The document discusses the role of HR in supporting organizational transformation through engaging leadership. It provides examples of how employee ownership can strengthen transformation by shifting to a more decentralized structure with empowered employees and a flexible, no-blame culture. Effective leadership, communication, and organizational development programs are needed to embed transformation and develop employees. Case studies demonstrate some of the cultural and process challenges of transitioning to employee ownership.
Todi presentation 2012 measuring roi talent development preso kimJosh Davis
This document outlines LPL Financial's journey to align talent development with business priorities and metrics. It discusses how LPL evolved its Talent Council to shift culture and shape a talent development framework. The document also shows how LPL uniquely quantified culture to demonstrate the effect on engagement and performance. Finally, it discusses measuring the ROI of leadership development by outlining Linkage's model and key findings from studying over 20 companies.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
Project on elements of talent managagementDeepak Rai
The document defines talent management as using integrated activities to attract, retain, motivate and develop talented employees that an organization needs currently and in the future. It aims to ensure a steady flow of talent as a major corporate resource.
The key elements of talent management include developing a resourcing strategy based on business needs, implementing attraction and retention policies, conducting talent audits, developing roles, managing talent relationships, performance management, total rewards, career management, and creating a best place to work environment.
Talent management is important for organizations as it can improve employee morale and retention, enhance efficiency, and lower expenses by ensuring the organization has the right talented people in place.
HR2BE is a consulting firm that provides human resources services and solutions to small and medium businesses. They offer HR health checks to audit a business's HR policies and practices. They also provide on-demand HR support and advice. Additionally, HR2BE assists with developing HR strategies, policies, and projects around areas such as talent management and change management. Their goal is to partner with clients to maximize their employees' potential and enable business success.
Employee Management and development
How to set up an effective development plan
whose responsibility is employee development
Managerial work in India
categories of management characteristics
Succession planning
The document discusses optimal recruiting strategies and how allocating resources based on the abundance and criticality of talent can improve results. It suggests differentiating strategies based on whether talent is abundant or scarce, and whether roles are critical or less critical to the organization. A case study then demonstrates how to analyze a company's recruiting needs and allocate resources like recruiters and budgets across different types of roles.
The document discusses the role of HR in supporting organizational transformation through engaging leadership. It provides examples of how employee ownership can strengthen transformation by shifting to a more decentralized structure with empowered employees and a flexible, no-blame culture. Effective leadership, communication, and organizational development programs are needed to embed transformation and develop employees. Case studies demonstrate some of the cultural and process challenges of transitioning to employee ownership.
Todi presentation 2012 measuring roi talent development preso kimJosh Davis
This document outlines LPL Financial's journey to align talent development with business priorities and metrics. It discusses how LPL evolved its Talent Council to shift culture and shape a talent development framework. The document also shows how LPL uniquely quantified culture to demonstrate the effect on engagement and performance. Finally, it discusses measuring the ROI of leadership development by outlining Linkage's model and key findings from studying over 20 companies.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
Project on elements of talent managagementDeepak Rai
The document defines talent management as using integrated activities to attract, retain, motivate and develop talented employees that an organization needs currently and in the future. It aims to ensure a steady flow of talent as a major corporate resource.
The key elements of talent management include developing a resourcing strategy based on business needs, implementing attraction and retention policies, conducting talent audits, developing roles, managing talent relationships, performance management, total rewards, career management, and creating a best place to work environment.
Talent management is important for organizations as it can improve employee morale and retention, enhance efficiency, and lower expenses by ensuring the organization has the right talented people in place.
HR2BE is a consulting firm that provides human resources services and solutions to small and medium businesses. They offer HR health checks to audit a business's HR policies and practices. They also provide on-demand HR support and advice. Additionally, HR2BE assists with developing HR strategies, policies, and projects around areas such as talent management and change management. Their goal is to partner with clients to maximize their employees' potential and enable business success.
Employee Management and development
How to set up an effective development plan
whose responsibility is employee development
Managerial work in India
categories of management characteristics
Succession planning
The document discusses optimal recruiting strategies and how allocating resources based on the abundance and criticality of talent can improve results. It suggests differentiating strategies based on whether talent is abundant or scarce, and whether roles are critical or less critical to the organization. A case study then demonstrates how to analyze a company's recruiting needs and allocate resources like recruiters and budgets across different types of roles.
Emphasis on the importance of human resource planning early on in the start-up process by looking at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
This document discusses succession planning and developing future leaders. It begins by defining succession planning as ensuring the continued effective performance of an organization through replacing key people over time. It then discusses that despite time spent on succession management, only 28% of current leaders were pre-identified. The rest of the document outlines various strategies for identifying high potential employees and developing them into future leaders, including coaching, simulations, training programs, and rotational assignments. The goal is to prepare the leadership bench for a variety of potential futures and assess leadership needs based on achieving strategic goals.
1. The document discusses Microsoft's reliance on top talent, with Bill Gates noting the company would be unimportant without its 20 best people.
2. It then outlines an organization's approach to developing a talent management system, including identifying core competencies, assessment tools, training approaches, evaluating employees' competencies and potential, and creating action plans.
3. The final sections discuss strategies for dealing with talent management issues like retention, succession planning, leadership development, and finding and selecting top talent.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
This succession management matrix allows managers to assess employees' performance and potential. It plots employees in cells based on their performance and potential, with recommendations for development or actions. Managers should understand each cell to identify leadership potential and plot current staff. The matrix is then used to help employees improve their ranking through addressing issues, developing skills, or considering reassignments.
The document discusses the importance of talent management for companies' global competitiveness. It highlights that top CEOs like Bill Gates and Jack Welch spend over 50% of their time recruiting and developing talent. Talent management involves identifying, developing, and retaining the best people. The CEO's role is crucial, as they are responsible for connecting people to the business vision, identifying top talent, and creating a learning culture where employees can continuously upgrade their skills. Effective talent management processes, like those at IBM, Volkswagen, and Shell, help companies develop diverse leadership pipelines and tie compensation to developing talent.
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
Presentation for #TFT12: Planting the seeds - overcoming the talent shortfall.
This presentation covers: Workforce across the generations Employee Engagement Talent Management Retention Myths Capabilities High Potentials Career Paths.
See Breed's TFT speaker Pinterest board: http://pinterest.com/servicedesk/breed-lewis/
The document discusses key aspects of building an effective HR development process to support organizational execution. It addresses 7 behaviors leaders must demonstrate including knowing people and business, setting clear goals, rewarding performance, and expanding capabilities. Three core processes are identified: people, strategy, and operations. An effective people process evaluates staff, sets frameworks, and builds leadership pipelines through tools like assessments, improvement plans, succession depth analyses, and retention risk reviews. Non-performers must be dealt with fairly while preserving dignity. Finally, HR must be linked to business strategy, operations, and objective appraisal/reward systems to fuel high performance.
CBI Group is a national company that provides human resources and recruitment solutions. They offer services including recruitment, consulting, and outplacement. Their recruitment services include project staffing, search, and sourcing as a service. Their consulting services include HR projects, management consulting, and audits and assessments. Their outplacement services include career coaching, full outplacement, and self-paced online outplacement support. CBI Group aims to provide scalable, flexible solutions tailored to each client's specific needs.
De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk BuyensVlerick Business School
This document discusses talent management and leadership development. It addresses key questions about how organizations can identify, develop and assess talent. Specifically, it defines talent as the competencies, commitment and contributions of individuals that create value for stakeholders. It also discusses using a performance/potential matrix to evaluate employees, identifying high potentials, developing leaders at different levels of performance and potential, and the benefits of robust talent management processes. The overall message is that talent management requires systematically developing the skills and capabilities of all employees to build an effective workforce and leadership pipeline.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
Lecture by Mario Derba at Master Human Resources Pisa University Mario Derba
This document discusses motivating human resources in a large national or global company. It emphasizes the importance of inspiring people, being young and open-minded, investing in employees, caring for their well-being, rewarding good work, and committing to social responsibility to create the best place to work. Developing talent, setting clear objectives, and reinforcing behaviors through formal mechanisms are key to influencing change and achieving management excellence. Upholding basic ethical values in business decisions is also important for long-term success.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
This document provides an overview of succession planning best practices. It discusses workforce planning, key themes in succession planning like identifying talent and developing successors. It outlines steps to adopt succession planning like establishing strategic alignment and implementing succession management plans. The document also discusses performance and potential assessment, common mistakes to avoid, and criticisms of traditional succession planning approaches. It concludes with questions about applying succession planning.
The document summarizes a webcast presentation about diversity and inclusion in the workplace. The presentation discusses why diversity is important for businesses, how to develop a diverse workforce through proactive recruitment strategies, and key factors for success, such as having executive commitment, clear goals, and accountability. It emphasizes that performance must be the standard for evaluating all candidates and that respect for diversity needs to be rooted in an organization's culture.
The document discusses creative management and leading creative teams. It provides insights from creative employees and managers. Successful creative organizations have a clear vision and roles, allow freedom within a project management process, and connect creative results to business results. Creative leaders must understand the creative mindset and provide an environment that balances productivity and comfort. Shackleton's leadership in surviving Antarctic exploration demonstrates focusing on goals, leading by example, instilling optimism while staying grounded, and reinforcing team unity.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
Emphasis on the importance of human resource planning early on in the start-up process by looking at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
This document discusses succession planning and developing future leaders. It begins by defining succession planning as ensuring the continued effective performance of an organization through replacing key people over time. It then discusses that despite time spent on succession management, only 28% of current leaders were pre-identified. The rest of the document outlines various strategies for identifying high potential employees and developing them into future leaders, including coaching, simulations, training programs, and rotational assignments. The goal is to prepare the leadership bench for a variety of potential futures and assess leadership needs based on achieving strategic goals.
1. The document discusses Microsoft's reliance on top talent, with Bill Gates noting the company would be unimportant without its 20 best people.
2. It then outlines an organization's approach to developing a talent management system, including identifying core competencies, assessment tools, training approaches, evaluating employees' competencies and potential, and creating action plans.
3. The final sections discuss strategies for dealing with talent management issues like retention, succession planning, leadership development, and finding and selecting top talent.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
This succession management matrix allows managers to assess employees' performance and potential. It plots employees in cells based on their performance and potential, with recommendations for development or actions. Managers should understand each cell to identify leadership potential and plot current staff. The matrix is then used to help employees improve their ranking through addressing issues, developing skills, or considering reassignments.
The document discusses the importance of talent management for companies' global competitiveness. It highlights that top CEOs like Bill Gates and Jack Welch spend over 50% of their time recruiting and developing talent. Talent management involves identifying, developing, and retaining the best people. The CEO's role is crucial, as they are responsible for connecting people to the business vision, identifying top talent, and creating a learning culture where employees can continuously upgrade their skills. Effective talent management processes, like those at IBM, Volkswagen, and Shell, help companies develop diverse leadership pipelines and tie compensation to developing talent.
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
Presentation for #TFT12: Planting the seeds - overcoming the talent shortfall.
This presentation covers: Workforce across the generations Employee Engagement Talent Management Retention Myths Capabilities High Potentials Career Paths.
See Breed's TFT speaker Pinterest board: http://pinterest.com/servicedesk/breed-lewis/
The document discusses key aspects of building an effective HR development process to support organizational execution. It addresses 7 behaviors leaders must demonstrate including knowing people and business, setting clear goals, rewarding performance, and expanding capabilities. Three core processes are identified: people, strategy, and operations. An effective people process evaluates staff, sets frameworks, and builds leadership pipelines through tools like assessments, improvement plans, succession depth analyses, and retention risk reviews. Non-performers must be dealt with fairly while preserving dignity. Finally, HR must be linked to business strategy, operations, and objective appraisal/reward systems to fuel high performance.
CBI Group is a national company that provides human resources and recruitment solutions. They offer services including recruitment, consulting, and outplacement. Their recruitment services include project staffing, search, and sourcing as a service. Their consulting services include HR projects, management consulting, and audits and assessments. Their outplacement services include career coaching, full outplacement, and self-paced online outplacement support. CBI Group aims to provide scalable, flexible solutions tailored to each client's specific needs.
De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk BuyensVlerick Business School
This document discusses talent management and leadership development. It addresses key questions about how organizations can identify, develop and assess talent. Specifically, it defines talent as the competencies, commitment and contributions of individuals that create value for stakeholders. It also discusses using a performance/potential matrix to evaluate employees, identifying high potentials, developing leaders at different levels of performance and potential, and the benefits of robust talent management processes. The overall message is that talent management requires systematically developing the skills and capabilities of all employees to build an effective workforce and leadership pipeline.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
Lecture by Mario Derba at Master Human Resources Pisa University Mario Derba
This document discusses motivating human resources in a large national or global company. It emphasizes the importance of inspiring people, being young and open-minded, investing in employees, caring for their well-being, rewarding good work, and committing to social responsibility to create the best place to work. Developing talent, setting clear objectives, and reinforcing behaviors through formal mechanisms are key to influencing change and achieving management excellence. Upholding basic ethical values in business decisions is also important for long-term success.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
This document provides an overview of succession planning best practices. It discusses workforce planning, key themes in succession planning like identifying talent and developing successors. It outlines steps to adopt succession planning like establishing strategic alignment and implementing succession management plans. The document also discusses performance and potential assessment, common mistakes to avoid, and criticisms of traditional succession planning approaches. It concludes with questions about applying succession planning.
The document summarizes a webcast presentation about diversity and inclusion in the workplace. The presentation discusses why diversity is important for businesses, how to develop a diverse workforce through proactive recruitment strategies, and key factors for success, such as having executive commitment, clear goals, and accountability. It emphasizes that performance must be the standard for evaluating all candidates and that respect for diversity needs to be rooted in an organization's culture.
The document discusses creative management and leading creative teams. It provides insights from creative employees and managers. Successful creative organizations have a clear vision and roles, allow freedom within a project management process, and connect creative results to business results. Creative leaders must understand the creative mindset and provide an environment that balances productivity and comfort. Shackleton's leadership in surviving Antarctic exploration demonstrates focusing on goals, leading by example, instilling optimism while staying grounded, and reinforcing team unity.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Discover how we are accelerating learning as well as enabling our Accenture professionals to build career equity, to shine and bring passion to the fast-paced, innovative Workday platform
Strategic workforce planning involves (1) assessing the organization's strategy and future workforce needs, (2) collecting internal and external data on the current workforce and labor market, (3) analyzing gaps between current and future needs, and (4) developing strategies to address gaps. The process ensures the organization has the right employees with the right skills to meet its strategic goals.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
Oracle's Talent Strategy: How to Attract and Engage Talent in the Midst of al...Celinda Appleby
2016 SHRM Talent Management Conference & Exposition
Workplace Application: Learn how to build a tailor-made employer brand strategy that engages your audience and drives engagement of your A-level talent.
This session is all about turning your business into a brand that steals the show and one that every top candidate is dying to work for. We will discuss why it makes sense for companies to marry their consumer and talent brands. The days of old-fashioned talent hunting are long gone and it’s up to you and your ability to think strategically to make your employer brand stand out. You will learn about the best tried-and-tested ideas on how to build a truly talent-driven employer brand. At the end of this session, you will be able to:
• Leverage and engage key stakeholders for buy-in.
• Build social channels that drive talent engagement.
• Connect with your audience using creative content.
• Enable your team to boost the employer brand.
• Apply human elements that makes it easier to recruit.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Lasting organizational change requires developing competencies. Competencies are skills, knowledge, and behaviors needed for success. They are visible through measurable results and perceived attitudes. Developing competencies requires understanding what matters most for each job, setting goals to achieve a shared vision, and modifying systems and structures to institutionalize changes while monitoring progress. Critical factors include leadership to drive change, creating need, shaping vision, gaining commitment, and ensuring changes last over time. The mix of important competency factors may vary depending on an employee's level within an organization.
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The Future Of Performance Management In An Era Of Uncertainty American Airl...Claudia Rubino
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
This document discusses how to ensure your talent strategy is aligned with your business strategy. It emphasizes that talent management must be at the heart of business strategy and that the right talent is needed for current business challenges. It also discusses engaging stakeholders in talent program design and deployment, and focusing talent efforts on all employee levels, not just top management. Key factors that motivate talent include a great company culture, exciting jobs, and competitive compensation.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
HR in SMEs provides checklists and online tools to help small and medium enterprises professionalize their human resource management practices. This includes checklists for recruitment, onboarding new employees, training, performance management, and developing flexible work arrangements. The tools are meant to help entrepreneurs with HR responsibilities implement basic HR practices without extensive background or training in human resources. Competence management and developing a mission statement are presented as strategic approaches to aligning HR with business goals.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
BuildHR provides human resources consulting services to small, medium, and large enterprises. They help clients with HR capabilities building, organizational and business process capabilities building, and managing HR as a strategic asset and source of competitive advantage. Their services include HR policy development, talent acquisition, compensation structuring, performance management, and more.
Chapter 5 lc introduction to managementDave Dempsey
This document provides an overview of management concepts including:
1) It defines management as the process of bringing together all resources like people, finance, machinery, and materials to get work done by setting and achieving objectives.
2) It lists some key characteristics of effective managers such as being problem solvers, decisive, good communicators, and having self-belief and charisma.
3) It outlines that management occurs in different contexts like at home, school, local communities, and government and will be explored further in later chapters.
The document discusses the importance of leadership at all levels of an organization. It defines leadership as creating vision and strategy, while management focuses more on tasks and problem solving. The world today requires more leadership due to increased globalization, digitalization, and empowered individuals. For call centers specifically, leadership is needed to develop employees' skills and careers to improve retention amid changing industry demands. The document provides a framework for leadership with five pillars and emphasizes that anyone can demonstrate leadership through their choices and contributions.
PYLON is a leading talent search company in India established in 2004. They specialize in sourcing, assessing, and placing exceptional talent that fits their client's culture and business strategy. They have developed a reputation for excellent service in industries such as IT, banking, insurance, BPO/KPO, telecommunications, and pharma/life sciences.
The job posting is for a Manager position at a Big 4 consulting firm in their human capital practice in Mumbai, India. Responsibilities include client management, project delivery leadership, knowledge management contributions, people management, thought leadership, and business development. The ideal candidate has an MBA and relevant work experience, with skills in domains, leadership, client relationships, and project management
PYLON is a leading talent search company in India established in 2004. They specialize in sourcing, assessing, and placing exceptional talent that fits their client's culture and business strategy. They have developed a reputation for excellent service in industries such as IT, banking, insurance, BPO/KPO, telecommunications, and pharma/life sciences.
The job posting is for a Manager position at a Big 4 consulting firm in their human capital practice in Mumbai, India. Responsibilities include client management, project delivery leadership, knowledge management contributions, people management, thought leadership, and business development. Qualifications required include an MBA, relevant work experience, domain expertise, and strong relationship and communication skills.
The document discusses disruptors to talent management and how organizations can evolve their talent strategies in response. Some key points:
- Artificial intelligence, gamification, video and social learning are changing how talent is identified, developed and retained. New tools like predictive assessments and simulations can identify talent.
- Performance management is shifting from annual reviews to continuous feedback. Agile goal-setting and a focus on development replaces rigid ratings.
- Big data and analytics allow organizations to better understand workforce needs and risks. Talent pools and internal mobility can be improved through data-driven insights.
- A talent management 4.0 approach embraces these disruptors through strategies like personalized development, talent mapping, social sourcing
The document discusses why studying management is important, noting that management skills are valuable for both career and personal success. It also outlines several new challenges facing managers today, such as globalization, technology, diversity, and knowledge management, and explains the roles and responsibilities of managers in organizations.
The document discusses how to build a success profile for hiring at the leadership level. It recommends focusing on competencies and personality factors rather than just qualifications and experience. A success profile should identify the key business drivers and competencies needed for each driver. It should also identify personality elements that will enable or hinder success. This provides a roadmap for assessing candidates in a structured way. The document cautions against just hiring the best candidates and stresses the importance of evaluating personality and cultural fit, not just skills and experience, especially for senior roles.
This document discusses career development and retention in organizations. Some key points:
1. Companies are emphasizing employee responsibility for career management as organizations restructure and expand. Resources like training, mentoring, and coaching managers support employee careers and development.
2. Retaining employees relies on factors like exciting work, career growth opportunities, supportive management, meaningful work, and fair pay. Companies must balance advancing current employees' careers with attracting new hires.
3. Human resource management involves attracting, developing, and retaining a quality workforce through activities like planning, recruitment, training, performance reviews, and career development programs. Linking HR strategies to organizational mission and goals helps create a competitive advantage through people.
Similar to Developing Talent Solutions Aligned with Business Strategies (20)
Developing Talent Solutions Aligned with Business Strategies
1. Today’s Business Realities
Sound Familiar?
• Financial market pressure for operational excellence,
innovation, market expansion/adjacencies and emerging market
growth
• Market health slowly returning in mature markets ~ growth
opportunities rest outside of U.S. and Western Europe
• New type of leadership is required ~ global, open, innovative,
mix of strategic and execution skills
• Businesses are doing more with less ~ including talent
• Difficult decisions are made every day compromising jobs,
talent, alignment and engagement
2. Developing Talent Solutions Strategy
Aligned with Business Strategies
“Serving as the Tip of the Spear”
J. Craig Mundy
3. Talent Solutions
Tip of the Spear Concept
Business Needs Capability Gaps Talent Solutions
Implications of not delivering ~ stakes are incredibly high
• Risk missing financial commitments
• Risk not having accurate data ~ “how can we forecast growth without this
information?”
• Risk credibility with C-level ~ “damn HR people can’t even get basic information
about people right?”
• Risk losing the right to steer primary business strategy, direction of the company
and serve as a trusted partner
4. Making the Business Case for Talent Solutions
• Ability to attract, develop, retain top talent with the right skills (especially in
high growth markets) is critical to delivering on our ambitious goals
• People are our greatest enabler of success – must stop “managing talent”
• Planning workforce needs for the future:
– Determining our strategic gaps
– Identifying the best talent
– Keeping them engaged
• Creating standard practices and processes, deploying systems that are
consistent globally (rather than regionally) and will:
– Increase our ability to predict our workforce needs
– Accelerate the speed of identifying candidates internally and externally
– Quickly assimilate people into new roles and shorten time to being fully productive
– Retain and engage our people
Deliver the right talent at the right time and places based on global growth
and need – without productivity loss or unnecessary business cost
5. Making A Vision Actionable
Vision
Talent Solutions Bull’s Eye Chart Mindset
Actions/
Behaviors
Vision Behaviors
More Of Less Of
• Company is fueled by highly engaged
people whose outstanding performance • Recognizing employees • Top down management
contributes to the company’s market •More development plans •Less centralization of decision-
competitiveness. •Allowing employees to fail fast making
(embracing risk taking behavior) •Unsafe work behaviors
Mindset •Manager/employee •Medical claims
empowerment •Dysfunctional turnover
•Leading boldly •Absenteeism
•Senior leaders laugh + speak from the heart. •Managers are better talent •Overburdening our employees
•We have a culture that supports retention stewards •Non-valued added work
and engagement. •Employees having fun •Feeling guilty
•We empower the business leaders to run •Innovative ideas feeding the •Feeling unappreciated
their businesses through expectation setting pipeline
and accountability. •Trust
•We have a risk-taking, innovative mindset •Pride in the organization
•Talent Stewardship is a core competency of •Employee advocacy of IR
our people managers. •Transparency
•Our employees are competitively rewarded •More work prioritization
and recognized for their contributions. (Operational Excellence)
•We embrace fun in the workplace. •Communication
•Relentless two-way communication.
•Employees are empowered to balance their
work and personal lives.
7. PRPO Template
PROBLEMS - annoyances ROADBLOCKS – major issues/hindrances
What problems do we have getting the work What roadblocks seem insurmountable?
done? •Our culture is risk-averse and there is low
•We say that engagement is important, but our tolerance for failure.
leaders don’t actively work to engage our •Recognition is not deemed as important.
employees. •There is a lack of trust prevalent throughout
•New people managers are not given the skills the organization (a two-way street).
to be strong talent stewards.
•Managers do not feel empowered.
POSSIBILITIES - ideas OPPORTUNITIES - actions
What could we accomplish if we didn’t have What’s the big opportunity?
these? •A workforce of highly engaged people whose
•Better financial results outstanding performance contributes to the
•Higher productivity with existing resources company’s market competitiveness.
•More innovative ideas •Leaders and managers who embrace
•We’d have loyal, proud employees who employee engagement concepts, actions, tools
promote the organization and processes.
•Less dysfunctional turnover
•We will attract and retain key talent
•People will clamor to come work
8. Maturity Path and Evaluation Forms
Key Learning: Present in the
Language of the Company
• Operational Excellence, Profitable
Growth
• “The Language of Measurables” is
one that leaders can relate
– Maturity Path
– Evaluation Form
• Maturity path and measurable
evaluation form for:
– Talent stewardship
– Innovation
– Communication
– Recognition
9. Business Challenge: Changing Leadership Needs
• Developing a Winning Culture is driven by
leadership
• Scarcity of talent resources, not challenging jobs
• Emerging markets looking for local leaders
• High growth businesses entering new markets
require new skills
• Engagement is a significant advantage
• Turnover of top talent expected to increase
• Globalization of our business is requiring
stronger regional capabilities
• Demographic shifts happening across the
world
10. Top Challenges for Global Leaders
• Understanding dynamic markets in different regions
• Managing virtually and across borders
• Ethical and moral decisions
• Cultural Differences
• Effective Team Leadership
• Humility – Openness to Learn
• Global Business Acumen
• Communications
• Work-Life balance
11. Multi-Faceted Approach to Developing Leaders
Innovation Team Example
Leaders to Make Most of Opportunities
Changing Objectives
12. Talent Stewardship ~ Core Leadership Accountability
Talent Stewardship Mantra
• Create an environment where every leader
engages and develops their employees, and
every employee is engaged in their own
development.
• To win, Talent Stewardship must be integrated
into how we do business.
• Leaders must steward the talent management
process on-time and together with their
employees including:
– Goal setting with clear line of site to our mission “They will create a lot of commitment with you and with
and vision the company. You will be more committed with your job.
– Performance management and development plans And, it will help you in your development.”
– Talent and organizational reviews, and succession
planning Employee, Latin America
• Because attracting, retaining and engaging “It’s a goal. I don’t want to let my manager down. I want to
employees keeps us focused on what matters – achieve that goal, and I want to keep moving forward
toward the plan we’ve laid out. So, it definitely gets me
delivering business results and customer more engaged, more involved.”
satisfaction.
-Employee, North America
13. Leader-Led Communications Strategy
Concept
• Because managers create engagement … engage managers (L3, L4)
• Empower them with communications tools, training, processes and
information (early and often) to engage employees
• Hold managers accountable for communicating with employees and for
communicating relentlessly within functions and sites
• Ask the leadership team to model behavior and to build credibility for the
engagement and communications processes
Employees relate locally and functionally first before engaging
with a region, business or enterprise –
align our communications with how employees want to be engaged
Caveat: Employees want to hear about vision, strategy, direction, progress against goals
and large scale changes directly from business leaders