Many companies are being hit with costly fines for violations or discrimination claims related to recruiting efforts. That’s why Dr. Lisa Harpe will provide a framework for a compliant recruiting strategy in this complimentary webcast "Effective Recruiting Strategies for Managers That Minimize Compliance Risks for Business.”
In today’s intense regulatory environment, recruiting expands beyond just filling a position. As an HR professional, hiring manager or recruiter, your priority is to find and hire the right person for the right job. Federal agencies have another priority — ensure that the recruiting to hire practices are compliant. This session is designed to provide that insight to help you understand and avoid the hidden risks in recruiting. Join us to learn:
How to proceed if underutilization of a protected class exists.
Recommendations to collect accurate data on recruiting sources and measure the effectiveness of your programs.
How to leverage good faith efforts to overcome underutilization with women and minorities.
Tips on attracting veterans and people with disabilities into the workforce
Actionable steps to get managers and recruiters aligned toward recruiting goals.
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.
Get ready for 2014 solve the talent management equation with job competenciesHuman Capital Media
In a 2012 Bersin and Associates research paper, only 6 percent of HR teams rated themselves “excellent” in data analysis, while 56 percent rated themselves “poor." In school we all learn standard notation for math and how to solve equations, but we don't have that in talent management. We don't have it as a broad standard and we probably don't even define what our own internal "standard notation" is. While there is a wealth of data residing within the organization that might help us better define what "good" looks like and how to get there, elements like job descriptions or core and leadership competencies are not defining quantitative elements of our equation that align with the business side of our equation.
In this session, we will:
Review the challenges in defining talent management.
Discuss the elements in the talent management equation.
Describe how a job competency framework can balance the two sides of the equation.
Review three steps to implementing a framework to making sense of the data
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
The document summarizes a presentation on strategic staffing. It discusses aligning hiring with business strategy, identifying ways to create an efficient selection process, and understanding problems with traditional staffing. The objectives are to learn how to improve hiring and eliminate mistakes. Key elements include only hiring when there is a business need, understanding strategic direction, and ensuring a partnership between recruiters and managers. Traditional processes can miss important information, rely only on interviews, make quick decisions, and focus on impressions over data. The strategic staffing process focuses on developing a profile based on business needs and critical requirements to ask effective questions and make quality hiring decisions.
- The document provides lessons learned about business practices for college marketing and recruiting. It discusses the importance of sales, customer service, effective solutions, business finances, teamwork, leadership, and professional development.
- Key recommendations include treating admissions like a business, prioritizing the customer experience, developing effective and proven solutions, maintaining profitability, empowering team members, and embracing new ideas and strategies.
- The overall message is that colleges must change their traditional "talk-at" marketing approaches and instead focus on authentic stories, conversations, and customer-centric practices to be successful.
BMGI is a global consulting firm with 150 employees across 13 international offices that helps businesses solve strategic, organizational, and process problems. It has over 40 active clients in 20 countries. BMGI specializes in problem solving using approaches like Lean Six Sigma and works with clients to design customized solutions. The firm prides itself on its objectivity and helping clients achieve sustainable improvements by teaching their employees new skills.
The document summarizes key aspects of incentive plans and compensation discussed in Chapter 12 of an organizational behavior textbook. It covers individual, team, sales, and organization-wide incentive plans. The key topics discussed include:
- Individual incentive plans like piecework and merit pay plans.
- Factors that motivate employees according to theories by Maslow, Herzberg, and Deci.
- Design of sales compensation plans including salary, commission, and combination plans.
- Team incentive plans using individual or group production standards.
- Organization-wide variable pay plans like profit sharing and employee stock ownership plans (ESOPs).
Becoming a Strategic Staffing OrganizationWilliam Chin
The document discusses key topics related to recruiting in changing times including global trends, delivering on the recruiting agenda, organization readiness, and recruiter readiness. It outlines global trends like workforce mobility, generational demographics, and social responsibility. It also discusses how organizations can achieve readiness through processes, tools, people, and business/HR strategies. Finally, it explores recruiting trends for the future such as in-house vs outsourcing models and the need for recruiters to demonstrate business knowledge, initiative, influence, and involvement.
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.
Get ready for 2014 solve the talent management equation with job competenciesHuman Capital Media
In a 2012 Bersin and Associates research paper, only 6 percent of HR teams rated themselves “excellent” in data analysis, while 56 percent rated themselves “poor." In school we all learn standard notation for math and how to solve equations, but we don't have that in talent management. We don't have it as a broad standard and we probably don't even define what our own internal "standard notation" is. While there is a wealth of data residing within the organization that might help us better define what "good" looks like and how to get there, elements like job descriptions or core and leadership competencies are not defining quantitative elements of our equation that align with the business side of our equation.
In this session, we will:
Review the challenges in defining talent management.
Discuss the elements in the talent management equation.
Describe how a job competency framework can balance the two sides of the equation.
Review three steps to implementing a framework to making sense of the data
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
The document summarizes a presentation on strategic staffing. It discusses aligning hiring with business strategy, identifying ways to create an efficient selection process, and understanding problems with traditional staffing. The objectives are to learn how to improve hiring and eliminate mistakes. Key elements include only hiring when there is a business need, understanding strategic direction, and ensuring a partnership between recruiters and managers. Traditional processes can miss important information, rely only on interviews, make quick decisions, and focus on impressions over data. The strategic staffing process focuses on developing a profile based on business needs and critical requirements to ask effective questions and make quality hiring decisions.
- The document provides lessons learned about business practices for college marketing and recruiting. It discusses the importance of sales, customer service, effective solutions, business finances, teamwork, leadership, and professional development.
- Key recommendations include treating admissions like a business, prioritizing the customer experience, developing effective and proven solutions, maintaining profitability, empowering team members, and embracing new ideas and strategies.
- The overall message is that colleges must change their traditional "talk-at" marketing approaches and instead focus on authentic stories, conversations, and customer-centric practices to be successful.
BMGI is a global consulting firm with 150 employees across 13 international offices that helps businesses solve strategic, organizational, and process problems. It has over 40 active clients in 20 countries. BMGI specializes in problem solving using approaches like Lean Six Sigma and works with clients to design customized solutions. The firm prides itself on its objectivity and helping clients achieve sustainable improvements by teaching their employees new skills.
The document summarizes key aspects of incentive plans and compensation discussed in Chapter 12 of an organizational behavior textbook. It covers individual, team, sales, and organization-wide incentive plans. The key topics discussed include:
- Individual incentive plans like piecework and merit pay plans.
- Factors that motivate employees according to theories by Maslow, Herzberg, and Deci.
- Design of sales compensation plans including salary, commission, and combination plans.
- Team incentive plans using individual or group production standards.
- Organization-wide variable pay plans like profit sharing and employee stock ownership plans (ESOPs).
Becoming a Strategic Staffing OrganizationWilliam Chin
The document discusses key topics related to recruiting in changing times including global trends, delivering on the recruiting agenda, organization readiness, and recruiter readiness. It outlines global trends like workforce mobility, generational demographics, and social responsibility. It also discusses how organizations can achieve readiness through processes, tools, people, and business/HR strategies. Finally, it explores recruiting trends for the future such as in-house vs outsourcing models and the need for recruiters to demonstrate business knowledge, initiative, influence, and involvement.
Managing the Risk of Knowledge Loss Due to Workforce AttritionSIKM
Retaining and leveraging the critical and relevant knowledge of the government workforce - Presented on the 16-Jun-09 SIKM Leaders Community monthly call by Bill Kaplan, Chief Knowledge Officer, Acquisition Solutions
This document summarizes a presentation on 10 ways to recalibrate recruiting processes and technology. The presentation discusses (1) harmonizing recruiting actions with feelings and sense, (2) deconstructing processes to identify part failures, and (3) removing unreasonable elements to rationalize processes. It also covers transforming recruiting to focus on talent as a competitive advantage, optimizing workspaces, synthesizing systems, visualizing the future of recruiting, normalizing project planning, inventorying resources, and socializing with others to share ideas. The goal is to help staffing leaders and solution providers deliver better results for their clients.
Knowledge loss kaplan presentation_wednesday 24th july_1200pm – 1245pm_v3aWorking KnowledgeCSP LLC
This document discusses strategies for capturing organizational knowledge before an experienced employee retires. It recommends determining the employee's most critical and relevant knowledge related to problems their successor will address. It also suggests breaking the employee's role into multiple positions to capture and leverage their knowledge most effectively. The document emphasizes the importance of planning for workforce turnover to routinely capture and retain critical knowledge so an organization can adapt quickly to changes. It notes that lack of leadership commitment and viewing knowledge transfer as extra work are challenges to addressing knowledge loss problems.
Leadership map by Mr Sudhakar Rao at HRRT organised by ISPE & UPES DehradunUPES Dehradun
This document discusses leadership challenges for high performing companies and how SAP solutions can help address them. It outlines key challenges such as globalization, economic downturn, innovation demands, and talent retention. SAP presents itself as the #1 leader in HR software with over 20,000 customers and 500+ in India. The document advocates using SAP's integrated suite to automate transactions, improve reporting and analytics, and enable best practices in areas like skills inventory, talent management, and end-to-end performance management. Case studies show how SAP can help with workforce planning, training, and succession strategies.
Chapter 10 management (10 th edition) by robbins and coulterMd. Abul Ala
The document provides an overview of Chapter 10 from the textbook "Managing Human Resources" by Stephen P. Robbins and Mary Coulter. It covers the key topics in the chapter, which include the human resource management process, identifying and selecting competent employees, providing employees with needed skills and knowledge through orientation and training, retaining high-performing employees, and contemporary issues in managing human resources such as downsizing and diversity. Learning outcomes are listed for each section, with definitions and explanations of important terms.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
This document provides an overview of the Coordination & Administration Wing (C&A Wing) of the Faisalabad Industrial Estate Development & Management Company (FIEDMC). It describes the purpose, scope, and responsibilities of the C&A Wing which include human resources, procurement, record keeping, data security, front desk operations, transportation, office administration, and coordination both within FIEDMC and with external stakeholders. Standard operating procedures and documentation for key functions are also outlined to develop a knowledge base for the organization.
Administaff is a professional employer organization (PEO) founded in 1985 that now serves over 6,500 client companies and 108,000 employees nationwide. As a PEO, Administaff establishes a co-employment relationship with its clients to provide comprehensive human resources outsourcing including benefits administration, payroll processing, regulatory compliance, and training and development services. This allows client companies to focus on their core business operations while gaining access to expert HR support typically only available to large enterprises.
This document provides information about iSolutions, a human resources consulting firm. It discusses major trends impacting businesses today such as healthcare costs, outsourcing, and an aging workforce. It emphasizes the importance of attracting, engaging, and retaining employees to align them with business goals. The document outlines iSolutions' services including training and development, performance management, and employee and labor relations. It highlights the firm's experience and accomplishments in reducing costs and improving performance for its clients.
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s WorkforceHuman Capital Media
The document summarizes a webinar about leveraging talent analytics to plan for future workforce needs. It discusses assessing an organization's readiness, identifying talent supply and demand gaps, and analyzing data to develop action plans to build, buy, or lease talent. The webinar provides examples of companies that use analytics to understand changing skills needs and access talent through current employees, external hires, alumni networks, and contingent workers. The key takeaway is that talent analytics can be a powerful tool when used to develop prioritized action plans that leverage multiple talent sources.
This document summarizes the key points in establishing a sustainable Project Business Management Office (PBMO). It discusses that a PBMO takes a project management mindset at the enterprise level to align resources with strategic objectives. The document outlines that a PBMO requires executive support, standardization of processes, developing capabilities through training, and implementing a Project Business Management methodology. It provides a multi-step process for developing a PBMO, including assessing the current situation, establishing governance, standardizing processes, developing skills, and rolling out the PBMO approach.
This document discusses team dynamics and effectiveness. It begins by defining teams and distinguishing them from groups. It outlines a model of team effectiveness that is influenced by environmental elements, design factors, and processes. Team design factors include task characteristics, size, and composition. Teams go through five stages of development and are shaped by norms. Cohesiveness is influenced by similarity, interaction, size, success, and challenges. While teams can be effective, there are also limitations like social loafing. Companies use various types of team building to improve dynamics.
The document discusses Belgacom's approach to career management. It aims to empower employees to proactively manage their own careers through a four-pillar model of personal support, training, an online career center, and increased mobility opportunities. The goals are to build a coaching culture where team leaders and career consultants support employees, provide training and resources through the online career center and talent profile tool, and create transparency around career paths and principles to facilitate mobility. The talent review board brings together business and employee data to help match employees to new opportunities.
Chapter 14 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of key concepts from Chapter 14 of Management by Stephen P. Robbins and Mary Coulter on managers and communication. It discusses the nature and functions of communication, methods of interpersonal communication including evaluating different methods, barriers to effective interpersonal communication, and organizational communication. The document is formatted as a chapter outline and learning objectives with copyright information from Pearson Education.
Smart ERP Solutions presented their new Smart Employee Onboarding solution for automating the PeopleSoft employee onboarding process. The webinar covered the benefits of automating onboarding, common onboarding activities, and demonstrated how their solution allows configuring customizable onboarding workflows. It also discussed how their pre-built solutions can automate other business processes and provide lower implementation costs than custom projects.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
The document discusses talent management and succession planning. It outlines the traditional approach to succession planning versus a new approach focused on business needs. It also discusses moving from the industrial age to the knowledge age and talent age, and the talent management life cycle of planning, evaluating, acquiring, retaining, engaging, leading, developing, and deploying talent. Training is also addressed as part of the talent management process.
EXECUTIVE COACHING PROGRAMS: BEST PRACTICES, KEY ISSUES, AND TRENDS FOR DRIVI...Human Capital Media
Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs.
Session takeaways include:
Executive coaching strategy, purpose, and outcomes — how it is used in organizations.
Structure and process for a successful coaching outcome.
Building the coaching bench — skills, standards, and rigor.
Measuring the effectiveness of coaching.
Trends in executive coaching.
This document provides guidance on writing a company overview, including sections to cover such as introduction, slogan, mission statement, history and current status. It recommends including the company's name and location in the introduction. The overview section should describe how the company's idea meets customer needs and major achievements. The nature of business section should explain the market needs, satisfaction method, and customer segments. The mission statement should uniquely define the company's purpose and reason for existing. The current status should explain why the company will succeed through elements like customer satisfaction, efficiencies, personnel and location.
Engage and retain your people alliott 010412 Alliott Group 2012Alliott Group
The document discusses strategies for engaging and retaining employees. It recommends that HR shift from a compliance role to a more strategic role by understanding employee motivators and tailoring programs accordingly. Specific strategies include recognizing employees, investing in their development, being willing to change old practices, having fun team activities, and thanking employees. Identifying and engaging "rising stars" is also discussed.
This document summarizes the impact of AchieveMission's 2011-12 consulting initiatives and thought leadership activities. It reports that the Talent Initiative helped nonprofits strengthen leadership, build human capital management capacity, and increase perceived impact. Consulting clients reported sea changes in how they view human capital and strategic use of staff. Thought leadership activities included panels, case studies, and trainings to promote evidence-based human capital management practices in the social sector. The long-term goal is for these practices to become as widely accepted in nonprofits as logic models and strategic planning.
Managing the Risk of Knowledge Loss Due to Workforce AttritionSIKM
Retaining and leveraging the critical and relevant knowledge of the government workforce - Presented on the 16-Jun-09 SIKM Leaders Community monthly call by Bill Kaplan, Chief Knowledge Officer, Acquisition Solutions
This document summarizes a presentation on 10 ways to recalibrate recruiting processes and technology. The presentation discusses (1) harmonizing recruiting actions with feelings and sense, (2) deconstructing processes to identify part failures, and (3) removing unreasonable elements to rationalize processes. It also covers transforming recruiting to focus on talent as a competitive advantage, optimizing workspaces, synthesizing systems, visualizing the future of recruiting, normalizing project planning, inventorying resources, and socializing with others to share ideas. The goal is to help staffing leaders and solution providers deliver better results for their clients.
Knowledge loss kaplan presentation_wednesday 24th july_1200pm – 1245pm_v3aWorking KnowledgeCSP LLC
This document discusses strategies for capturing organizational knowledge before an experienced employee retires. It recommends determining the employee's most critical and relevant knowledge related to problems their successor will address. It also suggests breaking the employee's role into multiple positions to capture and leverage their knowledge most effectively. The document emphasizes the importance of planning for workforce turnover to routinely capture and retain critical knowledge so an organization can adapt quickly to changes. It notes that lack of leadership commitment and viewing knowledge transfer as extra work are challenges to addressing knowledge loss problems.
Leadership map by Mr Sudhakar Rao at HRRT organised by ISPE & UPES DehradunUPES Dehradun
This document discusses leadership challenges for high performing companies and how SAP solutions can help address them. It outlines key challenges such as globalization, economic downturn, innovation demands, and talent retention. SAP presents itself as the #1 leader in HR software with over 20,000 customers and 500+ in India. The document advocates using SAP's integrated suite to automate transactions, improve reporting and analytics, and enable best practices in areas like skills inventory, talent management, and end-to-end performance management. Case studies show how SAP can help with workforce planning, training, and succession strategies.
Chapter 10 management (10 th edition) by robbins and coulterMd. Abul Ala
The document provides an overview of Chapter 10 from the textbook "Managing Human Resources" by Stephen P. Robbins and Mary Coulter. It covers the key topics in the chapter, which include the human resource management process, identifying and selecting competent employees, providing employees with needed skills and knowledge through orientation and training, retaining high-performing employees, and contemporary issues in managing human resources such as downsizing and diversity. Learning outcomes are listed for each section, with definitions and explanations of important terms.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
This document provides an overview of the Coordination & Administration Wing (C&A Wing) of the Faisalabad Industrial Estate Development & Management Company (FIEDMC). It describes the purpose, scope, and responsibilities of the C&A Wing which include human resources, procurement, record keeping, data security, front desk operations, transportation, office administration, and coordination both within FIEDMC and with external stakeholders. Standard operating procedures and documentation for key functions are also outlined to develop a knowledge base for the organization.
Administaff is a professional employer organization (PEO) founded in 1985 that now serves over 6,500 client companies and 108,000 employees nationwide. As a PEO, Administaff establishes a co-employment relationship with its clients to provide comprehensive human resources outsourcing including benefits administration, payroll processing, regulatory compliance, and training and development services. This allows client companies to focus on their core business operations while gaining access to expert HR support typically only available to large enterprises.
This document provides information about iSolutions, a human resources consulting firm. It discusses major trends impacting businesses today such as healthcare costs, outsourcing, and an aging workforce. It emphasizes the importance of attracting, engaging, and retaining employees to align them with business goals. The document outlines iSolutions' services including training and development, performance management, and employee and labor relations. It highlights the firm's experience and accomplishments in reducing costs and improving performance for its clients.
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s WorkforceHuman Capital Media
The document summarizes a webinar about leveraging talent analytics to plan for future workforce needs. It discusses assessing an organization's readiness, identifying talent supply and demand gaps, and analyzing data to develop action plans to build, buy, or lease talent. The webinar provides examples of companies that use analytics to understand changing skills needs and access talent through current employees, external hires, alumni networks, and contingent workers. The key takeaway is that talent analytics can be a powerful tool when used to develop prioritized action plans that leverage multiple talent sources.
This document summarizes the key points in establishing a sustainable Project Business Management Office (PBMO). It discusses that a PBMO takes a project management mindset at the enterprise level to align resources with strategic objectives. The document outlines that a PBMO requires executive support, standardization of processes, developing capabilities through training, and implementing a Project Business Management methodology. It provides a multi-step process for developing a PBMO, including assessing the current situation, establishing governance, standardizing processes, developing skills, and rolling out the PBMO approach.
This document discusses team dynamics and effectiveness. It begins by defining teams and distinguishing them from groups. It outlines a model of team effectiveness that is influenced by environmental elements, design factors, and processes. Team design factors include task characteristics, size, and composition. Teams go through five stages of development and are shaped by norms. Cohesiveness is influenced by similarity, interaction, size, success, and challenges. While teams can be effective, there are also limitations like social loafing. Companies use various types of team building to improve dynamics.
The document discusses Belgacom's approach to career management. It aims to empower employees to proactively manage their own careers through a four-pillar model of personal support, training, an online career center, and increased mobility opportunities. The goals are to build a coaching culture where team leaders and career consultants support employees, provide training and resources through the online career center and talent profile tool, and create transparency around career paths and principles to facilitate mobility. The talent review board brings together business and employee data to help match employees to new opportunities.
Chapter 14 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of key concepts from Chapter 14 of Management by Stephen P. Robbins and Mary Coulter on managers and communication. It discusses the nature and functions of communication, methods of interpersonal communication including evaluating different methods, barriers to effective interpersonal communication, and organizational communication. The document is formatted as a chapter outline and learning objectives with copyright information from Pearson Education.
Smart ERP Solutions presented their new Smart Employee Onboarding solution for automating the PeopleSoft employee onboarding process. The webinar covered the benefits of automating onboarding, common onboarding activities, and demonstrated how their solution allows configuring customizable onboarding workflows. It also discussed how their pre-built solutions can automate other business processes and provide lower implementation costs than custom projects.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
The document discusses talent management and succession planning. It outlines the traditional approach to succession planning versus a new approach focused on business needs. It also discusses moving from the industrial age to the knowledge age and talent age, and the talent management life cycle of planning, evaluating, acquiring, retaining, engaging, leading, developing, and deploying talent. Training is also addressed as part of the talent management process.
EXECUTIVE COACHING PROGRAMS: BEST PRACTICES, KEY ISSUES, AND TRENDS FOR DRIVI...Human Capital Media
Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs.
Session takeaways include:
Executive coaching strategy, purpose, and outcomes — how it is used in organizations.
Structure and process for a successful coaching outcome.
Building the coaching bench — skills, standards, and rigor.
Measuring the effectiveness of coaching.
Trends in executive coaching.
This document provides guidance on writing a company overview, including sections to cover such as introduction, slogan, mission statement, history and current status. It recommends including the company's name and location in the introduction. The overview section should describe how the company's idea meets customer needs and major achievements. The nature of business section should explain the market needs, satisfaction method, and customer segments. The mission statement should uniquely define the company's purpose and reason for existing. The current status should explain why the company will succeed through elements like customer satisfaction, efficiencies, personnel and location.
Engage and retain your people alliott 010412 Alliott Group 2012Alliott Group
The document discusses strategies for engaging and retaining employees. It recommends that HR shift from a compliance role to a more strategic role by understanding employee motivators and tailoring programs accordingly. Specific strategies include recognizing employees, investing in their development, being willing to change old practices, having fun team activities, and thanking employees. Identifying and engaging "rising stars" is also discussed.
This document summarizes the impact of AchieveMission's 2011-12 consulting initiatives and thought leadership activities. It reports that the Talent Initiative helped nonprofits strengthen leadership, build human capital management capacity, and increase perceived impact. Consulting clients reported sea changes in how they view human capital and strategic use of staff. Thought leadership activities included panels, case studies, and trainings to promote evidence-based human capital management practices in the social sector. The long-term goal is for these practices to become as widely accepted in nonprofits as logic models and strategic planning.
Techniques for Using Goals to Drive Business Execution: When Just Being Smart...Human Capital Media
Goal setting is one of the most powerful, yet underutilized tools available to support business execution. Business leaders recognize the importance of goal setting, yet few are truly effective at using goals to drive business results. Steve Hunt will explain common mistakes that limit the value of goal management and share techniques to address them. He will focus on several simple but frequently overlooked foundational techniques to improve the impact of goal management, discuss what it takes to implement them and talk about the results.
How to Overcome the Challenges of Measuring, Benchmarking, and Improving Your...Human Capital Media
The biggest challenge organizations face when trying to accomplish their diversity goals, as discovered by a recent survey conducted by Human Capital Media Advisory Group, is a lack of accepted benchmarks for diversity and inclusion. However, with the right tools and analysis, this problem can be overcome quickly.
Join us as we discuss how to handle difficulties with:
Establishing Benchmarks
Measuring diversity and inclusion at all levels of your organization
Compiling data and determining benchmarks
Assigning responsibility to leaders
Evaluating how your talent management process is affecting your results
Sharing information with cross-functional and leadership groups
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.
Seven Habits of Highly Successful Procure-to-Pay ProgramsSAP Ariba
This document summarizes a presentation on successful Procure-to-Pay programs. It discusses Dollar Tree's implementation of a P2P program through Ariba, focusing on change management, implementation teams, training, spend analysis, feedback, supplier enablement, and early payments. It also discusses Corinthian Colleges' business case for a P2P program, how it would help problems like rogue spending, and its plan to implement the program in waves based on category suitability.
This document provides information about the Human Capital Capability Academy (HCCA), which was established in 2005 to develop human and organizational capabilities for small and medium enterprises. It offers various services, including organizational development, talent development through training programs, experiential learning activities, and international speakers conferences. HCCA works with clients across many industries to help individuals and organizations improve performance through leadership, management, and soft skills training.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
Take Me Out to the Ball Game - Competency Based Talent Managementthempowergroup
The document discusses competency based talent management in strategic sourcing and supply chain roles. It notes that current approaches to talent management in these areas have fallen short and produced suboptimal results. The document then outlines TMG's experience implementing competency based talent management programs across multiple industries. TMG has a history of developing competency models, assessing gaps, and creating customized development programs to improve performance in sourcing and supply chain organizations.
1) LeAP is a leadership accelerator program that aims to develop the mindset, self-awareness, and leadership behaviors of high performers through experiential learning opportunities, coaching, and customized reports.
2) The program addresses issues that new managers and leaders face such as high expectations, pressure to perform, and the need to motivate complex teams in a diverse workforce.
3) LeAP uses a proprietary assessment tool, multi-source feedback, workshops, and ongoing coaching to help more than 500 Indian professionals successfully transition to new leadership roles.
The document discusses how Manpower can help businesses by providing workforce solutions and talent resourcing as companies enter the "Human Age" where talent is the key competitive differentiator. Manpower offers a full range of services including contingent staffing, permanent placement, training, site management, and analytics to help companies access the best talent and optimize their workforces. They place over 147,000 industrial workers per week and have experience filling roles in skilled trades and emerging industries.
Finding and keeping skilled staff can be a challenge, especially for rural organizations. A panel of experts will share career development tools, succession planning, self-help and coaching, tapping into the existing talent in your community, and providing learning opportunities for current staff members. Panelists will also share information on dynamics of successful staffing and nurturing the next generation of rural housing and economic development leaders.
The document provides information about an HR management training program called "HRM with impact" offered by Vlerick Business School. The 3-sentence summary is:
The "HRM with impact" program from Vlerick Business School aims to help HR managers increase the impact of HR strategies within their organizations through modules that cover topics like talent management, change management, and performance management. The program uses a mix of academic content and practical case studies and exercises to provide insights that participants can immediately apply. Successful completion allows participants to join the Vlerick Alumni Network of over 16,000 professionals worldwide.
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
The document discusses how ACA Talent helps companies drive revenue through optimizing their sales recruitment processes. It outlines ACA Talent's sales recruitment optimization services, including professional search, project management of high-volume recruiting, and recruitment technology solutions to improve efficiency. The goal is to help companies recruit better sales talent faster to maximize revenue opportunities.
Voice of the Customer: The Key to Winning In Tech Sales with N3, CallMiner an...n3marketing
Join CallMiner, N3, and special guest SiriusDecisions as we explore Voice-of-the-Customer technologies that help you understand and quickly adjust to the rapidly changing marketplace dynamics. Through this webinar, you will learn how to:
-Gain a scientific understanding of your customers to help drive and optimize future conversations
-Develop a dynamic, customer-centric approach to gathering, mining, analyzing and interpreting customer input and
-Use customer insights and sentiments to sell more technology and beat your competition
Similar to Effective Recruiting Strategies for Managers That Minimize Compliance Risks for Business (20)
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
This document summarizes key trends in employee experience from a 2020 global study. The top 3 trends are: 1) Feedback matters - having feedback programs boosts engagement; 2) Change is constant - listening during times of change is important; 3) Managers and learning & development matter - investing in managers and L&D improves engagement and retention. Examples are given showing the impact of acting on feedback, empowering employees during change, and providing learning opportunities. Overall it stresses the importance of listening to employees, acting on insights, and supporting managers and professional growth to drive engagement.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNEDHuman Capital Media
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENTHuman Capital Media
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENTHuman Capital Media
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLDHuman Capital Media
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMYHuman Capital Media
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...Human Capital Media
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
In this webinar, you’ll learn:
3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluencyHuman Capital Media
Data science and AI are impacting many industries globally, from healthcare and government to agriculture and finance. Everybody needs to be able to work with data the way everybody needed to start using email 20 years ago. As we wrote in Harvard Business Review, “Very few companies expect only professional writers to know how to write. So why ask only professional data scientists to understand and analyze data, at least at a basic level?”
But what value can data fluency actually add, what are best practices to build it into your organization, and what are the biggest challenges that businesses encounter in data-driven transformations?
To answer these questions and more, we conducted a survey of over 300 Learning and Development leaders from diverse industries including healthcare, technology, consumer goods, government, and finance. Join this webinar with Dr. Hugo Bowne-Anderson, a data scientist and educator at DataCamp, to find out what we discovered and what 300 L&D leaders have learned about building data fluency.
Learning Objectives:
What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.”
LEARNING OBJECTIVES:
1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special?
2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
The document promotes Ryan Berman and his company Courage Brands. It introduces Berman as the creator of Courage Brands and author of the book "Return on Courage". Berman helps brands build courage through storytelling and consulting. He has worked with major companies and founded Sock Problems, a sock brand that donates to causes. Courage Brands aims to help companies liberate themselves from fears through holistic internal and external change.
Effective Recruiting Strategies for Managers That Minimize Compliance Risks for Business
1. Effective Recruiting Strategies for Managers
That Minimize Compliance Risks for Business
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2. Effective Recruiting Strategies for
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Speaker: Lisa Harpe
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Peoplefluent Research Institute
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
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6. Effective Recruiting Strategies for
Managers That Minimize Compliance
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Kellye Whitney
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7. Effective Recruiting Strategies for
Managers That Minimize Compliance
Risks for Business
Lisa Harpe
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Peoplefluent Research Institute
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