Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
If you’re not already thinking about how to increase diversity in your top team, you should be. Some of the world’s most successful organisations know that teams from different backgrounds and perspectives are sharper and more innovative, and perform better for their clients than teams who look, think and feel the same. And rather than producing flash-in-the-pan success, this type of mix is a recipe for sustainable improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large department, you probably don’t have much spare time to think about diversity. So we’ve produced this guide purely for busy executives who want to decipher why this matters to their organisation’s ability to grow and evolve, and who need to talk to other people about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten simple chapters, each of which shouldn’t take much more than a minute to read – but behind each chapter there’s a wealth of information, with Green Park’s suggestions for further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is a myth of lack of talent; nothing could be further from the truth. There’s no shortage of high-calibre candidates from under-represented groups, but sourcing them often requires the focus, market intelligence and reach that only an expert executive search firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips, a research and advisory body, which uses unique quantitative modelling to analyse the executive labour market by specific dimensions of diversity. Our methodology can help us to identify gaps and source the best candidates for your team, bringing results that are quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
One of the paradoxes of business today is that the most profitable businesses in the world are not those which are the most profit-focused. Substantial research has consistently shown that purpose-driven organisations generate far more returns as compared to profit-driven organisations.
The average Fortune 500 Company today can expect to enjoy a run of about 40 to 50 years. That may sound like a respectable life span until you learn there are large and small companies in the World that have been around for two, three and even four centuries .
What’s the secret to their longevity ?
Long-lived companies don’t focus solely upon economic activity. Instead , their goal is to build a community that grows & thrives beyond the individual contributions of each generation.
The idea may sound radical but it’s the foundation for a variety of other institutions including Churches, Universities, and even armies that were established centuries ago & continue to flourish today. These institutions & their corporate counterparts exhibit the behaviour & select characteristics of living organisms. They learn, develop an identity, build relationships with other life forms, grow and eventually die. They are, in fact, living entities.
Living companies, like all organisms, exist primarily to survive & fulfil their maximum potential. Just as work is a means to an end for you, making money by producing goods & services is a means to an end for a living company. Their end is to live.
They stay alive by
· Learning & choosing to adapt to their environment
· Creating strong identities as tightknit communities
· Paying attention to their relationships with both members & external agencies
· Controlling their growth by spending money frugally.
Understanding how a company can be a living entity is a first step towards increasing its life expectancy.
The enclosed document captures Some Impressionistic takes how a living company learns, develops a strong identity, nurtures relationships & evolves to a ripe old age.
With intensified global competition and business cycles accelerated by digitalisation and other forms of disruptions, boards are increasingly expected to take the lead in orchestrating and driving for performance.
In this slide deck, we cover four topics:
1. How performance-driving boards search for signs and causes of non-performance
2. How such boards prevent their companies from sliding into crisis
3. How boards build a sustainable performance advantage by combining better practices from global competitors
4. How the drive for performance makes companies more robust and reduces the surprise of "sudden" market, technological or competitive threats
This slide deck captures the key insights presented and discussed during this session of the Directors-in-Dialogue series, hosted by the Human Capital Leadership Institute.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
If you’re not already thinking about how to increase diversity in your top team, you should be. Some of the world’s most successful organisations know that teams from different backgrounds and perspectives are sharper and more innovative, and perform better for their clients than teams who look, think and feel the same. And rather than producing flash-in-the-pan success, this type of mix is a recipe for sustainable improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large department, you probably don’t have much spare time to think about diversity. So we’ve produced this guide purely for busy executives who want to decipher why this matters to their organisation’s ability to grow and evolve, and who need to talk to other people about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten simple chapters, each of which shouldn’t take much more than a minute to read – but behind each chapter there’s a wealth of information, with Green Park’s suggestions for further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is a myth of lack of talent; nothing could be further from the truth. There’s no shortage of high-calibre candidates from under-represented groups, but sourcing them often requires the focus, market intelligence and reach that only an expert executive search firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips, a research and advisory body, which uses unique quantitative modelling to analyse the executive labour market by specific dimensions of diversity. Our methodology can help us to identify gaps and source the best candidates for your team, bringing results that are quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
One of the paradoxes of business today is that the most profitable businesses in the world are not those which are the most profit-focused. Substantial research has consistently shown that purpose-driven organisations generate far more returns as compared to profit-driven organisations.
The average Fortune 500 Company today can expect to enjoy a run of about 40 to 50 years. That may sound like a respectable life span until you learn there are large and small companies in the World that have been around for two, three and even four centuries .
What’s the secret to their longevity ?
Long-lived companies don’t focus solely upon economic activity. Instead , their goal is to build a community that grows & thrives beyond the individual contributions of each generation.
The idea may sound radical but it’s the foundation for a variety of other institutions including Churches, Universities, and even armies that were established centuries ago & continue to flourish today. These institutions & their corporate counterparts exhibit the behaviour & select characteristics of living organisms. They learn, develop an identity, build relationships with other life forms, grow and eventually die. They are, in fact, living entities.
Living companies, like all organisms, exist primarily to survive & fulfil their maximum potential. Just as work is a means to an end for you, making money by producing goods & services is a means to an end for a living company. Their end is to live.
They stay alive by
· Learning & choosing to adapt to their environment
· Creating strong identities as tightknit communities
· Paying attention to their relationships with both members & external agencies
· Controlling their growth by spending money frugally.
Understanding how a company can be a living entity is a first step towards increasing its life expectancy.
The enclosed document captures Some Impressionistic takes how a living company learns, develops a strong identity, nurtures relationships & evolves to a ripe old age.
With intensified global competition and business cycles accelerated by digitalisation and other forms of disruptions, boards are increasingly expected to take the lead in orchestrating and driving for performance.
In this slide deck, we cover four topics:
1. How performance-driving boards search for signs and causes of non-performance
2. How such boards prevent their companies from sliding into crisis
3. How boards build a sustainable performance advantage by combining better practices from global competitors
4. How the drive for performance makes companies more robust and reduces the surprise of "sudden" market, technological or competitive threats
This slide deck captures the key insights presented and discussed during this session of the Directors-in-Dialogue series, hosted by the Human Capital Leadership Institute.
Good examples of positive company cultures, how they can change and the challenges for change management, and where employer support of employees is paying off
With the increasing call for businesses to be commercially successful while achieving positive outcomes for society and the environment. HCLI explores what makes for exemplary leadership of sustainable businesses - and HR's role in making this a reality.
For HR Leaders that recognise that a strong purpose creates a better place to work, engages employees and attracts talent
Download the full report at: https://www.hcli.org/research/doing-well-and-doing-good-asia
The pace of change in global business has never been more relentless and successful managers and leaders are the ones who innovate their style and processes. Gary Hamel sets the agenda in his new book “What Matters Now” and Helen Power speaks to two London Business School alumni who occupy positions at the highest level about how they have mastered upheaval.
This was first published in AlumniNews, Issue 130, July 2013. Find out more about our alumni community at http://www.london.edu/alumni
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
In times like these it is more important than ever to get the most out of our investment in HR Capital. Taking different cultural backgrounds into account will increase motivation, reduce turnover, and help keep your best people.
Managers can be more effective in coping with the global economic crisis if they simplify the way they manage their staff, taking into account the different cultural backgrounds of their team members and the different cultures in which their business operates. Global practices need to be adapted to local cultural values to increase efficiency.
Unlocking Workforce Engagement: The Critical Business Issue of the Decade James Sillery
Presented at Workforce Engagement, September 18, 2013
With today’s global economy dependent on people and their knowledge, skills and commitment, companies need to fully engage their workforce to be successful. The challenge is enormous. Demographics suggest critical talent shortages across industries and geographies. At the same time, we are experiencing record levels of employee disengagement. It has become the critical business issue of the decade. The company can effectively engage its workforce can create a significant competitive advantage going forward.
Human Resource professionals are positioned to play a key role in workforce engagement. In this presentation, you’ll hear specific strategies and tools for developing human capital solutions that are needed to unlock workforce engagement. We will provide participants with an understanding of concepts like behavioral economics, perceived values and amplified voices. As a result, participants will leave the presentation with specific actionable items that they can bring back to their workplace to immediately begin to drive cost effectiveness, improve productivity and increase company performance.
“Why HR Matters: The Fourth Annual Board of Directors Human Capital Institute” was convened in New York City on Friday, September 12, 2014 by global executive search firm CTPartners. The daylong event offered an insightful and timely examination of the role, relevance, and impact of HR leadership, with a special focus on the essential relationship between CHROs and CEOs. With a distinguished group of panelists, attendees included executives from leading corporations, financial institutions, and nonprofit organizations from around the world.
View the full report here: http://issuu.com/ctpartners/docs/ctp_boardhrinstitute?e=6509489/9833568
It's not a secret anymore - purpose is a key business driver and fundamental to creating competitive advantage.
Our team at People With Purpose have curated a number of research findings that point to the primacy of purpose in achieving superior business outcomes.
Start with why to harness the power of meaning for all stakeholders of your organisation. Purpose embedded well provides the keys to true sustainability: a business that is viable into the long-term by creating value for all.
To find out more feel free to contact me at:
danielle@peoplewithpurpose.com
www.peoplewithpurpose.com
@purposepeople
@danielleduell
https://www.linkedin.com/company-beta/3761218/
The intention of this presentation is to discuss and uncover ways to enhance the People Management Triple Bottom Line, as we get ready to enter the Purpose Economic era, to bring about ideas how to shape the mindset of our organizations and leaders to pay attention to creating Shared Value and Purpose driven work for employees. There is a lot of money left of the table if shared value between companies and societal needs-gap are not addressed. Shared value substantially increases new ways of going-to-market - it is an abundance mindset that organizations need to get used to. We will be facing a workforce crisis soon that has already shown up as retention and succession problems for the past decade in talent management practices. By 2025, 75% of the workforce is made up of Millennials. An urgent strategic plan from organizations, governments and communities is needed with enhanced collaborative efforts among systemic parties, as such. As business and human resources leaders, we can innovate through this discussion group to make a difference and influence the organizations we work for, even without authority! Leadership skills will be impacted and more readily required, from younger generations on, to prepare for the upcoming trends, traits and trajectories of the people-centric organizations and purpose economy.
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
Developing Tomorrow's Leaders - IEEE International Leadership ConferenceEylem Ozekin
Here's a sneak peek of what I have presented at International Leadership Conference at San Francisco on 2nd of May. Although, my speech says the most.
https://slides.com/eeozekin/developing-tomorrow-s-leaders/
AES Kyivoblenergo | DuPont Safety and Sustainability Awards 2013DuPont
AES Kyivoblenergo, a Ukrainian subsidiary of the leading power company AES Corporation, has been selected as a winner for the DuPont Safety and Sustainability Awards 2013 as a result of the safety performance improvement achieved through its corporate safety ‘Champion’ program.
Results of combining three specific Lactobacillus plantarum strainsDuPont
How a combination of 3 specific Lactobacillus plantarum strains reduces low-density lipoprotein cholesterol and improves other cholesterol and lipid parameters in adults with hypercholesterolemia. (Presentation from ESC 2015 in London)
Good examples of positive company cultures, how they can change and the challenges for change management, and where employer support of employees is paying off
With the increasing call for businesses to be commercially successful while achieving positive outcomes for society and the environment. HCLI explores what makes for exemplary leadership of sustainable businesses - and HR's role in making this a reality.
For HR Leaders that recognise that a strong purpose creates a better place to work, engages employees and attracts talent
Download the full report at: https://www.hcli.org/research/doing-well-and-doing-good-asia
The pace of change in global business has never been more relentless and successful managers and leaders are the ones who innovate their style and processes. Gary Hamel sets the agenda in his new book “What Matters Now” and Helen Power speaks to two London Business School alumni who occupy positions at the highest level about how they have mastered upheaval.
This was first published in AlumniNews, Issue 130, July 2013. Find out more about our alumni community at http://www.london.edu/alumni
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
In times like these it is more important than ever to get the most out of our investment in HR Capital. Taking different cultural backgrounds into account will increase motivation, reduce turnover, and help keep your best people.
Managers can be more effective in coping with the global economic crisis if they simplify the way they manage their staff, taking into account the different cultural backgrounds of their team members and the different cultures in which their business operates. Global practices need to be adapted to local cultural values to increase efficiency.
Unlocking Workforce Engagement: The Critical Business Issue of the Decade James Sillery
Presented at Workforce Engagement, September 18, 2013
With today’s global economy dependent on people and their knowledge, skills and commitment, companies need to fully engage their workforce to be successful. The challenge is enormous. Demographics suggest critical talent shortages across industries and geographies. At the same time, we are experiencing record levels of employee disengagement. It has become the critical business issue of the decade. The company can effectively engage its workforce can create a significant competitive advantage going forward.
Human Resource professionals are positioned to play a key role in workforce engagement. In this presentation, you’ll hear specific strategies and tools for developing human capital solutions that are needed to unlock workforce engagement. We will provide participants with an understanding of concepts like behavioral economics, perceived values and amplified voices. As a result, participants will leave the presentation with specific actionable items that they can bring back to their workplace to immediately begin to drive cost effectiveness, improve productivity and increase company performance.
“Why HR Matters: The Fourth Annual Board of Directors Human Capital Institute” was convened in New York City on Friday, September 12, 2014 by global executive search firm CTPartners. The daylong event offered an insightful and timely examination of the role, relevance, and impact of HR leadership, with a special focus on the essential relationship between CHROs and CEOs. With a distinguished group of panelists, attendees included executives from leading corporations, financial institutions, and nonprofit organizations from around the world.
View the full report here: http://issuu.com/ctpartners/docs/ctp_boardhrinstitute?e=6509489/9833568
It's not a secret anymore - purpose is a key business driver and fundamental to creating competitive advantage.
Our team at People With Purpose have curated a number of research findings that point to the primacy of purpose in achieving superior business outcomes.
Start with why to harness the power of meaning for all stakeholders of your organisation. Purpose embedded well provides the keys to true sustainability: a business that is viable into the long-term by creating value for all.
To find out more feel free to contact me at:
danielle@peoplewithpurpose.com
www.peoplewithpurpose.com
@purposepeople
@danielleduell
https://www.linkedin.com/company-beta/3761218/
The intention of this presentation is to discuss and uncover ways to enhance the People Management Triple Bottom Line, as we get ready to enter the Purpose Economic era, to bring about ideas how to shape the mindset of our organizations and leaders to pay attention to creating Shared Value and Purpose driven work for employees. There is a lot of money left of the table if shared value between companies and societal needs-gap are not addressed. Shared value substantially increases new ways of going-to-market - it is an abundance mindset that organizations need to get used to. We will be facing a workforce crisis soon that has already shown up as retention and succession problems for the past decade in talent management practices. By 2025, 75% of the workforce is made up of Millennials. An urgent strategic plan from organizations, governments and communities is needed with enhanced collaborative efforts among systemic parties, as such. As business and human resources leaders, we can innovate through this discussion group to make a difference and influence the organizations we work for, even without authority! Leadership skills will be impacted and more readily required, from younger generations on, to prepare for the upcoming trends, traits and trajectories of the people-centric organizations and purpose economy.
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
Developing Tomorrow's Leaders - IEEE International Leadership ConferenceEylem Ozekin
Here's a sneak peek of what I have presented at International Leadership Conference at San Francisco on 2nd of May. Although, my speech says the most.
https://slides.com/eeozekin/developing-tomorrow-s-leaders/
AES Kyivoblenergo | DuPont Safety and Sustainability Awards 2013DuPont
AES Kyivoblenergo, a Ukrainian subsidiary of the leading power company AES Corporation, has been selected as a winner for the DuPont Safety and Sustainability Awards 2013 as a result of the safety performance improvement achieved through its corporate safety ‘Champion’ program.
Results of combining three specific Lactobacillus plantarum strainsDuPont
How a combination of 3 specific Lactobacillus plantarum strains reduces low-density lipoprotein cholesterol and improves other cholesterol and lipid parameters in adults with hypercholesterolemia. (Presentation from ESC 2015 in London)
HOWARU Probiotics have many benefits, but sometimes it can be difficult to get the overview of which food products may contain probiotics and the effects they might bring to your health – this infographic sums it all up for you.
HOWARU® 益生菌系列针对不同人群和健康需要有许多好处。有时候我们可能不知如何选择:哪些食品可能会含有益生菌,它们会带来何种健康益处。下面这张图为您总结解答。
The Future is Now: Equipping our Learners to be the Leaders of Tomorrow (2016...Diana Rendina
The world is changing at a breakneck pace. We're preparing our students for jobs that don't even exist yet. In this rapidly evolving world, it is vital that we equip our students with the skills they will need to thrive, such as critical thinking, communication, creativity and collaboration. Integrating STEM through hands-on learning in our classrooms will help to develop these skills in our students. We'll look at examples of how project-based learning and the Maker Movement have transformed learning at Stewart Middle Magnet.
Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
ROI on Strategic Talent Management: What a Business Should Expect from Their ...christa_dhimo
Talent Management is a competitive advantage, yet so many companies still base their HR metrics on "present state" instead of turning it into business data and "future state" related to strategy and advancing the business. ROI indicators should by definition promote the FUTURE return on your investment by promoting sound business-related programs to predict and influence that future state. Those rules apply to ALL strategic elements in business, yet so few apply it to Human Resource programs. This is a culmination of powerful data while presenting the story of how Strategic Talent Management can impact a business.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
Cipd Ireland Where Are Tomorrows Leaders Today Final Version Mtim 1110
1. Where are tomorrow’sleaders today ? Marc Timmerman, in associationwith Hudson Europe CIPD EE Conference Nov 26th 2010 Dublin Copyright of Marc Timmerman, 2010
8. 1 out of 4 high potentials is considering leaving their employer. (Source : HBR, May 2010)
9. This year staff attrition could cost the UK economy in excess of £1 billion. (Source : The Grapevine, Feb 2010)
10. The Hudson Talent Engagement Survey Results indicate an average of ‘weak’ contracts between 30 & 50% in Europe in H1 2010. (Source : Hudson)
11. Multiple external surveys in Europe indicate that there could be an employee turnover as high as between 40-60% in 2010 as economies slowly recover.Copyright of Marc Timmerman, 2010
14. Should I Stay or Should I Go ?(The Clash, 1982) Make Buy vs Change Stay vs Employer Psychological Contract Employee
15. The Business Case for Employee Engagement 2. HIGH PERFORMANCE & RETENTION 1. ENGAGED & MOTIVATED EMPLOYEES EASIER SAID THAN DONE 3. POSITIVE CUSTOMER EXPERIENCE 4. POSITIVE SHAREHOLER RETURNS
16. Factors affecting Engagement Research carried out by Purcell et al (2003) established that the key policy and practice factors influencing levels of employee engagement were: received training last year; are satisfied with career opportunities; are satisfied with the performance appraisal system; think managers are good in people management (leadership); find their work challenging; think their firm helps them achieve a work-life balance; are satisfied with communication on company performance Source: A handbook of HRM Practice by M. Armstrong (2003)
20. ‘As the basic unit of an organization is the role rather than the person in it, the organization is maintained in existence, sometimes over a long period of time, despite many changes of members’ (Statt, 1991)
21. A Company Culture is Shared Values and Beliefs that underlie a company’s identity.“The story of the Monkeys & the Banana tree”
28. Think Long-Term at the Crossroads of Succession & Talent Management Talent Management Hipo Management Succession Management Maximum deployment of resources required for attracting, selecting, developing and retaining talent. “Mapping” of in-house talent (in all layers of the organisation) based on current performance and potential growth. Identify and develop in house talentwith the potential to grow into a leadership role into the type of leadership needed in the future, going on the organisation’s strategy. Develop future leaders by mapping out which succesful managers qualify for which growth path, and by grooming them towards this function in order to assure success in assuming the role. Combination of both practices Copyright of Marc Timmerman, 2010
44. Is part of the dominant coalitionSources: Organizational Dynamics (1986), Human Resource Management, (1998), National Productivity Review (1989), Journal of Management Development (2003)
48. IQ + EQ + LQ = Top Talent Copyright of Marc Timmerman, 2010
49. Clusters of Critical HiPo CompetenciesResearch done by the Free University of Brussels, 2004-2005 Through Principal Factor Analysis a cluster of three Meta-competencies was detected explaining 70% of variance Source: The Journal of Management Development (2003)
50. The Critical Competencies for Future Executives Prof Paul Evans (InSead) : The Leadership style of the Future : “The Understated Leader” Prof Manfred Kets De Vries (InSead) : The Leader of the Future has the ability to create a company culture and being the glue of the team: Community: creating an environment of mutual support, respect and collaboration Pleasure: creating employee satisfaction and enthusiasm through stimulating continuous learning, creativity, excitement and humor Meaning: providing a meaning for the society as a whole: putting things in perspective Thus creating the possibility of growing a Sense of Belonging Source: Journal of Human Resource Management (2003)
51. The Pixar Story Pixar’sOperatingPrinciplescanbedistilled down to 3 principles. Everyonemust have the freedom to communicatewithanyone. 2. Itmust be safe foreveryone to offer ideas. 3. We must stay close to innovations happening in the academiccommunity.
52.
53. "Equallytough is gettingtalentedpeople to workeffectivelywithoneanother. Thattakes trust and respect, which we managers can'tmandate; they must beearned over time. What we can do is construct an environment thatnurture'strusting and respectfulrelationships and unleasheseveryone'screativity.”
54. “Ittaughtusan important lesson in the primacy of people over ideas: Ifyougive a goodidea to a mediocre team, they’llscrewit up; butifyougive a mediocre idea to a great team, theywilleitherfixitorthrowitaway and come up withsomethingthatworks.”
67. Offering Of Development Practices For HiPo’s Top 5 regarding “Perceived Effectiveness”: Starting-up new projects Mentoring & Receiving opportunities to make mistakes Having a high degree of autonomy Having a talented boss Learning from talented people Source : Hudson / Vlerick Hipo Research Study, 2006
68. The Functions Of Mentoring Career Functions : Sponsorship Coaching Protection Challenging Assignments Exposure and visibility Psycho-Social Functions : Role modeling Counseling Acceptance and Confirmation Friendship “The most conspicuous difference between star and nonstar women is access to a supportive mentor.” Source: Kathy Kram, Mentoring at Work
69.
70. Career Management Final Admission Assessment Senior Mgmt Development Centre Junior Mgmt Development Centre Young Graduate Assessment BUYING SUPERSTARS 80 / 20 rule Top Exec Track T E S T I N G Senior Mgmt Career Track Experienced External Influx Controlled ZigZag Management Period Junior & Mid Career Zero- Measurement Period Entry Level
82. What you told me it was going to be like to work here is like it really is; and
83. It aligns with what I’m looking for from an employerOne of Our Biggest Challenges on a short term is that we will have to be many things to many individuals. Copyright of Marc Timmerman, 2010
89. “You can’t plan to be courageous, but you can choose it”Management is DOING THINGS RIGHT Leadership is DOING THE RIGHT THINGS Copyright of Marc Timmerman, 2010