73% CEOs in India spend more than one-fourth of their time directly on talent-related activities. While 68% acknowledge that this time has increased in recent years, 79% also affirm that this focus will only increase further next year. This indicates a relevant change in the way organizations are functioning today. The People Matters - Monster.com CEO as the Chief Talent Officer Study 2011 reveals what CEOs are doing in their individual capacity to leverage the people advantage to build successful and sustainable organizations.
What will the workplace look like in 2030? Will our work be truly an extension of our home and social space? Will mobile phones replace laptops as our work device? How will
organizations identify talent? What will career mean? Forecasting for workplace 2030 may not be as far-fetched as it seems, as some of these are already today’s reality. In this story, People Matters explores how talent management and the workplace will evolve in the next 20 years and how businesses can take advantage of the new paradigm
Crafting the leadership an all wheel-drive for 21st centurydrvijayamravi
The document discusses the traits needed for effective leadership in the 21st century. It notes that future leaders will face complex challenges like rapid change, increased competition and a vast explosion of knowledge. Key traits discussed include facilitating collective intelligence, managing knowledge effectively, succession planning, strategic planning, and transforming organizations through principles-based leadership with strong character. The document argues that tomorrow's leaders will need wisdom in addition to intelligence to guide organizations through uncertainty.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
The influential business leaders to watch small(1)Merry D'souza
One significant leader, featuring on the cover of this edition, is Jenny Hunt, the Founding Partner and CEO of Gateway Group of Companies. Jenny is a bestselling author for her eBook, Gateway To Abu Dhabi: How to expand your business into the capital of the UAE.
1) Abhishek joined HDFC Standard Life as a Sales Manager but became demotivated due to a lack of recognition, responsibility, and meaningful work.
2) Though dissatisfied, Abhishek remained at HDFC due to job security and good relationships with colleagues.
3) The regional manager took steps to counsel and train Abhishek, giving him responsibility to direct an important drama which improved his performance and outlook.
4) Abhishek was promoted and found motivation in customer interaction, challenges, and recognition, leading to higher productivity and promotions within HDFC.
Atyaasaa Consulting Private Limited is a leading human resource training and consulting firm in India and overseas. It partners with top brands to help with people development and business excellence. Atyaasaa differentiates itself through continual innovation, customization of solutions, and use of advanced technology tools. It aims to implement strategies and solutions ethically through experienced human resource facilitators who value contribution.
The document discusses Atyaasaa Consulting and provides its contact information. It also previews the topics that will be covered in the April 2015 issue of the Knowledge Beans newsletter, including using competency mapping to retain high-value employees and five ways to retain talented workers through engagement, growth opportunities, aligning work with aspirations
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.
Developing Leadership and Talent for Organizational PerformanceMelinda Irene Netto
This document discusses strategies and tools for developing leadership and talent for organizational performance. It argues that leadership development requires understanding influence processes and building collaborative cultures. Talent development is critical and leaders must develop employee capabilities and manage performance. Effective strategies include understanding business needs, assessing talent pools, growing talent internally through mobility and development, and optimizing talent flow across the organization. Key tools include talent reviews, benchmarking, succession planning, and integrating talent management with business planning.
What will the workplace look like in 2030? Will our work be truly an extension of our home and social space? Will mobile phones replace laptops as our work device? How will
organizations identify talent? What will career mean? Forecasting for workplace 2030 may not be as far-fetched as it seems, as some of these are already today’s reality. In this story, People Matters explores how talent management and the workplace will evolve in the next 20 years and how businesses can take advantage of the new paradigm
Crafting the leadership an all wheel-drive for 21st centurydrvijayamravi
The document discusses the traits needed for effective leadership in the 21st century. It notes that future leaders will face complex challenges like rapid change, increased competition and a vast explosion of knowledge. Key traits discussed include facilitating collective intelligence, managing knowledge effectively, succession planning, strategic planning, and transforming organizations through principles-based leadership with strong character. The document argues that tomorrow's leaders will need wisdom in addition to intelligence to guide organizations through uncertainty.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
The influential business leaders to watch small(1)Merry D'souza
One significant leader, featuring on the cover of this edition, is Jenny Hunt, the Founding Partner and CEO of Gateway Group of Companies. Jenny is a bestselling author for her eBook, Gateway To Abu Dhabi: How to expand your business into the capital of the UAE.
1) Abhishek joined HDFC Standard Life as a Sales Manager but became demotivated due to a lack of recognition, responsibility, and meaningful work.
2) Though dissatisfied, Abhishek remained at HDFC due to job security and good relationships with colleagues.
3) The regional manager took steps to counsel and train Abhishek, giving him responsibility to direct an important drama which improved his performance and outlook.
4) Abhishek was promoted and found motivation in customer interaction, challenges, and recognition, leading to higher productivity and promotions within HDFC.
Atyaasaa Consulting Private Limited is a leading human resource training and consulting firm in India and overseas. It partners with top brands to help with people development and business excellence. Atyaasaa differentiates itself through continual innovation, customization of solutions, and use of advanced technology tools. It aims to implement strategies and solutions ethically through experienced human resource facilitators who value contribution.
The document discusses Atyaasaa Consulting and provides its contact information. It also previews the topics that will be covered in the April 2015 issue of the Knowledge Beans newsletter, including using competency mapping to retain high-value employees and five ways to retain talented workers through engagement, growth opportunities, aligning work with aspirations
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.
Developing Leadership and Talent for Organizational PerformanceMelinda Irene Netto
This document discusses strategies and tools for developing leadership and talent for organizational performance. It argues that leadership development requires understanding influence processes and building collaborative cultures. Talent development is critical and leaders must develop employee capabilities and manage performance. Effective strategies include understanding business needs, assessing talent pools, growing talent internally through mobility and development, and optimizing talent flow across the organization. Key tools include talent reviews, benchmarking, succession planning, and integrating talent management with business planning.
The document discusses how LHH helps companies realize the potential of their existing workforces. It describes how LHH provides services like assessments, coaching, reskilling and internal mobility programs to help companies identify skills within their current employees, develop talent, and fill positions from within. This allows companies to increase productivity and engagement while reducing costs associated with replacing employees. LHH works with large multinational companies and has experience transforming entire workforces and developing leaders.
This issue of Business Manager magazine focuses on the topic of skill development for the Make in India initiative. It contains several articles related to this topic:
1. The cover story discusses the pivotal role of HR in ensuring job creation under Make in India is supported by necessary skills training and policies to provide skillsets that meet the demands of new technologies.
2. Other articles provide perspectives on developing talent, performance management and coaching, benchmark practices for skills excellence, identifying and tackling team demotivation, and making the rewards system more relevant and valuable.
3. The issue also includes articles on self-discovery, creating a culture of accountability, a dynamic employee appraisal approach, and keeping employees renewed and excellent.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
The document discusses the benefits of employee development programs for companies. It argues that such programs improve organizational performance by increasing employees' skills and knowledge, helping retain valuable staff by showing the company invests in their growth, and allow the workforce to adapt to new technologies. Specific initiatives are recommended, like promoting from within, reimbursing tuition costs, and establishing mentoring relationships to foster learning across experience levels. The overall goal is to leverage training into higher individual and company performance over time through a joint effort between employees and their employer to continuously upgrade abilities.
The HR Revista 2nd Issue - Survival of the FittestChintan Trivedi
2nd Issue of The HR Revista - Quarterly E-magazine published by MHRM students and Alumni Forum of Faculty of Social Work, The Maharaja Sayajirao University, Vadodara
The document discusses various challenges faced by human resource managers and suggestions to overcome them. It defines HRM and lists key functions of HR managers. Some major challenges discussed are attrition, recruitment and training costs due to attrition, retention of employees, effective communication, and competitive challenges due to globalization and new technologies. Suggestions provided include adopting new trends, improving job satisfaction, reducing work pressure, effective training, and embracing new technologies. Examples given are of smoking bans in Japanese companies and challenges faced by an Indian cigarette company.
Leading People in Brazil presents insights and challenges to large corporations and senior leaders, based on ELOS Essential Leadership Skills For Organizational Strategy methodology developed by Dr. Daniel Augusto Motta, CEO of BMI
The document provides an outline for a 1-day workshop on inspirational and transformational leadership. The workshop aims to help participants understand the changing demands of leadership and develop skills in emotional intelligence and flexible leadership styles.
The workshop overview describes the new realities of leadership involving empowerment, collaboration, diversity and ethical purpose rather than control and self-interest. It will cover emotional intelligence competencies, different leadership styles, and how leadership impacts organizational climate and performance.
The learning outcomes are to help participants gain understanding of effective leadership in engaging employees, develop emotional intelligence, understand situational leadership styles, learn coaching skills, and create a personal leadership development plan. The workshop will use methods like videos, assessments, exercises and case studies
This document provides information about Talent2, a company that offers human resources outsourcing and consulting services globally. It lists various HR services including executive search, payroll processing, learning and development, and HR consulting. The document highlights Talent2's regional presence and capabilities in the Middle East and Africa to provide end-to-end outsourced HR solutions. It also shares examples of projects Talent2 has completed for clients in the region.
The document provides an overview of internal branding from a human resources perspective based on interviews with HR professionals from over a dozen companies. Some key findings include:
1) Internal branding is important for successfully implementing business strategy by empowering employees to deliver a consistent customer experience.
2) To engage employees, companies must foster pride, provide rewards/recognition, and ensure consistency over time.
3) Developing a set of values is paramount, and companies devote significant resources to developing values through research and ensuring buy-in across functions.
4) Maintaining internal branding requires orientation, training, and structural alignment to reinforce values at all stages of employment.
The document discusses how Talent2 provides talent management solutions, such as executive search and selection, HRIS software and services, and learning and development consulting, to help companies attract, manage, and optimize their workforce. It notes that companies are increasingly outsourcing HR functions to specialists like Talent2 to gain a competitive advantage. Talent2 invites readers to contact them to discuss how they can help manage an organization's talent for the future through specialized services that are flexible.
The document discusses recruitment trends for 2018, including a shift from an "Advertise & Apply" model to a "Find & Engage" model using technology and data to proactively find and engage candidates. It also discusses how job seekers can enhance their personal brand using video and provides tips on becoming a learning organization, including the role of leaders in fostering learning and communication of a shared vision.
This document provides an overview of managing talent effectively in 2013. It discusses key topics such as defining talent and talent management, the talent matrix, strategic perspectives on talent management, key focus areas, principal talent processes, recommendations, examining organizational culture, and developing an integrated talent management system. The document aims to help organizations better understand talent management strategies and processes.
This document provides information on HR services offered by Qualitas T&G Consulting and Organizational Development Ltd., including leadership development, human resource development, change management, and organization development. The company uses various assessment tools and methods like MBTI, RDA competence assessment, coaching, and training to provide tailored solutions. Services are offered both individually and for groups/organizations and are supported by online systems. Potential clients can request offers by filling out a form.
This document is a dissertation submitted by Syed Ali Arshad to London Metropolitan University for a Masters in Business Administration. The dissertation explores how Asia Petroleum can develop its talent management strategy to gain a competitive advantage during intense competition for employees. The introduction provides background on why talent management is important for organizations today due to factors such as the changing nature of assets, demographic shifts, and the changing expectations of employees. It establishes talent management as a key business problem and competitive issue that Asia Petroleum needs to address.
This document discusses the importance of lifelong learning for professionals. It notes that the healthcare industry is constantly changing due to technology and increasing complexity, requiring professionals to continually learn and expand their skills. Both individuals and their employers benefit when lifelong learning is supported and valued. The document highlights how supporting professional development leads to lower turnover, more knowledgeable employees who can help advance the organization, and a stronger overall company. It emphasizes that lifelong learning is a shared responsibility between individuals and their employers.
The document discusses career development and management development. It defines career planning as selecting goals and paths to achieve them, while career development consists of personal actions to achieve a career plan. Management development is an organization's effort to provide managers opportunities to learn and improve skills to function effectively. Various strategies for management development are discussed, including education, training, and on-the-job experiences.
The document discusses CEOs' priorities related to talent management activities. Some key findings from surveys of CEOs include: 73% intend to spend over 25% of their time on talent activities, 79% will increase this time in the next fiscal year. CEOs also feel they spend enough time on talent retention (63%), hiring (67%), and internal capability building (71%). Experts from various companies also commented on how they spend their time, ranging from 20-30% on talent management, with activities like recruiting, developing leaders, ensuring culture and engagement, and communicating with employees.
Belong Executive Briefing Pune: July 28, 2017Belong
In the second round of our Belong Executive Briefing, we continue asking industry leaders what "#FutureReady Talent Strategies for Business Impact" means to them.
The document discusses how LHH helps companies realize the potential of their existing workforces. It describes how LHH provides services like assessments, coaching, reskilling and internal mobility programs to help companies identify skills within their current employees, develop talent, and fill positions from within. This allows companies to increase productivity and engagement while reducing costs associated with replacing employees. LHH works with large multinational companies and has experience transforming entire workforces and developing leaders.
This issue of Business Manager magazine focuses on the topic of skill development for the Make in India initiative. It contains several articles related to this topic:
1. The cover story discusses the pivotal role of HR in ensuring job creation under Make in India is supported by necessary skills training and policies to provide skillsets that meet the demands of new technologies.
2. Other articles provide perspectives on developing talent, performance management and coaching, benchmark practices for skills excellence, identifying and tackling team demotivation, and making the rewards system more relevant and valuable.
3. The issue also includes articles on self-discovery, creating a culture of accountability, a dynamic employee appraisal approach, and keeping employees renewed and excellent.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
The document discusses the benefits of employee development programs for companies. It argues that such programs improve organizational performance by increasing employees' skills and knowledge, helping retain valuable staff by showing the company invests in their growth, and allow the workforce to adapt to new technologies. Specific initiatives are recommended, like promoting from within, reimbursing tuition costs, and establishing mentoring relationships to foster learning across experience levels. The overall goal is to leverage training into higher individual and company performance over time through a joint effort between employees and their employer to continuously upgrade abilities.
The HR Revista 2nd Issue - Survival of the FittestChintan Trivedi
2nd Issue of The HR Revista - Quarterly E-magazine published by MHRM students and Alumni Forum of Faculty of Social Work, The Maharaja Sayajirao University, Vadodara
The document discusses various challenges faced by human resource managers and suggestions to overcome them. It defines HRM and lists key functions of HR managers. Some major challenges discussed are attrition, recruitment and training costs due to attrition, retention of employees, effective communication, and competitive challenges due to globalization and new technologies. Suggestions provided include adopting new trends, improving job satisfaction, reducing work pressure, effective training, and embracing new technologies. Examples given are of smoking bans in Japanese companies and challenges faced by an Indian cigarette company.
Leading People in Brazil presents insights and challenges to large corporations and senior leaders, based on ELOS Essential Leadership Skills For Organizational Strategy methodology developed by Dr. Daniel Augusto Motta, CEO of BMI
The document provides an outline for a 1-day workshop on inspirational and transformational leadership. The workshop aims to help participants understand the changing demands of leadership and develop skills in emotional intelligence and flexible leadership styles.
The workshop overview describes the new realities of leadership involving empowerment, collaboration, diversity and ethical purpose rather than control and self-interest. It will cover emotional intelligence competencies, different leadership styles, and how leadership impacts organizational climate and performance.
The learning outcomes are to help participants gain understanding of effective leadership in engaging employees, develop emotional intelligence, understand situational leadership styles, learn coaching skills, and create a personal leadership development plan. The workshop will use methods like videos, assessments, exercises and case studies
This document provides information about Talent2, a company that offers human resources outsourcing and consulting services globally. It lists various HR services including executive search, payroll processing, learning and development, and HR consulting. The document highlights Talent2's regional presence and capabilities in the Middle East and Africa to provide end-to-end outsourced HR solutions. It also shares examples of projects Talent2 has completed for clients in the region.
The document provides an overview of internal branding from a human resources perspective based on interviews with HR professionals from over a dozen companies. Some key findings include:
1) Internal branding is important for successfully implementing business strategy by empowering employees to deliver a consistent customer experience.
2) To engage employees, companies must foster pride, provide rewards/recognition, and ensure consistency over time.
3) Developing a set of values is paramount, and companies devote significant resources to developing values through research and ensuring buy-in across functions.
4) Maintaining internal branding requires orientation, training, and structural alignment to reinforce values at all stages of employment.
The document discusses how Talent2 provides talent management solutions, such as executive search and selection, HRIS software and services, and learning and development consulting, to help companies attract, manage, and optimize their workforce. It notes that companies are increasingly outsourcing HR functions to specialists like Talent2 to gain a competitive advantage. Talent2 invites readers to contact them to discuss how they can help manage an organization's talent for the future through specialized services that are flexible.
The document discusses recruitment trends for 2018, including a shift from an "Advertise & Apply" model to a "Find & Engage" model using technology and data to proactively find and engage candidates. It also discusses how job seekers can enhance their personal brand using video and provides tips on becoming a learning organization, including the role of leaders in fostering learning and communication of a shared vision.
This document provides an overview of managing talent effectively in 2013. It discusses key topics such as defining talent and talent management, the talent matrix, strategic perspectives on talent management, key focus areas, principal talent processes, recommendations, examining organizational culture, and developing an integrated talent management system. The document aims to help organizations better understand talent management strategies and processes.
This document provides information on HR services offered by Qualitas T&G Consulting and Organizational Development Ltd., including leadership development, human resource development, change management, and organization development. The company uses various assessment tools and methods like MBTI, RDA competence assessment, coaching, and training to provide tailored solutions. Services are offered both individually and for groups/organizations and are supported by online systems. Potential clients can request offers by filling out a form.
This document is a dissertation submitted by Syed Ali Arshad to London Metropolitan University for a Masters in Business Administration. The dissertation explores how Asia Petroleum can develop its talent management strategy to gain a competitive advantage during intense competition for employees. The introduction provides background on why talent management is important for organizations today due to factors such as the changing nature of assets, demographic shifts, and the changing expectations of employees. It establishes talent management as a key business problem and competitive issue that Asia Petroleum needs to address.
This document discusses the importance of lifelong learning for professionals. It notes that the healthcare industry is constantly changing due to technology and increasing complexity, requiring professionals to continually learn and expand their skills. Both individuals and their employers benefit when lifelong learning is supported and valued. The document highlights how supporting professional development leads to lower turnover, more knowledgeable employees who can help advance the organization, and a stronger overall company. It emphasizes that lifelong learning is a shared responsibility between individuals and their employers.
The document discusses career development and management development. It defines career planning as selecting goals and paths to achieve them, while career development consists of personal actions to achieve a career plan. Management development is an organization's effort to provide managers opportunities to learn and improve skills to function effectively. Various strategies for management development are discussed, including education, training, and on-the-job experiences.
The document discusses CEOs' priorities related to talent management activities. Some key findings from surveys of CEOs include: 73% intend to spend over 25% of their time on talent activities, 79% will increase this time in the next fiscal year. CEOs also feel they spend enough time on talent retention (63%), hiring (67%), and internal capability building (71%). Experts from various companies also commented on how they spend their time, ranging from 20-30% on talent management, with activities like recruiting, developing leaders, ensuring culture and engagement, and communicating with employees.
Belong Executive Briefing Pune: July 28, 2017Belong
In the second round of our Belong Executive Briefing, we continue asking industry leaders what "#FutureReady Talent Strategies for Business Impact" means to them.
The document discusses the challenges faced by HR professionals seeking to become CEOs. Historically, HR heads were not seen as potential CEOs due to a perceived lack of business and financial skills. Experts provide insights on what skills and experiences are needed for an HR professional to become a CEO, including developing financial acumen, taking on cross-functional or business roles, and gaining a 360 degree understanding of the business. Successful examples are provided of HR heads who became CEOs and the lessons they learned about business leadership.
This document is a study on talent management strategies for acquiring and retaining top employees in India submitted by Chaitali Deb to fulfill requirements for an MBA degree. It discusses how talent management has become critical for organizations facing a limited talent pool and high turnover. Effective talent management involves attracting, developing, and aligning employees with business goals through the continuous processes of acquisition, utilization, development and retention. Triggers driving the need for talent management include the scarcity of skilled workers, changing demographics as baby boomers retire, and the demands of managing global and diverse workforces.
On 25th April, 2018, we brought together industry leaders from leading organizations to discuss ‘Talent in the Era of Digital Transformation”. The key focus of the evening was to learn about how hiring the right talent is now the most critical differentiator in each of their respective organisations, and how a talent-focused strategy is the only way to maintain a competitive advantage.
Sharpen focus on connecting and integrating people, work and platform - Makar...Anil Kaushik
Technology will touch literally all the elements of a typical employee lifecycle. Self - service will be the basic tenet of organisational working and to that extent, transactional activities like managing routine data, transactions and controls will be eliminated. Employees will be expected to take significant responsibility for their own learning and development. HR Professional will have to manage shorter and fragmented employee life cycle.
The document summarizes key points from a Learning & Employee Development Conclave held in Mumbai. HR leaders from various industries discussed challenges in employee learning and development. Some challenges mentioned include managing talent at different levels, creating an urge for employees to learn, adapting to global markets, rising employee costs, ensuring learning caters to unique roles, and retaining a productive workforce. Speakers emphasized the importance of timely training and skill development for business growth.
While there are endless rankings of business schools in India, is this intelligence of any use to employers in corporate India? Excerpts from discussions with industry experts who share their views on the disconnect between what B-school rankings say and what employers seek from it.
The 10 Most Influential HR Leaders To Follow, 2023.pdfInsightsSuccess4
This edition features a handful of Most Influential HR Leaders that are at the forefront of leading us into a digital future.
Read More: https://insightssuccess.com/the-10-most-influential-hr-leaders-to-follow-2023-march2023/
May Cover Story- Which B-School will you choose?People Matters
National HRD Network (NHRDN) joins with People Matters to conduct the first ranking of business schools in India developed with input from over 30 corporate members. The ranking evaluates schools on parameters like academic excellence, infrastructure, industry-academy interface, and alumni performance. Industry leaders comment that previous rankings lacked consistency and credibility, and that this ranking conducted by HR professionals will provide a trusted benchmark for students, employers, and schools. The rigorous methodology includes validating data provided by schools. Business school directors praise the credibility and fairness this ranking brings.
The document discusses the key functions of human resources (HR) in organizations. It describes HR's role in core activities like managing employee databases, performance management, and organizational development. It also covers HR's involvement in training, recruitments, job analysis, compensation, and employee retention. The document provides examples of various HR challenges and cases organizations may face along with suggested solutions. It emphasizes the importance of HR in translating organizational vision, protecting core values, and ensuring effective achievement of goals.
Dear Readers
I have taught this course to my students of MBA-VI trimester pursuing their majors in HRM at IMS Unison University, Dehradun (India). The contents in this comprehensive presentation have been taken (majorly) from the book titled TALENT MANAGEMENT: A CONTEMPORARY PERSPECTIVE, edited by Prof. Mamta Mohapatra and Prof. Swati Dhir. I am hopeful to express that it will be beneficial to both academics as well as scholars aspiring to teach/understand the fundamentals of Talent Management. Wishing you all the best and happy learning!
Warm regards
Nishant Chaturvedi
[Uploaded on 11th July 2022]
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
This edition features The Top HR Influencers that are at the forefront of leading us into a digital future
Read More: https://ciolook.com/top-10-hr-influencers-to-follow-in-2023/
This document discusses the HR industry in India. It outlines the major players in several HR sectors including consulting, recruiting and staffing, learning and development, HR technology, outsourcing, and highlights some of the challenges facing the industry. The sectors are growing rapidly as Indian firms look to reduce costs and improve productivity through specialized HR solutions and technology.
Belong Executive Briefing: #FutureReady Talent Strategies for Business ImpactBelong
On June 22nd, we organized our first Belong Executive Briefing - an exclusive Roundtable and Networking event attended by some of the top Talent Leaders in India today. The aim of the event was to offer a platform for industry leaders to meet, discuss the challenges being faced by Talent Acquisition teams today, and learn about how companies have to adapt to remain competitive in today’s candidate-driven market.
The document summarizes the findings of a study on the financial experience of CEOs hired by large companies. The study found that less than 20% of CEOs hired in 2014 had experience in finance roles like CFO. Companies are looking beyond financial skills and prioritizing other qualities like business acumen, leadership, and vision. While financial institutions still emphasize financial knowledge in CEOs, most non-financial companies consider other skills like driving change and innovation to be more important.
The document discusses how leadership is shifting from a managerial style to a coaching style. Successful leaders today act as coaches by caring about their employees, organizing teams so people are playing to their strengths, aligning employees around a shared company purpose and values, challenging people to reach their full potential, and helping employees solve problems and celebrate successes. Conceptualizing the leader's role as a coach focuses on developing people and teams rather than just delivering short-term results.
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
This year forced companies all over the world into a remote work pilot study. Sharing their insights from the front lines, Aptology spoke with leaders in HR like CHROs and marketers in HR tech about how HR is evolving in 2020. They covered: How do we understand and measure the employee experience? What pre employment screening data do we need to get visibility for better talent acquisition and DEI efforts? What tools and behavioral assessments do we need for internal sources of recruitment? How does our understanding of people and communication need to change? Prepare to take notes as this guide gives tactical advice for HR professionals in talent management, learning and development, succession planning, and talent acquisition.
Similar to CEO as the Chief Talent Officer study 2011 - A People Matters & Monster.com Study (20)
Breaking Top Recruitment Dependencies with Contextual IntelligencePeople Matters
This document discusses how contextual intelligence (CI) can help break top recruitment dependencies by accelerating the hiring process and improving candidate quality. It identifies five common recruitment dependencies - internal candidate assessment, creation of job descriptions and handling resume volume, attracting potential candidates, scheduling interviews, and tracking/reporting. For each dependency, it proposes solutions using CI tools, such as monitoring internal talent, processing thousands of resumes quickly, proactively finding potential candidates on social media, and generating metrics to ensure compliance.
Leadership is one of the driving factors that determine organizational effectiveness and progression. In the VUCA world, the required leadership competencies have become
more comprehensive than ever before. Therefore, leadership development transcends the traditional concept of development of just an individual; it’s much more that today
The talent acquisition function has seen changes with technology and data becoming core aspects of effective recruitment partnerships. Talent partners are evolving from external supports to indispensable organizational members. Organizations now measure return on investment of talent services and new hires. While sourcing talent is no longer challenging, selection has become more complex.
Software exports are estimated to rise 13% to $86 billion driven by companies offering SMAC (social, mobile, analytics, and cloud) based solutions combined with traditional services. The adoption of mobile and social technologies has changed how businesses hire, interact with, and engage talent. Talent mobility is one of the biggest transformations brought about by new technologies. The article discusses how SMAC is impacting talent and HR practices. Experts comment on how SMAC is driving innovation and changing business processes and the way business is conducted.
The HR industry will experience disruptions through changes in how services are designed and delivered in the coming months. Specifically, standard off-the-shelf services will decline as the industry moves toward more customized solutions developed with greater customer involvement. Additionally, conversations will shift from simply providing solutions to executing on business strategy when organizations consider long-term, strategic partnerships with HR service providers.
Learning & Development Service Providers slide_share_2014People Matters
Experiential learning has become important for organizations to develop an immersive learning ecosystem, and there will be less reliance on management development programs and greater emphasis on mentorship. While new learning methodologies continue to evolve, organizations should reduce their reliance on traditional channels like management programs if they want to make their learning and development efforts successful.
6 months of a rigorous selection process with 1400+ applicants, we finally have the Emerging Future HR Leaders. The Are You In The List? 2013 unleashed on 30th January 2014.
Total rewards service providers slide_share_2014People Matters
With talent taking the centre-stage in CEO’s agenda, it is time that Indian organizations use every tool at their disposal to attract and retain talent as the expectations of employees are at an all-time high. An ideal Total Rewards plan is the perfect blend of tangible and intangible rewards. Traditional reward patterns will not work as the workforce in most organizations is multi-generational. ESOPs, integrated healthcare benefits, work-life balance, non-cash
rewards are some of the rewards that companies can use to engage the employees.
Job cuts have continued to impact a wide range of industries since the 2008 financial crisis. While tech and banking saw initial layoffs, media, auto, contract workers and telecom are now also affected. Companies must view downsizing as an opportunity to strengthen their workforce and talent strategy through smart management. However, organizations also need to handle layoffs authentically to maintain trust with remaining employees.
The document discusses the process of hiring a CEO. It notes that CEO turnover in India has steadily increased in recent years. When looking to hire a new CEO, boards should watch for warning signs in the current CEO like consistent performance issues, risk aversion, ethical slips, excessive focus on actions over vision, and lack of follow through on initiatives. The document provides questions an external advisor should answer to ensure the CEO search aligns with organizational goals. It also outlines pitfalls to avoid like star power seductions and costs of hiring the wrong CEO. Finally, it recommends six components of a fair CEO hiring process like documenting each stage and assigning clear roles.
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3. Key Findings
73% CEOs in India spend more than one-fourth of their time
directly on talent-related activities.
68% acknowledge that this time has increased in recent years
years.
79% affirm that this focus will only increase further next year.
CEOs are doing in their individual capacity to leverage
the people advantage to build successful and sustainable
organizations
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5. A CEO’s Top 3 HR priorities for FY 2011-2012
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6. CEO’s time & effort on talent agenda
73% CEOs spend more than 25% of their time on talent and
talent-related activities, and of those 50% spend between 25% and
, p
50% of their time in this area.
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7. Where is the CEO’s time invested?
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8. Top 5 activities that CEOs invest their time in
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10. The common goals that feature on the CEO’s scorecard
today are:
y
Goal Number 1: Retention
74 percent CEOs have retention as part of their goal sheet. Some have a
separate target for high performers and key talent, while others have an
p g g p y ,
overall retention target for the organization.
“As per my scorecard, 30% of my performance is dependent on
the people scorecard and we call it “ready now ready future”
scorecard, ready now, future
and includes all HR related goals for the organization.”
Amit Jatia, MD, Hardcastle Restaurants
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11. The common goals that feature on the CEO’s scorecard
today are:
y
Goal Number 2: Employee satisfaction and engagement
61 percent CEOs have employee satisfaction scores as part of their goal
sheet along with other measures of engagement like company ranking in
external best employer surveys.
“Today the focus is shifting towards building engagement,
fostering brand ownership among employees and creating an
g p g p y g
environment of opportunities for our employees that will
impact the company’s future.”
p p y
Rajit Mehta, Executive Director & COO,
Max New York Life Insurance
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12. The common goals that feature on the CEO’s scorecard
today are:
y
Goal Number 3: Capability Building
52 percent CEOs have measures that indicate capability building, for
example, number of critical positions filled from within, bench-strength for
bench strength
critical positions and number of people trained.
“People are our main focus because we believe that to deliver
happiness to the customer, employees has to be happy first.”
pp , p y ppy
Ajay Kaul, Chief Executive Officer, Jubilant FoodWorks
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13. Business Leaders’ Take
“Business decisions have a clear talent discussion today.
As I have a dual role in ABG, 50% of my goals are as Group
HR head. If you take my CEO goals alone, another 20% of
those are talent related goals.”
Dr. Santrupt Misra, CEO, Carbon Black Business, Director,
Group HR & Di t
G Director, Adit
Aditya Bi l M
Birla Management
t
Corporation
“Our efforts are to develop our people.
I spend at least 30% of my time in talent related activities.
People are core for the success of our business.”
K.R. Kamath, CMD, Punjab National Bank
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14. Business Leaders’ Take
Talent is the USP of the organization.
“Everybody i th organization h a role t play and th role of
“E b d in the i ti has l to l d the l f
the CEO is to paint the big picture and help people feel connected
to the dream”
dream
M.D. Mallya, Chairman and Managing Director, Bank of
Baroda
“Engage with employees f l d hi d l
“E ih l for leadership development.
50% of my performance depends on how well I manage my team.”
D. Narain,
D Narain India Region Lead Monsanto India
Lead,
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15. Business Leaders’ Take
“The HR challenges will be critical to our success.
Our focus is on hiring talent and retaining them by providing
talent,
them with challenging assignments. We face an additional
challenge with regard to the 'Gen Y' employees who have
Gen Y
different aspirations, expect different pace of movement, new
technologies and collaboration tools.”
g
Balvinder Singh Kalsi, President-South Asia, DuPont India
“We focus on acquiring and developing people rather than on
retaining as we believe that the first two ensures that the third
g
is managed.”
Deep Kalra, Founder & CEO, MakeMyTrip.com
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16. Business Leaders’ Take
“What we need to create are ‘mini CEOs’ to partner with the line
HR and t k ownership of th i groups.”
d take hi f their ”
Dr. Ganesh Natarajan, Vice Chairman & CEO, Zensar
Technologies
“People are the way we win. People are core to our business.
People are the clear differentiator in our business; it is the way
we win. I spend one-fourth of my time on talent-related activities
and the rest between customers, operations and strategic
initiatives.”
Tiger Tyagarajan, Chief Operating Officer, Genpact
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17. Business Leaders’ Take
“Communication cannot be delegated.
Around 40% of my time is spent on talent related activities and of
talent-related
this around 40% is spent on employee communication and
engagement.
engagement ”
Sanjay Modi, MD, Monster India/SEA/Middle East
“Talent management is everybody’s job.
I spend around 25% to 30% of my time on talent concerns,
especially on recruitment, retention and evaluation of talent
development.”
G. V. Prasad, CEO & Vice Chairman, Dr. Reddy’s
Laboratories
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18. Business Leaders’ Take
“I strongly believe that the focus on people is a priority, as
when the people-focus is in place, the rest will follow.”
Sandeep Banerjee, CEO, Edenred India
“Our success in the future will largely depend on our ability to
g y p y
manage volumes and talent competition.”
Pankaj Gupta, President, Hilti India
j p
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19. Business Leaders’ Take
“Being a new company, I invest a great amount of time towards
a range of talent management activities, including talent
acquisition, team building and employee engagement.”
Shweta Aggarwal, Vice Chairman & Director,
SMC Capitals
“In a growing economy, people challenges are welcome.”
James McEleney, CEO,
C O BNY Mellon International
i
Operational (India)
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20. Business Leaders’ Take
“Business & HR are equal parties in the people capability
agenda.
d
I spend at least 40% of my time on people-related issues and
culture building by acting as a catalyst to help others become
better leaders through coaching, mentoring, managing
performance and feedback ”
feedback.
Niren Chaudhary, MD – Indian Subcontinent, Yum
Restaurants India
“The CEO must zoom in and zoom out constantly ”
The constantly.
Santhanam B., MD, Saint-Gobain Glass India
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21. Business Leaders’ Take
“HR plays a very crucial role in change management.
HR
As CEO, I spend somewhere around 20 to 25% of my time in HR
or talent-related activities.”
Aruna Jayanthi, CEO, Capgemini India
“People
“P l occupy 50% of my mindshare.”
f i dh ”
Pavan Dhamija, MD & CEO of DLF Pramerica LifeInsurance
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22. Send us your f db k@
d feedback@peoplematters.in
l i
Website www.peoplematters.in
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