. Lastly, it advocates taking a blended approach to change management by addressing structural, social, and individual levels to create sustainable organizational impact.
On January 12, 2018, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation at HR Innovation Day 2018, of the HR Network Curacao. These are the slides he used.
The document outlines 15 top HR trends for 2017 including:
1) Moving from annual performance appraisals to more comprehensive and ongoing software,
2) Using predictive analytics to identify, recruit, develop, and retain top talent,
3) Encouraging self-directed learning and feedback to promote growth,
4) Hiring a blended workforce of full-time, contract, and freelance employees to access diverse skills.
The trends are aimed at aligning HR efforts with business outcomes through the use of new technologies and strategies around talent acquisition, management, and development.
On November 30, 2017, Tom Haak, Director of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation for Ja! HRM specialisten. These are the slides he used.
The document discusses 9 key HR trends:
1. Organizational structures are flattening with a shift from hierarchies to networks and teams.
2. Smart technology is enabling greater man-machine collaboration and the invasion of technologies like digital assistants.
3. HR is becoming more globalized yet also more localized to different generations, segments, and individuals.
4. Younger generations entering the workforce are increasing diversity and requiring more personalized approaches.
5. Gamification and a focus on employee experience is making HR more fun and engagement-driven.
6. Companies are prioritizing social purpose over profits to attract and retain talent.
7. The speed of business is increasing, requiring faster
On January 12, 2018, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) conducted a workshop at HR Innovation Day 2018, of the HR Network Curacao. These are the slides he used.
On November 15, 2017, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) conducted a workshop for the HR Team of P&G IMEA, in Dubai. These are the slides he used.
This document outlines the key skills that will be required for workers in the future due to technological advances like artificial intelligence. These skills include: 1) Technology skills to work with innovations like AI, big data, and virtual reality. 2) Critical thinking skills to realize the benefits of new technologies. 3) A growth mindset to adapt to constant changes. 4) Strong decision making abilities. 5) Diversity and cultural intelligence. 6) Creativity. While AI will not replace all jobs immediately, as AI systems become more advanced and "clever", they are likely to replace more jobs unless workers adapt by gaining these new skills.
THE WAR ON YOUR TALENT: BE READY TO MEET THE CHALLENGETotango
Customer Success Summit 2015 breakout session:
Presented by: Laura Kerekes, Chief Knowledge Officer, ThinkHR Corporation
In today's economy, the war on talent is intensifying, especially for great customer success managers. This interactive presentation will provide insights into the top five things that managers can do to attract and retain their best and brightest employees.
Steve Boese - Digital Transformation and the Future of TalentH3 HR Advisors, Inc.
This document discusses how digital transformation and disruptive technologies are impacting talent and the future of work. It notes that traditional models of finding, developing, and retaining talent are being disrupted as technologies like mobile, social media, analytics and artificial intelligence change expectations. The presentation recommends that organizations adapt to these changes by finding talent through mobile and social platforms, developing talent through peer learning and continuous learning, and retaining talent by focusing on relationships, flexibility and personalization over traditional retention strategies. Organizations must reduce barriers and create differentiated experiences to attract and engage talent in this new environment.
On September 13, 2017, Tom Haak of the HR Trend Institute gave a lecture for 2nd year students of the Vrije University Amsterdam. These are the slides he used.
The document summarizes an HR Analytics presentation featuring a panel of experts from various companies. It introduces the panelists who have over 80 years of combined industry experience working for companies like Oracle, Merck, CareerBuilder Singapore, Credit Suisse, and Abbott Laboratories. The presentation also includes a maturity scale for HR Analytics, ranging from initial and chaotic uses of data to optimized processes that allow organizations to benchmark themselves and improve strategies for recruiting and engagement. The document concludes by mentioning a panel discussion will be part of the presentation.
People analytics: Breaking myths with agility and passion | Talent Connect 2016LinkedIn Talent Solutions
The document summarizes the people analytics work done by Nielsen over the past few years. It discusses how Nielsen started with limited data and basic tools like Excel but was able to gain insights and drive action. Key milestones included expanding people analytics projects to more countries and business units, analyzing topics such as women in leadership, employee rehires, and university recruiting. The work helped reduce attrition, save costs, and give managers useful insights. The CEO notes that Nielsen's focus is on using people analytics to create outcomes and drive business impact, not just provide reports.
Career and Job Search Trends for Millennials and Gen X-ersAlexandra Levit
Based on two major research studies by DeVry University's Career Advisory Board, this presentation identifies where candidates are rocking the job search, and where they're coming up short.
The document describes SkillRater, a social performance management tool. SkillRater allows for continuous feedback on employee skills and performance through metrics-based evaluations and qualitative responses. It was named a top HR product of 2014 and aims to provide timely, positive, and measurable feedback to help employees improve over time. The summary highlights the tool's key features, founders' expertise, and potential benefits for improving team performance, project completion times, and revenue.
Leading by Example: Social Technologies and ASTD Chapter PracticesTaleo Research
This document summarizes a presentation on using social technologies for training chapters. It discusses:
- Polls on which social media attendees use personally and for learning and development roles.
- Definitions of "social learning" and how chapters are applying it.
- Options for social media "hubs" like YouTube, Facebook, Twitter, and blogs that can be content-centric or people-centric.
- A model for organizational learning that is emergent, collaborative, or codified. Examples given of how different industries apply each approach.
- An exercise where attendees assess their chapter's learning needs against this model.
- Possible social interventions like discussions, wikis, microblogs, or
The Big Picture: Beyond Social Learning, Think Social Talent ManagementTaleo Research
A presentation first delivered at Learning 2011 in November, 2011. Provides an overview of social learning, including the specific role that particular social concepts play. Then the same concepts are seen to apply to other areas of talent management, such as recruiting, onboarding, and performance management.
The document discusses how a large healthcare system in Wisconsin and Minnesota implemented social media recruiting strategies, including assigning recruiters tasks to engage on Facebook, LinkedIn, and later YouTube, with the goals of hiring candidates through their social connections and networks. It provides a case study of the healthcare system's experience developing and refining their social media recruiting plan over time.
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.
Death of the Newspaper Industy: Bad News for YouTaleo Research
This is a session I did at Training 2012. The key argument in this presentation is that there are key parallels between newspaper reporters and learning professionals and that in order to avoid a similar fate, we need to rethink our roles and soon. The key shift is from instructional conduit to platform and strategy design.
This webinar was presented by Elliot Masie and David Wilkins as part of learning focused webinar series. In this presentation, Elliot and David discuss key learning trends.
This document discusses rethinking blended learning approaches. It argues that the traditional definition of blended learning is outdated and no longer fits modern learning needs. Blended learning should leverage more informal and social learning opportunities. Examples are provided of how leadership training, new hire onboarding, and software rollouts could incorporate more social and collaborative elements like cohort groups, discussion forums, and peer feedback. The key is developing flexible blends that evolve over time based on variables like audiences and topics. A blended approach should also consider compliance and certification needs. Technology can help blend formal and informal content through tailored portals and self-service configurations. The overall message is that blended learning requires rethinking traditional models to better support real-world, social and mobile
Improving Employee Engagement Through Social LearningTaleo Research
This document discusses improving employee engagement through social learning. It argues that social learning enables the key drivers of engagement by allowing employees to share knowledge, network with peers, and collaborate in shared spaces. It provides examples of how organizations have used social tools like discussion forums, blogs, and expertise networks to create learning communities and drive better business outcomes through increased engagement. The presentation recommends that companies develop a pro-sumer learning model, employee social networks, and shared learning spaces to harness the power of social learning for engagement.
The document discusses social talent and the use of social networks for professional purposes. It provides statistics on InnoCentive such as the number of registered solvers and solution submissions. It also discusses how companies can leverage external talent and social networks to source innovation. Additionally, it presents data on employee engagement, how well managers understand their employees' skills and careers, and challenges in performance management and retaining top talent.
This document summarizes Cricket Communications' approach to workforce development and succession planning. It discusses how Cricket uses a leadership pipeline model to define competencies and career levels. It also describes how Cricket implements succession planning across the organization, focusing on mid-level and senior leaders as well as critical roles. Technology helps Cricket centralize succession data and integrate it with other HR systems. The document also outlines how Cricket prepares employees for future demands through assessments, focused development plans, cross-training, and certifications. Cricket aims to develop versatile employees who can fill different roles.
Hiring for Critical Roles: You're Doing It WrongTaleo Research
The document discusses challenges in filling critical roles through external hiring. It notes that while overall unemployment is high, there are shortages for critical roles that require specific skills. External hiring for these roles is costly, can lower productivity and retention, and risks losing top performers who lack development opportunities. Instead, the document argues companies should focus on internal development and mobility as a default, and improve talent data, job definitions, matching tools, and overall strategy to better source talent internally for critical roles.
Historic inevitability of social everythingTaleo Research
This document discusses how crowdsourcing and open collaboration can allow organizations to harness more talent and innovation. It provides examples like how Innocentive has helped solve over 1,200 challenges by tapping into a network of 250,000 solvers from around the world, and how gamers on Foldit solved a protein structure that had stumped scientists for a decade in just three weeks. The document argues that by breaking problems into smaller pieces and allowing organic collaboration, organizations can achieve more than any group working alone. It suggests ways professional associations like ASTD could adopt these principles to expand their reach and impact.
Reskilling the Workforce: Essential to Business SuccessTaleo Research
Today's business leaders are challenged by a growing disconnect between workers' skills and the work requirements. An ever growing need for knowledge workers and an ever more quickly changing business landscape has led to an increase in skill gaps even as mature economies face the challenge of high unemployment. The only rational approach to this challenge is to increase learning and development efforts in an effort to create a learning culture. This webinar presents evidence for the current challenges and suggests a way forward.
Finding and-developing-emerging-leaders-finalTaleo Research
This document discusses developing emerging leaders within organizations. It emphasizes that frontline leaders are important drivers of business success through increased employee engagement, retention, productivity and financial performance. However, many companies are facing leadership gaps and shortages. The document recommends that organizations focus on leadership development through identifying the key competencies, experiences, and personal attributes needed for success; assessing current employees' fit; and providing developmental experiences to grow internal leaders. Developing leaders internally is highlighted as more effective than external hiring due to faster productivity and increased respect from employees.
Future of talent management drivers and trendsTaleo Research
The next generation of talent management practices and solutions will be impacted by three major factors:
economic evolution
demographic changes
technology advancements
These factors are dramatically influencing the way people work, the way companies are organized, and the way talent is managed. This paper is the first of a two part series that will explore the changes needed in current business and talent management processes and technology to effectively deliver business value five to ten years from now. This first paper articulates and frames the key drivers of change. The second paper explores the resulting impacts to talent management processes and technologies.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
Keynote address for #SGZA 2015 "Unlikely Heroes"
Can Agility Change the World? Bridging the Digital Divide with Agile Training
At codeX we’re developing a breakthrough education model to address the skills shortage and the digital divide, using our experience training agile teams.
We believe in changing the future, and this is a story about what we’ve learnt about agility, diversity and making real change.
HR Forum - The Latest HR Technology to Drive Productivity & Profit
NSWBC, Cornerstone OnDemand & AbilityMAP – July 14, 2016, Sydney Australia
Presentation covers key topics:
- A New World of Work in Australia and Beyond
- Mobility, and more important the rise of mobile devices, combined with social networking has changed our work models. Employees are now leveraging multiple devices to get work done no matter where they are.
- Data Driven - Organizations need deeper insights to solve for increasing skills gaps and talent shortages, developing future leaders, and improved employee engagement.
- Building your own Talent Management vision
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
The webinar provided an overview of people science and how it can help organizations become people companies. It began with introductions and outlined the agenda. The presenters then discussed how the changing technology and business landscape requires a new people model focused on data and analytics. They defined people science and explained how it uses data-driven insights to help organizations with challenges like skills gaps, productivity, and talent retention. The webinar emphasized starting with an accurate data foundation and applying the scientific method to generate actionable knowledge that can optimize the people strategy.
Analytics, Schmanalytics It's About More than Just DataGilman Sullivan
1. Analytics involves using technology, techniques and processes to understand data in order to drive business decisions and determine trends. It can help organizations be more efficient and improve results.
2. For an organization to truly benefit from analytics, key decision makers must embrace regularly gathering, analyzing and reviewing data. Leaders must leverage analytic tools, techniques and processes to guide efficiency and performance. This requires changing how people think and make decisions.
3. Implementing an analytic culture carefully and thoughtfully is important for successful change. It involves preparing the organization, defining questions to answer, ensuring skills and preparing people for a new way of working.
The $687B Question: Is Employee Engagement the Driver of Business Success?Human Capital Media
There’s been a lot of buzz about employee engagement in the workplace and for good reason. Today’s organizations face changing working patterns, evolving employee expectations and growing complexity — all of which pose significant challenges for keeping people engaged and motivated on the job. With so much at stake, are executives and HR professionals focusing adequate attention on employee engagement? What impact are prevailing tools, approaches and practices having on workforce productivity? And how do all these factors affect overall performance and, ultimately, the bottom line?
Ian Parkes, director of Coleman Parkes Research, and Joyce Maroney, director of the Workforce Institute at Kronos, will address eye-opening research that sheds new light on the challenges, opportunities and costs of employee engagement — or lack thereof — at today’s organizations. They’ll discuss key findings, highlight areas for improvement and explain the roles leadership, technology and talent management play in optimizing workforce engagement for sustained competitive advantage. You’ll gain valuable insights into:
The increasing complexity of working life and the impact on employee engagement.
The high opportunity cost of time wasted on non-job-related administrative tasks.
How the role of HR needs to change in order to build a culture of engagement.
Ways outdated technology is hindering employee productivity and engagement.
Why the inability to recruit and retain skilled talent is a core business disruptor.
Key drivers of engagement and how your organization can unburden the workforce.
What is data science? No really, what is a data scientist?Dr. Melissa Sassi
This presentation was adapted from content and spired by by Eva-Marie Muller-Stuler, my friend and fellow IBMer. Learn the secret sauce of becoming a data scientist, including the soft & hard skills necessary to be successful in your data science career journey.
MM Bagali ......HR...... Succession planning......HRM......HRD.......Managementdr m m bagali, phd in hr
This document discusses various aspects of human resources planning including estimating future staffing needs, global trends impacting organizations, and 21st century skills. It covers topics such as succession planning, careers, developing employees, and challenges with management development efforts. The overall purpose is to provide an overview of strategic human resources planning processes and considerations for ensuring an organization has the right employees with the right skills both currently and in the future.
What is data literacy? Which organizations, and which workers in those organizations, need to be data-literate? There are seemingly hundreds of definitions of data literacy, along with almost as many opinions about how to achieve it.
In a broader perspective, companies must consider whether data literacy is an isolated goal or one component of a broader learning strategy to address skill deficits. How does data literacy compare to other types of skills or “literacy” such as business acumen?
This session will position data literacy in the context of other worker skills as a framework for understanding how and where it fits and how to advocate for its importance.
The Home Team Advantage: Achieving Results With Talent MobilityHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin by Deloitte defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join Bobby Morris, talent solutions strategist at SumTotal Systems, as he discusses how several large global organizations achieved the benefits of talent mobility, including:
The key elements of successful talent mobility programs.
Key process requirements your business should embrace to have an effective talent mobility solution.
How integrated talent technology can help your business create a successful talent mobility solution.
How to get started today, and the results your organization can expect.
Beyond Digital HR: When Everyone is in the Cloud, Who Wins? IBM
Executives in every line of business are exploring how AI, or cognitive solutions, can impact their respective departments. CHROs are no exception and need to know how AI can complement existing investments in cloud HR. IBM’s recent research reveals areas where cognitive capabilities can be leveraged in the new HR era. IBM's 2018 HCM World discussion incorporates findings around how chatbots can be an integral aspect of the new digital HR experience with user-centric design that builds a motivated and high-performing workforce. Join us to explore our 2018 HCM World Update to IBM's HCM Research Findings.
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
Frontline management profiling study potentials and pitfalls in leading mil...Salt & Light Ventures
Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.
This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.
As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.
מצגת הסוקרת נקודות מרכזיות בתחום ניהול הידע כיום.
למה מתכוונים כשאומרים ניהול ידע? מה זה ידע? מה נופל תחת הכותרת של ניהול ידע? מהם סוגי הידע? היכן נמצא המידע? כיצד מתמודדים עם הצפת מידע? כיצד האינטרנט מסייע בתהליך? מהם המכשולים בדרך? למה לשתף בידע? התשתית הנדרשת, תרבות ארגונית, תפקיד מנהל הידע, וכלים לבחירת טכנולוגיה.
המצגת באנגלית מאת שמעון ברק מנהל ידע באמדוקס הוצגה בקורס ניהול ידע.
This document discusses best practices for succession management and employee retention. It explores current trends showing many upcoming retirements and skills shortages. Effective succession management focuses on individual development aligned with organizational strategy. It identifies high potentials and provides career development, rather than just filling positions. Regular talent reviews and leadership assessments help develop successors and retain top employees. Measuring outcomes ensures the process works to prepare internal candidates for future leadership roles.
This document summarizes the skills that will be important for personal assistants and secretaries in 2020 and beyond based on a seminar presented by Catalyst Consulting. It identifies that complex problem solving, critical thinking, creativity, people management, coordinating with others, emotional intelligence, judgment and decision making, service orientation, negotiation, and cognitive flexibility will be the top 10 skills needed in 2020. It provides definitions and examples for each skill area, emphasizing how personal assistants can develop these skills through continuous learning, communication, collaboration and embracing change.
Webinar – The Evolution of Digital Talent: Implications for Talent DevelopmentKNOLSKAPE
About the Webinar: The L&D and Talent development functions are fast evolving in the 21st century. Anytime, anywhere learning tools are now commonplace, and the modern learner is no longer just dependent on formal learning tools to guide his or her learning. Given this backdrop, Dr. Swatee Sarangi, Head - Capability Development, Corporate HR at Larsen & Toubro and Subramanian Kalpathi, Head of KNOLSKAPE Insight Centre address the following subjects:
1) Introduction to latest research from KNOLSKAPE
2) The evolution of digital talent, and what this means for talent development
3) The missing link: building soft digital skills among your workforce
4) How learning culture plays a vital role in the success or failure of your talent initiatives
THE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATAHuman Capital Media
Employers want and need employees with certain skills to stay relevant and competitive. Employees don’t have them. So what can organizations do to future proof their teams and their company? External hiring is usually the first place organizations look, but it’s time-consuming and expensive. There is power in devoting time to internally solving the skills gap. Benefits include a more skilled and competitive workforce, and employees with longer tenure. Successful CLOs realize that their employees are a competitive advantage, and they deserve the same (if not higher) investment than what we put into our products. So what can you do? For starters, begin looking for ways to measure your people's skill-sets so you know where gaps exist. Join us for this webinar to learn more.
In this webinar:
Understand the symptoms of misplaced skills in your company and the labor market at large
Understand the business case for correcting misplaced skills in your company
Learn a framework for putting the right skills in the right place at the right time through talent management and upskill plans that align to company objectives
Similar to Capitalizing on your agency's talent (20)
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
How information systems are built or acquired puts information, which is what they should be about, in a secondary place. Our language adapted accordingly, and we no longer talk about information systems but applications. Applications evolved in a way to break data into diverse fragments, tightly coupled with applications and expensive to integrate. The result is technical debt, which is re-paid by taking even bigger "loans", resulting in an ever-increasing technical debt. Software engineering and procurement practices work in sync with market forces to maintain this trend. This talk demonstrates how natural this situation is. The question is: can something be done to reverse the trend?
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
"Choosing proper type of scaling", Olena SyrotaFwdays
Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
2. AGENDA Why does Talent matter? What do organizations know about Talent? Why does Workforce Visibility matter to government agencies? Rebalancing the workforce Retirement planning Succession for critical roles
5. SPEED OF CHANGE GLOBAL EXPANSION RECESSION TURN RECESSION RECOVERY REACTION INNOVATION SKILL GAP TIME
6. SPEED OF CHANGE CULTURECHANGE GLOBAL EXPANSION RECESSION TURN BOOMERS REACTION INNOVATION SKILL GAP TIME
7. SPEED OF CHANGE PROCESSCHANGE GLOBAL EXPANSION RECESSION TURN DISASTER REACTION INNOVATION SKILL GAP TIME
8. TECHNOLOGY CULTURECHANGE GLOBAL EXPANSION RECESSION TURN DISASTER BOOMERS SPEED OF CHANGE RECESSION RECOVERY REACTION INNOVATION SKILL GAP TIME
9. OUR Perspective Individuals are more personally empowered Competition for the right talent will be fierce Know what you have, anticipate what you’ll need Knowledge needs to be in the hands of everyone ?
10. WE KNOW SO LITTLE ABOUT PEOPLE TALENT INTELLIGENCE
11. WE KNOW SO LITTLE ABOUT PEOPLE TALENT INTELLIGENCE
14. Organizational Talent Intelligence <25% have access to people insights Most Organizations lack key info on Employees when they have it, managers don’t Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010
15. Organizational Talent Intelligence 23% Have visibility into Career paths for top performers Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010
16. Organizational Talent Intelligence 29% Have visibility into Succession Plans for top performers Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010
17. Organizational Talent Intelligence 23% Have visibility into Flight Riskin Critical roles Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010
19. POLL: WHAT IS YOUR AGENCY’S BIGGEST BARRIER TO HAVING A CLEAR VIEW of TALENT? A. Disparate systems that track employee data B. Manual processes to collect and aggregate data C. Incomplete data to make decisions D. Out-of-date data E. Other
26. Requirements for Workforce Visibility Complete and Comprehensive Information Competencies Certifications Job position, function Employment History Risk of Loss Preferences … Current Information Easily Accessible Information
29. Talent Intelligence for Retirement and workforce Planning Overall Workforce Retirement Eligible
30. Talent Intelligence for Retirement and workforce Planning Overall Workforce How many? When? What skills, knowledge? Retirement Eligible
31. Talent Intelligence for Retirement and workforce Planning Overall Workforce How many? When? What skills, knowledge? Retirement Eligible What development programs do we need? What changes to hiring?
32. Talent Intelligence for Retirement and workforce Planning Overall Workforce How many? When? What skills, knowledge? Retirement Eligible Are we ramping skills in the rest of the workforce? What development programs do we need? What changes to hiring?
34. UNLOCKING THE POWER OF PEOPLE COLLECT GAIN INSIGHT ACT Talent Intelligence Organizational PERFORMANCE
35. Summary Talent is a key driver of org success Most orgs know more about their laptops Key agency challenges require Talent Intelligence: Rebalancing the workforce Retirement planning Succession for critical roles Talent Intelligence is about: Data capture to create a complete employee profile Insights to connect the dots across data elements Decision support to improve management of talent
Thank you for the introduction, and I want to thank everyone who’s attending today’s webinar as well – for taking time out of your busy day to explore the topic of workforce visibility. For those of you that aren’t familiar with Taleo, we are a provider of cloud-based talent management software and we have over 5,000 customers who are using our software to manage a variety of talent processes including recruiting, onboarding, performance management, workforce development and compensation management.
Now, you’re here because you already know the power of people. But you may not know that certain key industry trends are making it more important – and more challenging – to manage talent as effectively as possible. First of all, when it comes to people related information, the walls are coming down quickly. There are over 100 million people on LinkedIn and 750 million on Facebook and they are connected 24/7 on their mobile devices. As a result, it’s so much easier for companies to find them and it’s so much easier for them to find out about new job opportunities. We’re awash in a sea of information, which on the plus side, means we can have more data to make informed decisions. But on the downside, it’s becoming increasingly difficult to sort through the data that matters. Where do we find our best candidates? What career paths do our high performers follow? What critical roles have no identified successors?
Technology is helping us to address this challenge, but it’s also adding to it. Now we have to worry not just about relevant employee data inside the organization, but we need to think about relevant data outside the organization as well. And somehow, we need to address the issue of why it’s still easier to find talent and expertise on Facebook or Linkedin than it is to find it within our own agency walls.
While these technology changes are, in and of themselves, a significant challenge to our processes and strategies, our organizations are also impacted by macro-economic and demographic trends. A great example of that is the changes we are seeing in the market right now, as the economy bumps alone, companies are shifting their strategies from just surviving and being hunkered down in their existing markets to innovating and expanding globally and now more recently, to hunkering down again. These vacillations impact your strategies and processes directly – whether it’s where you spend your dollars, how you react to changing legislative and executive priorities, or how you help your team adapt to these changes whether it’s through engagement efforts, talent mobility, or reskilling efforts.
And of course, it’s not just the economy we need to think about. The retirement of Boomers is going to put tremendous pressure on organizations to focus on succession planning, critical skills and roles, mentoring and accelerated leadership training, just to name a few.
More episodic events such as natural or man-made disasters can dramatically impact HR planning and processes as well. Whether it’s oil spills, tsunamis, and nuclear meltdowns, or terrorist attacks, the events of the last decade have put more emphasis on agility, strategic resource planning, and disaster recovery – all of which are highly dependent on the quality, versatility, and motivation of our talent.
Each of these drivers, on their own, would suggest that we take a hard look at our talent practices and talent awareness. Our challenge today is that we are facing these systemic shocks not linearly, but parallel. Not in isolation, but in reinforcing ways – disasters make recessions worse, both from direct economic impacts and from the financial impart of new regulations and mandates. Recession means Boomers are staying in the workforce longer which exacerbates unemployment among Millennials and limits career growth for Gen X.
While these previously mentioned socio-economic trends are happening, we also see smaller trends that are also impacting how organizations find and manage their talent.
And yet in 2011 we still see that so many companies know more about their depreciating assets, like their $1,000 laptops, than they do about their appreciating $100,000+ a year employees. Right now, companies are focusing on things rather than the people who procure, manage, build, design, operate, and train on them. We have he focus on the wrong asset. And given the market forces we just talked about, this is going to put many companies in a very vulnerable position.
We need to bring our people to the front of this dynamic. Unlike things, people are an appreciating asset that gets better with use and age. A greater focus on people means smarter talent utilization within the business which can dramatically improve the ability to meet agency objectives.
In 2010, Taleo and HCI conducted a study to find out what kind of people data organizations had ready access to. The results weren’t terribly surprising, but they were revealing. Consider the importance of some of these metrics for your frontline leadership planning – Competency / Skill Gap analysis? Kind of important. Top performers with no career path? Top Performers not on a Succession Plan? Succession Bench Strength? These are critical bits of information to have as you plan your leadership strategy.
In the aggregate, less than 25% of companies had access to this kind of information and of those only a fraction shared this information with LOB managers – you know, the ones who actually have to act on it.
Scary number right, the more so since “top performers” aren’t having a real hard time finding new jobs. The reality is that top performers are in demand regardless of economic conditions. If you don’t know where they are going career-wise, it doesn’t mean they don’t. Their next career move may just be to a competitor.
In 2010, Taleo and HCI conducted a study to find out what kind of people data organizations had ready access to. The results weren’t terribly surprising, but they were revealing. Consider the importance of some of these metrics for your frontline leadership planning – Competency / Skill Gap analysis? Kind of important. Top performers with no career path? Top Performers not on a Succession Plan? Succession Bench Strength? These are critical bits of information to have as you plan your leadership strategy. [advance the animation] In the aggregate, less than 25% of companies had access to this kind of information and of those only a fraction shared this information with LOB managers – you know, the ones who actually have to act on it.
Good spot for John to share insights regarding whether these numbers jive with govt agencies he’s worked with.
The first is budgetary pressures. Clearly, these are extraordinary times as far as changes in budget are concerned. This is a developing story, with future spending being the focal point of debate and negotiation. But these debates are really about the magnitude of change. Regardless of where we end up, what’s clear is the budgets will certainly get tighter as a whole. Tightening budgets mean that every human capital dollar that gets spent will need to be spent in an optimal way. From a staffing perspectives, Salaries need to be spent on the skills that are most essential. From a workforce development perspective, there’s a tremendous amount of budgetary pressure as well. A study that Bersin & Associates published earlier this year looked at the change in budgets for training programs by sector, and unfortunately, out of the 8 industry segments surveyed, the public sector experienced the most significant decrease in training budgets, dropping by 7%. My guess is that if they repeat the survey next year, the numbers may not be that different. Now from a training perspective, the good news is that Bersin also identified some options that can help reduce costs such as greater use of online training, mentoring programs, peer-to-peer training, or rotational assignments. Even with these lower cost options, however, there’s going to be a need to ensure that these programs are designed in a way to fill the skill gaps that are most significant, and that these programs are indeed effective in filling skill gaps for employees. And there’s really no way to do either of those things, without good visibility into the skill set of your workforce and data on how those skills evolve over time.
So, as we’ve seen, there are a number of ongoing initiatives for which workforce visibility can play an important role. At this juncture, it would be interesting to see how much of a priority each of these initiatives are for members of our audience, so I’d like to open a quick poll on the topic. So please go ahead and answer…
In addition to these high level trends, there are a number of initiatives underway at agencies for which having visibility into the composition of the workforce is essential. I’ll touch on exactly how workforce visibility can make managing each of these initiatives more effective later in the presentation but for now, I’d like to set some high level context. The first high-level initiative where workforce visibility can help is with Rebalancing the Workforce. In the summer of 2009, when OMB issued their Memorandum on Managing the Multi-sector workforce, one of the key issues that they called out is that many agencies lack the visibility that that’s needed to take a strategic, as opposed to reactive approach to balancing the workforce. Specifically, the memo stated that managers lack information about how contractor employees are deployed throughout organizations and how they are integrated with federal employees. Without visibility into this type of data, it’s very difficult for agencies to maximize the use of contracting dollars while still ensuring that the right functions are being performed with people with the right skills and the right type of resource. The second initiative where Workforce Visibility plays a key role is in actively managing the pipeline of talent for Mission Critical Occupations. Because these positions are mission-critical, it’s essential that agencies proactively manage the development of employees with a view towards building the needed skills, or recruiting talent with these skills. Regardless of the mix between recruiting or development, it will be hard to take the right action without data that shows where an organization stands today with respect to the inventory of critical skills and how that inventory may change over time due to turnover or retirement Finally, there is the aging of the government workforce. The statistic I’ve seen most recently on the issue is the “50%” statistic. By the end of 2015, more than 50 percent of the 7746 senior executives in place at beginning of 2011 will have left. And as well know, the issue with impending retirements is not restricted to just senior leadership but broader segments of the workforce as well. The core human capital question is how will these skills be replaced? And answering that question is not possible without a holistic view into what those skills are.
At this point, I’d like to touch very briefly on why visibility into the mix, structure and composition of the workforce is so difficult to achieve. As a follow on to the survey we conducted last year on Workforce Visibility, we spent a lot of time speaking with our customers on why the data they deemed “essential to have” was ultimately not “accessible” and here’s what we found.
Data is dispersedData changesData may have gapsComplexity makes it an exercise that only IT can perform, and now we are competing with IT priorities to get visibilityFolks can be pretty resourceful in the face of these challenges -> resort to spreadsheets to integrate data It may not surprise you that 75% of orgs use spreadsheets What you may not know is that 61% of these organizations find errors A lot don’t use auditing software and when they doo, they find errors Look at a single process and when they are used and not used -> the difference is big. add some color regarding his experience with govt agencies in this regard.
To answer the key questions, workforce information needs to be comprehensive and centralized. The types of information to be captured can range from the basic and essential, such as job position, function and tenure, to more skill specific information like competencies, certifications and perhaps even employment history that would show that an employee has held a role in the past that would make them a better fit for a specific future role. While all these attributes are important, it’s perhaps competencies that are most important. Competencies are the fundamental currency of talent. Through assessments, competencies can become a quantifiable measure of how an employee can contribute today, how an employee would need to develop in order to contribute more effectively in a current role, or contribute in a future role. (1:42). So competency levels are absolutely essential to capture. In addition to basic information and skill-specific information, it’s important to capture information on how workforce attributes change or could change over time. For example tracking retirement eligibility dates can help to point out future risk of loss (30). And that can help with future planning efforts to get the right talent in place. Also, capturing competency information not just at a point in time, but over time, can help demonstrate how a specific employee’s skills are evolving but also how the skills in the workforce as a whole are changing. In addition to being comprehensive and complete, the information also needs to be current. One of the more interesting statistics that I’ve seen recently from the Bureau of Labor statistics is that workers in the public sector had nearly twice the tenure of private sector workers, at 7.2 vs. 4.0 years. The reason I bring this up is that it’s during the hiring process that organizations most closely look at the skills that a person has, because they are looking for the best fit. The point is that the longer the tenure of an employee, the further an organization gets from having full visibility into a person’s skills. For skill information to be valuable, it needs to be captured not just at the point of recruiting, but on an ongoing basis as well. Finally, the information needs to be readily accessible in a form that’s ready to answer the key human capital questions that need to be answered. Taking a technical view on this, it’s not enough to have simply a centralized database, but you need the right kind of reporting as well to answer the key questions. These requirements may seem daunting, and will require some effort in capturing the right information, aggregating it and creating insight from it. But the payoff from having this type of visibility is essential in times of constrained budgets and increasing mission. Let’s review a few of the ways that this visibility can make agencies more effective and efficient in managing talent.d complete, the information also needs to be current. One of the more interesting statistics that I’ve seen recently from the Bureau of Labor statistics is that workers in the public
When it comes to rebalancing the workforce, this type of visibility helps in a few different ways. First it provides a general context of the mix and structure of the workforce. This can help you quickly assess the number and distribution of contractors. And by distribution I mean where in the organization or where geographically these contractors are used. It can also be helpful in assessing where there is overlap or redundancy in employees and contractors, and spotting this type of redundancy is especially valuable when budgets are tight. Next this visibility can help develop a more qualified organic workforce. The figure I’ve seen cited a couple of times is that the average contractor costs 250% what the average employee costs. Taking that statistic as a given adds even more urgency to building the right skills in the organic workforce. Workforce visibility can help identify the extent of the skills gap within the employee base, both the magnitude and the specific skills that are lacking – which in turn can help you create development programs that address the most significant skill gaps, ensuring that those training dollars that are getting scarcer by the day are being put to best use. Finally, visibility can also help you better manage your use of contractors by flagging short term skill gaps in the employee base. If these skill gaps are among employees in functions that are not inherently governmental, then you have identified precisely the areas in which contracting dollars can be spent to have maximum impact. If these skill gaps pertain to managing acquisition programs or managing contractors, then that information can suggest short-term measures to fill those gaps such as training or hiring.
Workforce visibility is also crucial to actively managing the supply of talent for mission-critical occupations. First, it gives you an overall workforce profile. At this high level, you’ll be able to see what fraction of those in mission-critical occupations you risk losing to retirement and when. What the tenure is of those in mission-critical positions and other general information. Second, it can help identify skill gaps. Because these positions are mission-critical, it’s absolutely essential that employees currently filling these positions have the skills they need to be successful. At a macro-level, it’s also important to have enough employees with the right skills. Now, Visibility can help identify not just current skill gaps, but future ones as well, by highlighting the employees, and associated skills, that an agency could lose to retirement. Once the gaps have been identified, agencies can design and implement development programs that are most likely to have an impact. The information on skill gaps can also be used to identify who should be participating in development programs. A very nice example of this is the work that the IRS is doing and that Bersin has written about. The IRS is being very efficient in delivering it’s development programs by delivering them only to those employees who have a skill gap as identified through an assessment. This is a great example of using data about employees and the workforce to make the most efficient use of development programs and stretch limited budget dollars as much as possible.
So, those employees in mission-critical occupations represent one segment of the workforce where having visibility is essential to making the right decisions regarding development and hiring. Another segment where visibility is very important is with the population that an agency risks losing to retirement. The first step where visibility helps is in identifying the individuals that belong to that segment.
Once you’ve identified that population, you can begin to look at them as a group, identifying not just how many employees belong to that population but beginning to get a handle on the skills possessed by that group.
Those skills represent precisely those that you need to backfill through recruiting or through development programs for current employees. Ultimately, what this visibility provides is the opportunity for more targeted development and recruiting efforts so that you get the most bang for your buck from every training or salary dollar available.
Once the right development programs and recruiting strategies have been put into place, you can start looking at the trends in skill sets and competencies for the rest of the workforce, with a view towards validating whether the skill sets present in the retirement eligible population are growing in the rest of the population.
There are three elements involved in unlocking the power of people.It starts with collecting information about people,-Turning that information into insight, and-Acting on that insight to drive better business performance.And this is a self-supporting process because each time you execute a talent strategy, you’ll gather more information to become even more effective and efficient. This is what we call Talent Intelligence and it’s what we think about all day, every day.
In summary, talent is a key driver of organizational success, yet we know more about our laptops than we do about our people. And at a time when the macroeconomic climate is requiring that we know more. Within government agencies, talent intelligence is a key driver of mission fulfillment, particularly as it relates to the issues of rebalancing the workforce, retirement planning, and succession for critical roles. By capturing the right data at the right time and “connecting the dots” between silo’ed talent data, Taleo enables your managers, executives and HR professionals to make better talent decisions in the context and workflow of their everyday jobs.Thank you for attending today’s webinar.