This document summarizes a webinar on empowering middle managers and creating workforce readiness. The webinar discussed defining the "middle" as consistent performers who make up 74% of companies but receive less attention. It highlighted challenges middle managers face with increased workloads and responsibilities. The webinar advocated investing in the middle through best practices in goal management, developing capabilities like coaching, and supporting alternative career options beyond traditional ladders.
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
This webinar will turn our attention to methods that you, individually, or collectively within your organization, can use to make better decisions on hiring new employees while keeping an eye on measuring and retention.
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.
This webinar will turn our attention to methods that you, individually, or collectively within your organization, can use to make better decisions on hiring new employees while keeping an eye on measuring and retention.
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
We surveyed 2,604 talent acquisition leaders who work in a small or mid-sized corporate HR department in 35 different countries. All
respondents are at the manager level or higher and have some authority in their company’s recruitment solutions budget. These survey
respondents are LinkedIn members who were selected based on information in their LinkedIn profile and contacted via email.
The Power of HR & Automation: How to Keep the “Human” in Human Resource Manag...Aggregage
While the future remains uncertain when it comes to the return of an in-person workforce, HR automation seems to be an ever-increasing inevitability. Shifting existing teams over to new digital processes during remote times can be a massive challenge, especially when teams are focused on maintaining the ever-illusive sense of "culture." But for the next generation now entering the workforce––an immensely tech-enabled generation––what can we as HR leaders do to meet them?
Join Teresa Smith, Senior Managing Partner, HCM Advisory Group at UKG, for this indispensable discussion on the future of work and HR tech. This session will cover:
• What a "work environment" means today and how we go about creating a positive one
• How to ensure your company remains "people-first" in these uncertain times
• Why automating HR tasks doesn't necessarily come at a detriment to culture
• How to effectively introduce digital processes to your company and employees new and old in a way that encourages adoption of these processes
Hard Talk HR - How Performance Management is Killing PerformanceThe HR Congress
M. Tamra Chandler will provide you with all the tools and practical techniques you’ll need in order to be able to successfully rethink, redesign, and reboot performance management in your own organization.
Human Capital Management's Employee Disconnect. A Global SnapshotADP Marketing
Gain insight into the wide disparity in perceptions among employees, HR leaders and senior management on vital HCM issues and how it may impact employers’ ability to deliver on corporate strategies.
Full Study: Performance Reviews Get a Failing GradeAdobe
We surveyed 1,500 U.S. office workers for their thoughts on performance reviews, and unsurprisingly, people aren't fans of them. What we did unearth though are interesting reactions and feelings about the process. Shift through the full report.
Curious about how we've ditched the reviews for the Check-In? More on that here (https://adobe.ly/2j5NLUe) with resources to employ the Check-In for your org here: http://www.adobe.com/check-in.html
Global Recruiting Trends
The talent acquisition industry is changing rapidly. To stay competitive and craft a proactive recruiting strategy you need to know how and why. In this report, you will learn the latest trends and “must know” facts that will keep you ahead of the curve and make you invaluable to your organization.
You’ll learn the top 5 trends:
• Quality Hires: Fastest growing sources of quality hires
• Talent Brand: Competitive advantages (and threats!)
• Data: Metrics you can use tomorrow to measure recruiting success
• Talent Retention: Stop your top talent from walking out the door
• Mobile Recruiting: Navigate the frontier
Subscribe to our Blog: talent.linkedin.com/blog/
Follow us on SlideShare: slideshare.net/linkedin-talent-solutions
Follow us on Twitter: @hireonlinkedin
Discover additional insights: talent.linkedin.com
Follow LinkedIn: linkedin.com/company/linkedin
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
Top Ten Best Practices for Talent Acquisition ClearedJobs.Net
Kathleen Smith, CMO, ClearedJobs.Net presented at the Tidewater Techexpo Business to Government Conference on Top Ten Best Practices for Talent Acquisition. This presentation is focused on small to medium size businesses who can and should engage their business development community along with their talent acquisition community.
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
We surveyed 2,604 talent acquisition leaders who work in a small or mid-sized corporate HR department in 35 different countries. All
respondents are at the manager level or higher and have some authority in their company’s recruitment solutions budget. These survey
respondents are LinkedIn members who were selected based on information in their LinkedIn profile and contacted via email.
The Power of HR & Automation: How to Keep the “Human” in Human Resource Manag...Aggregage
While the future remains uncertain when it comes to the return of an in-person workforce, HR automation seems to be an ever-increasing inevitability. Shifting existing teams over to new digital processes during remote times can be a massive challenge, especially when teams are focused on maintaining the ever-illusive sense of "culture." But for the next generation now entering the workforce––an immensely tech-enabled generation––what can we as HR leaders do to meet them?
Join Teresa Smith, Senior Managing Partner, HCM Advisory Group at UKG, for this indispensable discussion on the future of work and HR tech. This session will cover:
• What a "work environment" means today and how we go about creating a positive one
• How to ensure your company remains "people-first" in these uncertain times
• Why automating HR tasks doesn't necessarily come at a detriment to culture
• How to effectively introduce digital processes to your company and employees new and old in a way that encourages adoption of these processes
Hard Talk HR - How Performance Management is Killing PerformanceThe HR Congress
M. Tamra Chandler will provide you with all the tools and practical techniques you’ll need in order to be able to successfully rethink, redesign, and reboot performance management in your own organization.
Human Capital Management's Employee Disconnect. A Global SnapshotADP Marketing
Gain insight into the wide disparity in perceptions among employees, HR leaders and senior management on vital HCM issues and how it may impact employers’ ability to deliver on corporate strategies.
Full Study: Performance Reviews Get a Failing GradeAdobe
We surveyed 1,500 U.S. office workers for their thoughts on performance reviews, and unsurprisingly, people aren't fans of them. What we did unearth though are interesting reactions and feelings about the process. Shift through the full report.
Curious about how we've ditched the reviews for the Check-In? More on that here (https://adobe.ly/2j5NLUe) with resources to employ the Check-In for your org here: http://www.adobe.com/check-in.html
Global Recruiting Trends
The talent acquisition industry is changing rapidly. To stay competitive and craft a proactive recruiting strategy you need to know how and why. In this report, you will learn the latest trends and “must know” facts that will keep you ahead of the curve and make you invaluable to your organization.
You’ll learn the top 5 trends:
• Quality Hires: Fastest growing sources of quality hires
• Talent Brand: Competitive advantages (and threats!)
• Data: Metrics you can use tomorrow to measure recruiting success
• Talent Retention: Stop your top talent from walking out the door
• Mobile Recruiting: Navigate the frontier
Subscribe to our Blog: talent.linkedin.com/blog/
Follow us on SlideShare: slideshare.net/linkedin-talent-solutions
Follow us on Twitter: @hireonlinkedin
Discover additional insights: talent.linkedin.com
Follow LinkedIn: linkedin.com/company/linkedin
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
Top Ten Best Practices for Talent Acquisition ClearedJobs.Net
Kathleen Smith, CMO, ClearedJobs.Net presented at the Tidewater Techexpo Business to Government Conference on Top Ten Best Practices for Talent Acquisition. This presentation is focused on small to medium size businesses who can and should engage their business development community along with their talent acquisition community.
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
The ASSA ABLOY Group released its interim report for the third quarter July-September 2013 on Monday 28 October 2013 at 08.00 am (CET). The presentation from the combined investors’ and analyst meeting and web conference is available as an on-demand webcast. Welcome to visit our Investor pages on http://www.assaabloy.com/investors/.
Objective Capital's Africa Resources Investment Congress 2011
Ironmongers' Hall, City of London
14-15 June 2011
Day 1: Africa Resources
Speaker: Glenn Laing, Plains Creek Phosphate
There’s no doubt that organizations are increasingly reliant on external expertise. And that raises big questions for human resources: How clear is our strategy and philosophy of contingent staffing? How involved is HR in managing external expertise on behalf of their organizations, and how involved should it be? How well does our workforce planning incorporate external experts into a total workforce plan? How well do our systems and policies support our ability to attract the best external talent, and their productivity?
In this spotlight webinar, Norm Smallwood and Jon Younger, authors of “Agile Talent: How to Source and Manage Outside Experts” will deliver insight on how talent leaders can successfully manage, mobilize and maximize the contributions of agile talent.
During this Spotlight webinar, attendees will explore:
-The challenge of agile talent.
-What strategic agile talent management looks like.
-How leaders need to change how they think and act to make the most from this agile workforce.
-The role of HR now, and the implications of an HR strategic approach to agile talent.
HR Top Tips: 5 Keys to Gaining Momentum with Internal Career MobilityAggregage
Encouraging employees to engage in work and opportunities in ways that benefit both the organization and the employee has never been more valuable. Join us for this exclusive webinar, where Matthew Daniel, Principal of Talent Strategy and Mobility at Guild Education, will share the top five highest impact practices you can leverage to build momentum for your internal career mobility efforts now!
8 WAYS TO CREATE WORKFORCE EXPERIENCES THAT REALLY DRIVE PRODUCTIVITYHuman Capital Media
Is your workforce really working? Over a third of employees admitted they’re productive for less than 30 hours a week, according to recent research. That’s a whole day each week that they’re in work, but not working. Join Justin McWhorter as he talks through recent findings on what really determines productivity.
What are the eight strategies HR and People leaders can use to build great employee experiences to drive productivity?
By the end of the webcast, attendees will discover:
What’s stopping workforces from really being productive
What are the top tips for building employee experiences that workers really want
How they can use new data and strategies to boost engagement and productivity in their roles today
Attendees will be equipped with best practices to build workforce experiences that really get the best from their people. As a result, they’ll know how to truly engage their people, drive productivity and boost business performance.
Predictive index 2021 Talent Optimization editionRobert Friday
What is Predictive Index? How does Predictive Index work? Talent Optimization expert Rob Friday has trained over 1000 business leaders to use Predictive Index. See the updated 2021 Talent Optimization Presentation here.
Two Sides of the Same Coin: Recruiting and RetentionAggregage
In this webinar, Caitlin MacGregor will explore how predictive science helps organizations engage, attract and retain high-performing talent. Attendees will gain insight into understanding candidates’ human potential to unlock opportunity for their organizations to add value to their talent strategies.
Similar to Empowering the Middle and Creating Workforce Readiness (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
What drives employee engagement across the globe? What can you do to meaningfully improve employee experience in your organization? Join Qualtrics Employee Experience Consultant Yesenia Cancel for a deep-dive into the 2020 Global Employee Experience Trends, a comprehensive study of 13K+ workers across 13 geographies. Through a mix of data insights and case studies, Yesenia will highlight insights to drive your people strategy in 2020 and beyond.
Learning objectives:
Deep dive into 3 key trends that can impact your people strategy in 2020
Hear how other HR leaders are gathering and acting on employee feedback
Learn proven strategies for empowering managers to act on employee feedback
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
According to Bersin by Deloitte, only 33% of millennials believe their organizations are using their skills well, and 42% say they are likely to leave because they are not learning fast enough. Developing new knowledge, new skills and new abilities is critical to futureproofing your organization’s evolving talent needs. Additionally, assessing the abilities of your talent is essential to understanding the profiles of your employees and ensuring the right role is filled with the right ability. Whether employees need development or have mastered success, understanding the skill profile of your talent is critical to futureproof organizational growth and innovation. This session explores ways to fine-tune your talent’s abilities to perform their job duties as well as future ones.
Attendees of this presentation will have a clear understanding of:
Methods to assess the skills and abilities of your talent to ensure the right role is filled with the right employee.
Ways to incorporate development, skills assessments and succession planning into employee performance conversations.
How to create now the company culture you want to be then.
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)?
Courage (noun): the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty. Author Ryan Berman has devoted the past three years interviewing many of the most courageous people and leaders on the planet. Through this experience, he learned that the companies that win share courageousness as a trait. Berman unveils how every brand can unlock courage in their people, leaders or culture. This presentation culminates with ways for the audience to take action today to transform from a Coward Brand or Stasis Brand into a Courage Brand.
After this discussion you’ll be able to:
Build a culture of empowered, courageous behavior and experimentation.
Utilize a modern day, step-by-step framework to becoming a Courage Brand.
Overcome the clarity epidemic we currently find ourselves in.
Create true conviction and healthy retention with your best people.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Empowering the Middle and Creating Workforce Readiness
1. Empowering the Middle and Creating Workforce Readiness You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.866.469.3239 and enter access code: xxx xxx xx. You will be on music hold until the seminar begins. #TMwebinar
2. Empowering the Middle and Creating Workforce Readiness Speakers:Stacia Garr Senior Analyst for Talent ManagementBersin & Associates Stacey HarrisDirector, Strategic HR Research, & Principal Analyst, HR and Talent ManagementBersin & Associates Moderator: Daniel Margolis, Managing EditorTalent Management Magazine #TMwebinar
3.
4. Click on the Q&A icon on your floating toolbar in the bottom right corner.
5. Type in your question in the space at the bottom.
7. Tools You Can Use Polling Polling question will appear in the “Polling” panel. Select your response and click on “Submit.” #TMwebinar
8. Frequently Asked Questions 1. Will I receive a copy of the slides after the webinar? YES 2. Will I receive a copy of the webinar recording? YES Please allow up to 2 business days to receive these materials. #TMwebinar
9. Empowering the Middle and Creating Workforce Readiness Daniel Margolis Managing Editor Talent Management magazine #TMwebinar
10. Empowering the Middle and Creating Workforce Readiness Stacia Garr Senior Analyst for Talent ManagementBersin & Associates Stacey HarrisDirector, Strategic HR Research, & Principal Analyst, HR and Talent ManagementBersin & Associates #TMwebinar
11. Empowering the MiddleCreating Workforce Readiness Stacey Harris, Director Strategic HR & TM Research Stacia Garr, Senior Analyst Talent Management
19. Business Challenges Accelerating innovation, Rapid market changes, New products Source Bersin & Associates TalentWatch Q4 2010 N=300
20. Urgent Talent ChallengesRise in key positions and skills for new productsDecline in Retirement, Leadership, and Performance concerns Source Bersin & Associates TalentWatch Q4 2010 N=300
21. Who is in Our Workforce? Traditionalists Born: Pre-1945 Hierarchical, loyal to institutions, motivated by financial rewards and security. Baby Boomers Born: 1946—1964 Idealistic, competitive and striving to achieve. Generation X Born: 1965—1979 Self-reliant, willing to Change rules, tribal and community-oriented Generation Y Born: 1980—2001 Confident, socially- conscious, family centric and technology savvy
22. The Inevitable Exodus Gap in EmergingLeadership Gaps in entry level workers Diverse: +33% Hispanic +27% Asian +7.5% Black+11% Women Under-skilled. (US) 22% of college grads need additionalskills to start work Lack of mobility: Only 7% of new workers able to relocate, vs. 18% in 2008 25-34 35-44 45-54 55-64 65+ Workforce Demographics 2018New talent gaps emerge
28. Defining the MiddleConsistent Performers make up 74% of most companies Source: Bersin & Associates High Impact PerformanceManagement research, 2011, n=200+
29. Consistent Performers ChallengesThey get less attention, more work, and fewer options High Potentials/Talent High Expectations High-Potential Programs Opportunities w/ executives Talent Programs Coaching & Mentoring Consistent Performers Fewer Expectations Fewer Opportunities Low Performers Performance Improvement Plans Coaching & Mentoring Employee Relations
30. Defining the MiddleLine Managers are the forgotten front line Managers who have not moved “up” or “over” for several years, and are content to stay in their current position. Managers who’s direct reports have “good” but not “exceptional” engagement scores Managers who have slowed down their career for personal reasons CEO/ BoD Exec. Team/ Senior Leaders Business Leaders Team Managers Team Leaders Employees
41. Stop gap leadership developmentNumber of employees in company Demographic Ages 25-34 35-44 45-54 55-64 65+
42. Lack of “Quality” Line ManagersNumber one anticipated hiring gap Source Bersin & Associates TalentWatch Q4 2010 N=300
43. Concerns over Line Manager Capabilities Over 31% of Companies felt their Top Executives were highly capable Compared to 6% who felt their mid-level and entry level managers were highly capable Large Pharmaceutical Client Commented: “We must re-establish the nobility of management in our company. Managers hold a sacred role, and we must prepare, coach and train them to succeed.” Source Bersin & Associates TalentWatch Q4 2010 N=300
44. Agenda Changing Business & Talent Climate Monkey in the “Middle” Defining the “Middle” Challenges & Risks Value of Investing in the “Middle” Best Practices in Career and Performance Management for the Middle Managing performance Developing capabilities Supporting career options Key Takeaways Q&A
46. Engaging Consistent PerformersBenefits of focusing on both numbers and culture These employee’s play an integral role in supporting a companies culture and employment brand They enable “A” Players to execute and perform They become the “go-to” people within the organization When supported and developed, they are less likely to leave an organization They may be the most likely group of employees to speak up when politics or “egos” may be getting in the way Are more likely to focus on what is best for an organization or their team
47. HR, only as Effective as Line Managers1 to 1 relationship between increased Line Manager capabilities and HR effectiveness measures Line Manager Capabilities HR Effectiveness Improving HR solutions delivery to all employee’s reduces HR efficiencies by 5%
48. Enable Line Managers for PerformanceHR has a critical role Business Performance Business Performance, Agility, Productivity, Innovation, Quality, Customer Service Workforce Readiness Engagement, Retention, Talent Mobility, Job Readiness, Goal AlignmentPerformance and Learning Culture Management and LeadershipEffectiveness Leadership Effectiveness, Leadership Pipeline, Management Capabilities Business-Aligned Leadership Competencies Employment Fundamentals (Essentials) Hiring Legal Compliance, Payroll, Safety, Benefits HR Business Alignment HR Services Effectiveness HR Services Efficiency
49. Agenda Changing Business & Talent Climate Monkey in the “Middle” Defining the “Middle” Challenges & Risks Value of Investing in the “Middle” Best Practices in Career and Performance Management for the Middle Managing performance Developing capabilities Supporting career options Key Takeaways Q&A
50. How Goals are Shared How Does Your Organization Cascade Goals? Board of Directors/CEO Exec. Team/Senior Leaders Business Leaders Team Managers Team Leaders Employees Source: Bersin & Associates High Impact PerformanceManagement research, 2011, n=200+
56. Developing CapabilitiesWhat to Develop? Most Frequently Delivered Topics for Mid-Level Managers Source: Bersin & Associates High Impact Leadership Development research, 2010, n=300+
61. Soft Skills“Middle managers play a critical role in our organization, so it is important that we position them for success. People leave managers, not companies. And if they’re not leaving, then they’re not as engaged or productive.” ~Michele Golden VP of Talent Management Turner Broadcasting
62. Some Activities Have More Impact Impact of Most Frequent Topics for Mid-Level Managers on Their Engagement, Retention and Teamwork Source: Bersin & Associates High Impact Leadership Development research, 2010, n=300+
64. …Has Changed Modern Career Management Division A Top Management Top Management Top Management Senior Management Senior Management Senior Management Division B Division C Experts (Consultants) Experts (Consultants) Experts (Consultants) Middle Management Middle Management Middle Management First Line Management First Line Management First Line Management Senior Specialists Senior Specialists Senior Specialists Functional Specialists / Front-Line Employees Functional Specialists / Front-Line Employees Functional Specialists / Front-Line Employees Back Office, Operational, Contingent Employees Back Office, Operational, Contingent Employees Back Office, Operational, Contingent Employees
96. Key Takeaways Changing business challenges requires changing approaches to talent management Changing expectations of employees requires a different approach to managing the middle The middle is not “average” performers – instead they are the untapped potential of your organization. Line Managers are the “forgotten” heroes on the front lines Improving line manager capabilities improves employee engagement and HR effectiveness Create a more effective goal alignment process that supports line managers and middle performers Development programs increase capabilities and open more options Career management focuses on options more than specific paths
97. Agenda Changing Business & Talent Climate Monkey in the “Middle” Defining the “Middle” Challenges & Risks Value of Investing in the “Middle” Best Practices in Career and Performance Management for the Middle Managing performance Developing capabilities Supporting career options Key Takeaways Q&A
98. Questions & Comments Feel free to contact Stacey Harris or Stacia Garr with Questions or Comments at: Stacia.Garr@bersin.com Stacey.harris@bersin.com
99. Join Our Next TM Webinar Tuesday, March 1, 2011 The New Drivers of Recruiting and How Technology Should Enable Them TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/events Join the Talent Management magazine Networkhttp://network.talentmgt.com/ #TMwebinar
Editor's Notes
Abstract: Have you given enough thought to how you are empowering the “middle” of your organization? The market has been focused on leveraging their top talent, investing in high-potentials and preparing executives. But in the midst of all this segmentation, have you thought about the “engine” of your workforce -- your middle management and consistent performers? Over the last several years, companies have asked their employees to do “more with less,” increase innovation, collaborate and work globally. However, many have failed to give the middle of the organization the support it needs to succeed in today’s modern work environment. Join Stacey Harris, Director of Strategic HR Research, and Stacia Garr, Senior Analyst for TM, as they share recent Bersin & Associates’ findings regarding the impact of increasing the capabilities of line managers and the value of motivating and empowering middle performers. The discussion will include examples of how leading organizations are developing leaders from the bottom up, providing tools to help the middle do their job more effectively and improving enterprise career management strategies. Specific case examples will be included in the presentation.
A perfect example of this is the dramatic turnaround taking place at Ford Motor Co. Ford’s business is now growing. Their engineering team is actively launching electric vehicles and new embedded communications technology, and they are growing their business in China and India. The new Ford Figo, a car specifically designed for the Indian marketplace, was just rated the Indian Car of the Year for 2011. This is the type of global innovation that organizations in financial services, manufacturing, information services, and technology are striving to execute in the coming few years.
Consistent Performers60% to 70% of the population who receive good or very good (but not exceptional) on performance reviews – often these are employee’s who excel at the technical aspects, are focused on integrity, but may not be able to manage the relationships required to create great business impact. Employee’s not slated as high-potentials or high-performers within an organizationEmployee’s not identified as part of a critical or pivotal talent segment for an organizationEmployee’s who have slowed down their career for personal reasons or have no interest in moving beyond their current roles. One HRB report on B players estimated that 20% of today’s B players, were recovering “A” player’s who have chosen work-life balance, over the high-potential path. This is a growing issue for many organizations. B players' defining characteristic is their aversion to calling attention to themselves - even when they need to. They are like the proverbial wheel that never squeaks -Indeed, we've found that the quickest way of identifying the B players is to list the people who make the fewest demands on the CEO's time.
Line Managers Supervisors, Managers, Some Directors (Not Part of a High-Potential Program)Managers who have not moved “up” or “over” for several years, and are content to stay in their current position. Managers who’s direct reports have “good” but not “exceptional” engagement scores Managers who have slowed down their career for personal reasons
Improved delivery of solutions to executives and new employee’s improve efficiency by 5%, but improved delivery of solutions to all employee’s reduces efficiencies by 5% (trying to boil the ocean or spread peanut butter over everything).
Effective HR ApproachEmployment FundamentalsCapable ManagersPerforming WorkforceMeeting Business Goals
Industry: Financial ServicesEmployees: over 7,000Previous State: One of the three business units at TravelEx (approximately 1,100 employees) recently automated their performance management process, but found it was still not driving the desired impact.Action: Employees enter goals into their online goal management system, and are required to work with managers to break goals down into quarterly and then monthly goalsEmployees and managers are prompted quarterly, and sometimes monthly, to discuss goal progress, creating an occasion to both celebrate successes and identify areas that need more attentionResult: According to a sampling of managers and employees, performance conversations are more frequent, authentic and useful than they were before. This is still an ongoing effort, but the early feedback has been overwhelmingly positive.
Soft Skills include: DelegatingTime managementTransitioning from an individual contributor to managerTeam developmentResolving interpersonal conflict
“46% of organizations highly effective at increasing the engagement, retention and teamwork of their mid-level managers focus on communications in their curriculum”
Work is increasingly virtual, transparent, collaborative and dispersed. Organizations are flatter. Careers zig and zag. Information flows in all directions. The result? The corporate ladder model—and the outdated norms and expectations that defines it--is collapsing. High-impact organizations are focusing on talent mobility in positions other than management and leadership. These organizations are proactively responding to the shift necessary to leverage talent within organizations. Their overall competitive position in the market place is far superior to those organizations who still view talent mobility through only the ‘ladder’ lens. The Deloitte corporate lattice model provides a broad perspective on talent mobility and development. It moves organizations from a view centered strictly on vertical progression toward varied functional and lateral paths that are in step with individuals’ career life goals and the organizations business goals. It formalizes opportunities for employees to progress horizontally – an acute need as organizations flatten today. This lattice model to talent mobility helps organizations develop the breadth and depth of capabilities that they need to compete and thrive.
Ladder ThinkingTalent information limited usually to senior leadership of each BULinear, vertical management career pathsLow workforce mobilityTasks define the jobLattice ThinkingTalent information available across the enterpriseMulti-directional (not necessarily management) career pathsHigh workforce mobilityCompetencies define the jobYou have to be careful that you don’t’ have a culture that puts a premium on incremental vertical moves. Lateral moves that add value in terms of experiential development and also meet the needs of the organization can actually increase the vertical.”Executive Vice President and Chief HR Officer, Textron Inc.Other orgs using:Thomson ReutersThrivent
Example from a solution provider we work with. This shows all the aspects of a people profile in one place. The cool thing about people profiles is the transparency they create. Employees can communicate via what they include about what they are interested in doing and the skills they have currently. This information can be supplemented by HR and the employee’s manager. So decisions HR needs to make are: What needs to be filled in by HRWhat needs to be filled in by employeeWhat needs to be completed by managerNow, let’s move on to an example of how Lockheed Martin is using technology to drive its career management process.