In the recovery period of one of the worst recessions in years, it can be difficult to think ahead to where your employees will stand in a year, let alone five. But leadership development is crucial to the success of your organization and succession planning needs to start before employees are even hired.
In this informative webinar, George Bradt of PrimeGenesis will cover the essentials of an effective long term succession planning strategy. Learn how to create a strategy that will prepare your employees to smoothly transition from role to role, from the onboarding process all the way to leadership positions. Make sure your organization is prepared for the future!
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.
Integrating Learning And Talent SlidesDavid Wilson
The document discusses integrating talent and learning processes to overcome siloed and fragmented approaches. It outlines the benefits of integration, including clearer links between talent elements, improved automation and user experience, reduced duplication, and better analytics. It argues that learning is particularly important as it enables many talent processes like onboarding, developing skills, and raising performance. A 7-point action plan for successful integration is also mentioned.
"Be a Productivity Powerhouse in 2011" - Tim Wade (ST701 2 Dec 2010) www.timw...Tim Wade
Singapore motivational business speaker, Tim Wade, shares productivity tips and strategies with participants at Singapore Press Holdings on 2 Dec 2011.
In particular, Tim Wade identifies 5 key areas for business effectiveness and simplifies them down to: Do More, Sell More, Earn More, Give More and Laugh More!
He then links goal-setting to neuro-psychology and how the brain works, and explains how we can train ourselves to think with a Victor mindset. This builds a mindset of positive possibility thinking and the motivation to take action to achieve positive results. Enjoy.
More about Tim Wade at: www.timwade.com
Students will learn about some of the key management challenges involved in running a social enterprise. Concepts to be covered include goal-setting and target-setting, identifying and measuring key metrics (both financial and social) and leading and inspiring a team.
Digiday Presents the Brand Investment ReportDigiday
Researcher Evan Neufeld will present the findings of Digiday's inaugural report, which examines how Fortune 500 brands and their CMOS are navigating the increasingly complicated digital marketplace. He will identify key emerging trends, as well as best and worst practices, and make recommendations for agencies and publishers who want to know where brands will be putting their money in 2013 and beyond.
Presenter: Evan Neufeld, principal analyst and co-founder, Storyline Development @mobilewallah
Private Social Networks is a SaaS company that provides all-in-one, feature rich social technology solutions to create private branded communities and sub-communities. It has an experienced management team and board of advisors, a product in production and generating revenue from early adopter customers. The company addresses the need for healthcare organizations to adopt social technologies by providing secure, private cloud solutions to improve patient care, care coordination and health outcomes while controlling data and costs.
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.
The Mindset of Victory - Tim Wade (www.timwade.com)Tim Wade
Tim Wade's "The Mindset of Victory" slides which accompany his keynote on positive possibility thinking, his V9 profile, overcoming fear and procrastination to achieve goals and positive results...
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.
Integrating Learning And Talent SlidesDavid Wilson
The document discusses integrating talent and learning processes to overcome siloed and fragmented approaches. It outlines the benefits of integration, including clearer links between talent elements, improved automation and user experience, reduced duplication, and better analytics. It argues that learning is particularly important as it enables many talent processes like onboarding, developing skills, and raising performance. A 7-point action plan for successful integration is also mentioned.
"Be a Productivity Powerhouse in 2011" - Tim Wade (ST701 2 Dec 2010) www.timw...Tim Wade
Singapore motivational business speaker, Tim Wade, shares productivity tips and strategies with participants at Singapore Press Holdings on 2 Dec 2011.
In particular, Tim Wade identifies 5 key areas for business effectiveness and simplifies them down to: Do More, Sell More, Earn More, Give More and Laugh More!
He then links goal-setting to neuro-psychology and how the brain works, and explains how we can train ourselves to think with a Victor mindset. This builds a mindset of positive possibility thinking and the motivation to take action to achieve positive results. Enjoy.
More about Tim Wade at: www.timwade.com
Students will learn about some of the key management challenges involved in running a social enterprise. Concepts to be covered include goal-setting and target-setting, identifying and measuring key metrics (both financial and social) and leading and inspiring a team.
Digiday Presents the Brand Investment ReportDigiday
Researcher Evan Neufeld will present the findings of Digiday's inaugural report, which examines how Fortune 500 brands and their CMOS are navigating the increasingly complicated digital marketplace. He will identify key emerging trends, as well as best and worst practices, and make recommendations for agencies and publishers who want to know where brands will be putting their money in 2013 and beyond.
Presenter: Evan Neufeld, principal analyst and co-founder, Storyline Development @mobilewallah
Private Social Networks is a SaaS company that provides all-in-one, feature rich social technology solutions to create private branded communities and sub-communities. It has an experienced management team and board of advisors, a product in production and generating revenue from early adopter customers. The company addresses the need for healthcare organizations to adopt social technologies by providing secure, private cloud solutions to improve patient care, care coordination and health outcomes while controlling data and costs.
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.
The Mindset of Victory - Tim Wade (www.timwade.com)Tim Wade
Tim Wade's "The Mindset of Victory" slides which accompany his keynote on positive possibility thinking, his V9 profile, overcoming fear and procrastination to achieve goals and positive results...
Business Beam is a management and IT consultancy that offers services including appraisals and trainings. It strives to optimize organizational and professional performance. It has offices in the US, UAE, Saudi Arabia, and Pakistan, and has worked in multiple countries. It provides consultancy services and training across various business functions like management, operations, projects, human resources, and IT in areas such as strategy, process improvement, and certification programs. Its clients include companies in the IT, oil and gas, financial, telecom, and other sectors in Saudi Arabia and UAE. It has provided trainings to over 5,000 professionals from over 400 organizations across 15 nationalities.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
This document discusses the benefits of outsourcing human resources functions. It argues that outsourcing HR can help companies reduce costs, attract and retain better employees, increase productivity, and reduce legal liability. Specifically, outsourcing allows companies to gain expertise in HR without having to hire specialists internally. This can help improve areas like recruiting, compensation, training and development. The document also provides an example of how the costs of maintaining the status quo internally for HR functions over five years could significantly impact a company's cumulative profits compared to outsourcing HR.
The document discusses habits of excellence in IT organizations. It identifies 7 key habits: create trust, develop a proactive culture, understand the company/business, align with company goals and objectives, lead people and manage things, adapt to change, and embrace a passion for learning and improvement. Each habit is then further explained in 1-2 paragraphs with more details on how to demonstrate that habit.
Cengage Webinar: Raising the bar & support to achieve desired academic ou...Cengage Learning
View this one-hour, interactive webinar to learn how increasing expectations and support can lead to amazing results. Participants will walk away with several easy-to-implement ideas about how to further support student learning. You'll learn strategies to use during and outside of class, including:
• Using a model of scaffolded assignments that begin where students are and bring them to a new level of achievement (no stakes, low stakes, moderate stakes, and higher stakes assignments)
• Learning how technology tools such as screencasting and Adobe Pro can be used to provide narrated "walkthroughs" of challenging readings
• Discovering how integrating several brief but powerful review strategies into lectures can lead to increased learning.
Bernard Julhiet Group is a leading HR and management consulting firm in France with 180 employees across 10 countries. It provides talent management, eLearning, recruitment, and assessment services to over 500 active customers in various sectors. In 2008, the group had a turnover of 23 million euros and has experienced 10% business growth in international markets. The group utilizes innovative tools like eLearning, blended learning, online assessments, and an international network of local partners to improve the efficiency and interactivity of its HR programs and services.
The document provides an overview of governance and its importance from a presentation given by Peter Salmon. It discusses how poor governance leads to high costs from IT failures, late and over budget projects. Governance enables cost reduction, focusing investment to create value, and rigorous project assessment. Effective governance requires leadership, implementing frameworks like ISO 38500 and COBIT, and defining roles and responsibilities. Governance provides substantial value when senior commitment embeds it in the organizational culture.
Global Say on Pay: Coming to Your Stock Plan in 2013fwhittlesey
While say-on-pay is typically discussed as an executive compensation topic, many investorsâ and proxy advisersâ concerns are centered on equity compensation â and not just for executives. . The say-on-pay process is drawing more attention to equity compensation proposals, and the viability of your current equity plan may be at risk.
This document discusses the importance of business ethics and its role in organizational performance. It covers how ethics is a key part of decision making at all levels of a business. Maintaining strong ethical standards can help businesses gain employee and investor commitment, increase customer satisfaction and trust, and achieve better financial performance. The document also provides a timeline of major ethical issues and events that have shaped expectations around corporate social responsibility.
This document discusses factors to consider when assessing risk and determining the appropriate level of consultation and accommodation with Aboriginal peoples for a particular activity or project. It presents a risk assessment model with 9 levels, with higher levels indicating greater risk, requiring more extensive consultation and accommodation. It then lists and rates various factors on a scale of 1 to 9 that would contribute to an overall risk assessment. These include views on consultation, potential for blockades, upcoming elections, decision makers, media campaigns, legal action, financial resources, consultation policies, and views within the organization.
The document outlines a workshop on uncovering one's genius within. It discusses how the mind is our greatest technology and that we only use 10% of our potential. The workshop covers topics like the power of the mind, how beliefs are formed, journal writing, and learning to change limiting beliefs.
This document discusses how work ethos, purpose, and productivity are changing in enterprises. It argues that while expertise and collaboration are still important, purpose may be the most meaningful driver of work. It notes that jobs have shifted from production to services and from routine to more creative work. As a result, the ideal employee characteristics have changed from orderly and risk-averse to more entrepreneurial traits like creativity, tolerance for risk, and empathy. The document suggests managers need to reconsider how they define and encourage purpose among employees as hierarchical, socialized, or anarchic models. It proposes some ways existing enterprise technologies could be adapted to better support employee purpose.
Managing a Virtual Workforce – Bringing Reality to Your Virtual Teams Yael Zofi
This document is a presentation by Yael Zofi on managing virtual teams. Some key points made in the presentation include:
- 52% of virtual team members work beyond business hours and 65% prefer face-to-face communication.
- Zofi discusses establishing rules, clarifying team goals, and creating a team code for virtual teams.
- She also covers challenges for virtual teams like performance, data, social and identity issues and how to address them.
- The presentation emphasizes the importance of communication, aligning on goals and establishing communication frequencies for effective virtual teams.
This presentation is will provide you with an introduction about Great Lakes Institute of Management, its founders, who are the people involved in it, the different programs that are on offer.
Specifically it will also give you a birds eye view of Great Lakes and the work that is being done in the executive education space. In case of a need for Executive and Leadership Development, request you to kindly reach out to us. We would be very happy to partner in your leadership and development needs.
This chapter provides an overview of employer branding, including defining an employer value proposition, understanding the components of an employer brand, recognizing common branding challenges, and reaping the benefits of a strong brand such as lower recruiting costs and higher employee retention. It emphasizes that an authentic employer brand aligned with a company's culture is key to attracting top talent.
This document discusses strategies for attracting high achievers, including developing compelling employment value propositions (EVPs), aligning sourcing tactics with hiring strategies, implementing early sourcing to target active candidates, and networking to reach potential candidates through various connections. It provides a case study of recruiting a VP of HR and recommendations for writing job descriptions, interviewing, and onboarding to support performance-based hiring.
The document discusses 7 techniques for maintaining motivation over the long term: 1) have clear goals and vision, 2) focus on successes not failures, 3) consider who you help outside yourself, 4) continuously learn, 5) make unpleasant tasks more pleasant, 6) dedicate time to hobbies, and 7) take breaks to recharge. Implementing these techniques can help create self-sustaining motivation.
The document discusses how to attract the right talent by communicating a company's culture and values through its talent brand. It emphasizes that 71% of people join an organization and 75% decide to stay based on its talent brand. The document then outlines how to connect a company's brand to the recruiting process through external touchpoints like career websites and social media, as well as through the application process with good communication. It stresses testing a company's recruiting process to ensure it supports conveying the brand to candidates.
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.
The document discusses several key trends in global recruiting:
1. Globalization has led to ubiquitous mobility and shortages of key skills. Recruiting has become highly dependent on the internet.
2. However, recruiting still remains local to an extent. Local markets and cultures must be deeply understood.
3. Countries like China are producing more graduates in fields like engineering than the US. Offshoring of jobs to locations with lower costs but still high skills is a major trend.
4. Social networks and virtual relationships are becoming more important for recruiting globally. Companies must build strong online presences and engage candidates through new technologies. Local execution based on global principles is needed.
This document discusses strategies for linking performance management, data management, and succession planning. It emphasizes that performance management and succession planning should be integrated, ongoing activities rather than one-time events. Clearly defined objectives aligned across levels are key to effective performance management. Succession planning requires identifying high-potential performers, assessing their readiness, and providing development opportunities through assignments, rotations, and mentors. Both performance management and succession planning are most effective when supported by senior leadership and integrated with other HR systems.
Business Beam is a management and IT consultancy that offers services including appraisals and trainings. It strives to optimize organizational and professional performance. It has offices in the US, UAE, Saudi Arabia, and Pakistan, and has worked in multiple countries. It provides consultancy services and training across various business functions like management, operations, projects, human resources, and IT in areas such as strategy, process improvement, and certification programs. Its clients include companies in the IT, oil and gas, financial, telecom, and other sectors in Saudi Arabia and UAE. It has provided trainings to over 5,000 professionals from over 400 organizations across 15 nationalities.
Recorded webinar: http://slidesha.re/1dBzYpO
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This webinar was held with guest presenter, Mark Graban of http://www.leanblog.org/
Suggestion box programs, while well intended, usually fail to engage employees in any improvement, yet alone continuous improvement. As one healthcare professional said, referring to their old suggestion box, “That’s where good ideas go to die!”
In comparison, the "kaizen" model for improvement, from Lean and Toyota Production System, however, is alive and thriving in many organizations. This webinar will focus on key differences between suggestion box programs and the kaizen model, giving specific tips and ideas that your organization can adopt to make continuous improvement a daily reality.
Guest Mark Graban shared practical methods and strategies from his new book, co-authored with Joe Swartz, Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements, that will help you engage employees in meaningful, lasting improvement.
This document discusses the benefits of outsourcing human resources functions. It argues that outsourcing HR can help companies reduce costs, attract and retain better employees, increase productivity, and reduce legal liability. Specifically, outsourcing allows companies to gain expertise in HR without having to hire specialists internally. This can help improve areas like recruiting, compensation, training and development. The document also provides an example of how the costs of maintaining the status quo internally for HR functions over five years could significantly impact a company's cumulative profits compared to outsourcing HR.
The document discusses habits of excellence in IT organizations. It identifies 7 key habits: create trust, develop a proactive culture, understand the company/business, align with company goals and objectives, lead people and manage things, adapt to change, and embrace a passion for learning and improvement. Each habit is then further explained in 1-2 paragraphs with more details on how to demonstrate that habit.
Cengage Webinar: Raising the bar & support to achieve desired academic ou...Cengage Learning
View this one-hour, interactive webinar to learn how increasing expectations and support can lead to amazing results. Participants will walk away with several easy-to-implement ideas about how to further support student learning. You'll learn strategies to use during and outside of class, including:
• Using a model of scaffolded assignments that begin where students are and bring them to a new level of achievement (no stakes, low stakes, moderate stakes, and higher stakes assignments)
• Learning how technology tools such as screencasting and Adobe Pro can be used to provide narrated "walkthroughs" of challenging readings
• Discovering how integrating several brief but powerful review strategies into lectures can lead to increased learning.
Bernard Julhiet Group is a leading HR and management consulting firm in France with 180 employees across 10 countries. It provides talent management, eLearning, recruitment, and assessment services to over 500 active customers in various sectors. In 2008, the group had a turnover of 23 million euros and has experienced 10% business growth in international markets. The group utilizes innovative tools like eLearning, blended learning, online assessments, and an international network of local partners to improve the efficiency and interactivity of its HR programs and services.
The document provides an overview of governance and its importance from a presentation given by Peter Salmon. It discusses how poor governance leads to high costs from IT failures, late and over budget projects. Governance enables cost reduction, focusing investment to create value, and rigorous project assessment. Effective governance requires leadership, implementing frameworks like ISO 38500 and COBIT, and defining roles and responsibilities. Governance provides substantial value when senior commitment embeds it in the organizational culture.
Global Say on Pay: Coming to Your Stock Plan in 2013fwhittlesey
While say-on-pay is typically discussed as an executive compensation topic, many investorsâ and proxy advisersâ concerns are centered on equity compensation â and not just for executives. . The say-on-pay process is drawing more attention to equity compensation proposals, and the viability of your current equity plan may be at risk.
This document discusses the importance of business ethics and its role in organizational performance. It covers how ethics is a key part of decision making at all levels of a business. Maintaining strong ethical standards can help businesses gain employee and investor commitment, increase customer satisfaction and trust, and achieve better financial performance. The document also provides a timeline of major ethical issues and events that have shaped expectations around corporate social responsibility.
This document discusses factors to consider when assessing risk and determining the appropriate level of consultation and accommodation with Aboriginal peoples for a particular activity or project. It presents a risk assessment model with 9 levels, with higher levels indicating greater risk, requiring more extensive consultation and accommodation. It then lists and rates various factors on a scale of 1 to 9 that would contribute to an overall risk assessment. These include views on consultation, potential for blockades, upcoming elections, decision makers, media campaigns, legal action, financial resources, consultation policies, and views within the organization.
The document outlines a workshop on uncovering one's genius within. It discusses how the mind is our greatest technology and that we only use 10% of our potential. The workshop covers topics like the power of the mind, how beliefs are formed, journal writing, and learning to change limiting beliefs.
This document discusses how work ethos, purpose, and productivity are changing in enterprises. It argues that while expertise and collaboration are still important, purpose may be the most meaningful driver of work. It notes that jobs have shifted from production to services and from routine to more creative work. As a result, the ideal employee characteristics have changed from orderly and risk-averse to more entrepreneurial traits like creativity, tolerance for risk, and empathy. The document suggests managers need to reconsider how they define and encourage purpose among employees as hierarchical, socialized, or anarchic models. It proposes some ways existing enterprise technologies could be adapted to better support employee purpose.
Managing a Virtual Workforce – Bringing Reality to Your Virtual Teams Yael Zofi
This document is a presentation by Yael Zofi on managing virtual teams. Some key points made in the presentation include:
- 52% of virtual team members work beyond business hours and 65% prefer face-to-face communication.
- Zofi discusses establishing rules, clarifying team goals, and creating a team code for virtual teams.
- She also covers challenges for virtual teams like performance, data, social and identity issues and how to address them.
- The presentation emphasizes the importance of communication, aligning on goals and establishing communication frequencies for effective virtual teams.
This presentation is will provide you with an introduction about Great Lakes Institute of Management, its founders, who are the people involved in it, the different programs that are on offer.
Specifically it will also give you a birds eye view of Great Lakes and the work that is being done in the executive education space. In case of a need for Executive and Leadership Development, request you to kindly reach out to us. We would be very happy to partner in your leadership and development needs.
This chapter provides an overview of employer branding, including defining an employer value proposition, understanding the components of an employer brand, recognizing common branding challenges, and reaping the benefits of a strong brand such as lower recruiting costs and higher employee retention. It emphasizes that an authentic employer brand aligned with a company's culture is key to attracting top talent.
This document discusses strategies for attracting high achievers, including developing compelling employment value propositions (EVPs), aligning sourcing tactics with hiring strategies, implementing early sourcing to target active candidates, and networking to reach potential candidates through various connections. It provides a case study of recruiting a VP of HR and recommendations for writing job descriptions, interviewing, and onboarding to support performance-based hiring.
The document discusses 7 techniques for maintaining motivation over the long term: 1) have clear goals and vision, 2) focus on successes not failures, 3) consider who you help outside yourself, 4) continuously learn, 5) make unpleasant tasks more pleasant, 6) dedicate time to hobbies, and 7) take breaks to recharge. Implementing these techniques can help create self-sustaining motivation.
The document discusses how to attract the right talent by communicating a company's culture and values through its talent brand. It emphasizes that 71% of people join an organization and 75% decide to stay based on its talent brand. The document then outlines how to connect a company's brand to the recruiting process through external touchpoints like career websites and social media, as well as through the application process with good communication. It stresses testing a company's recruiting process to ensure it supports conveying the brand to candidates.
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.
The document discusses several key trends in global recruiting:
1. Globalization has led to ubiquitous mobility and shortages of key skills. Recruiting has become highly dependent on the internet.
2. However, recruiting still remains local to an extent. Local markets and cultures must be deeply understood.
3. Countries like China are producing more graduates in fields like engineering than the US. Offshoring of jobs to locations with lower costs but still high skills is a major trend.
4. Social networks and virtual relationships are becoming more important for recruiting globally. Companies must build strong online presences and engage candidates through new technologies. Local execution based on global principles is needed.
This document discusses strategies for linking performance management, data management, and succession planning. It emphasizes that performance management and succession planning should be integrated, ongoing activities rather than one-time events. Clearly defined objectives aligned across levels are key to effective performance management. Succession planning requires identifying high-potential performers, assessing their readiness, and providing development opportunities through assignments, rotations, and mentors. Both performance management and succession planning are most effective when supported by senior leadership and integrated with other HR systems.
CEO Group of Companies is a consulting, sourcing, and technology firm present in India, Malaysia, Dubai, Indonesia and Singapore with over 80 clients and 100 professionals. It specializes in organization development, change management, customized solutions, and implementation. CEO Group aims to be a preferred partner for holistic business growth. It has experience in areas like team building, assessment, process reengineering, and turnarounds. CEO TalentSearch, a subsidiary, focuses on senior and middle level recruitment while Way2Jobz handles mass recruitment using scientific screening tools.
The document describes an online talent management software called e-Gauge. It allows leaders to hold employees accountable for developing skills linked to business results. The software helps identify best-fit candidates, develop internal talent, and understand training needs. It provides reporting to source internal candidates, enable career development, and easily set up skills-based mentoring. The tool measures competencies, sets growth goals, and tracks development for talent identification, succession planning, and decision-making.
ITSM Academy Webinar - Lead Success, Don't Manage Failure!ITSM Academy, Inc.
The document discusses leadership in IT service management. It emphasizes that leaders inspire people through passion and motivation, while managers focus more on organization and control tactics. Successful ITSM requires leadership to empower people and create an environment where teams are willing to change and take risks to continuously improve processes and technology. True leaders leverage people's strengths rather than just administering processes.
Ceo Talent Search Pvt Ltd Presentation (2)guestb28258
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under CEO Group, which was founded in 1999. CEO TalentSearch has over 100 professionals and more than 100 clients spread across 8 countries. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, which uses scientific screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, India Cements, L&T, and PepsiCo.
Ceo Talent Search Pvt Ltd..Presentationshashinair05
CEO TalentSearch is an integrated HR services provider with 4 verticals and offices in India and overseas. It was established in 2001 as a talent search entity under the CEO Group, which was founded in 1999. CEO TalentSearch has over 100 clients across 8 countries and a team of over 100 professionals. It offers position-based recruitment and mass recruitment through its Way2Jobz initiative, using various talent sourcing methods and screening tools. Some of its major clients that it has placed candidates for include Best & Crompton, EID Parry, L&T, PepsiCo and others.
The document discusses the key functions of human resources (HR) in organizations. It describes HR's role in core activities like managing employee databases, performance management, and organizational development. It also covers HR's involvement in training, recruitments, job analysis, compensation, and employee retention. The document provides examples of various HR challenges and cases organizations may face along with suggested solutions. It emphasizes the importance of HR in translating organizational vision, protecting core values, and ensuring effective achievement of goals.
The document discusses an employee performance and development software called e-Gauge. It describes how the software allows leaders to hold employees accountable for developing skills that lead to business results, measure employee performance, and help employees grow. The software aligns job skills with business goals and enables ongoing employee development, mentoring, and succession planning to help organizations achieve their goals.
The document discusses an employee performance and development software called e-Gauge. It describes how the software allows leaders to hold employees accountable for developing skills that lead to business results, measure employee performance, and help employees grow. The software aligns job skills with business goals and enables ongoing employee development, mentor matching, and succession planning to help organizations achieve results.
The document discusses a software tool called e-Gauge that allows leaders to measure employee performance, develop employee skills, and plan for the future. The tool enables leaders to hold employees accountable for developing skills linked to business results, identify who is best suited for jobs, help employees find career direction, and understand training needs. It also allows companies to identify talent, match employees with mentors, and make effective decisions to support organizational change. The tool aims to provide more standardized performance feedback, tie skills to results, reward skills development, and promote retention and competence.
The turbulent economy of the past 18-months has impacted the profitability, productivity and potentially future growth of many companies. At Profitiviti, we can help. We have a powerful, proven analytics framework to help optimize business faster, cheaper and more accurately than ever before. Take a look and let us know if you are interested in more discussion. All the best.
Steve
info@profitiviti.com
The document discusses the strategic role of human resource management. It makes three key points:
1) HRM has evolved from a personnel function to playing a vital role in corporate strategy. HRM departments now actively pursue integrated plans to further organizational performance and strategic goals.
2) HRM goals include attracting effective employees, developing their skills through training, and maintaining high performance. Activities like recruitment, selection, performance management, and compensation are discussed.
3) The role of HRM is influenced by factors like competitive strategy, technology, legislation, and societal/economic trends. HR must address challenges of the changing workplace like temporary/virtual work and work-life balance issues.
Agile Program Management Best PracticesPete Behrens
Pete Behrens presents a critical dependency to effective program management - the organization. He evaluates three key variables of focus, communication and transparency in the organization and how the organizational structure prevents or allows these elements to emerge.
The document discusses different types and techniques for competency modeling. It describes critical incident technique and repertory grid analysis as two methods used to map competencies. It then provides examples of different approaches to competency modeling, including organizational, HR systems, team, and individualistic models. The individualistic models discussed include the traditional person-job match model, strategy based model, strategy development model, and intellectual capital model.
The document discusses the concept of "why" and finding the root causes of problems through asking "why" repeatedly like a curious child. It advocates applying the "five whys" technique to gain understanding. Additionally, it covers mindsets, defined vs. empirical process control, Agile values like collaboration and transparency, and Agile principles like limiting work in progress and collective ownership. The overall message is that asking "why" can provide insight, and that Agile is guided by values and principles rather than defined processes.
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
How can you get the most out of Yammer? These slides will cover:
- Challenges and opportunities in developing and optimizing your network
- Best practices in deriving benefits, measurable and immeasurable
-How Yammer can help you set up your network for continual success
The document discusses workforce planning and talent management. It provides an overview of workforce planning, including its relationship to talent management, definitions, challenges, and key findings from studies. It also outlines components and maturity levels of workforce planning programs, from basic headcount-focused planning to more advanced analytics and scenario modeling. The goal is to help organizations better understand workforce planning and integrate it into a strategic talent management approach.
This document summarizes the skills and experience of a strategic management consultant. The consultant has proven strengths in [1] analyzing opportunities and risks through fact-based research, [2] synthesizing perspectives to create innovative solutions, and [3] driving strategic goals alignment as a change agent. She also has wide-ranging business experience across various functions like human resources, marketing, law, and consulting. The consultant aims to align organizations' people, processes, and systems with business strategy for sustained success.
Leveraging the 4 C’s of Social Software to Drive Talent Management AdoptionElizabeth Lupfer
This webinar provides a detailed look at how the 4 C's of Social Technology: Collaboration, Content, Connections & Conversations are used successfully within talent strategies and the technology that supports them. Provides insights into: how successful organizations are using social technologies to complement their talent strategies; how the right social technologies embedded within the right talent technologies can improve user adoption; and, how social technologies can increase employee engagement.
Similar to ERE Webex Succession Planning Long Term Sept 22 2010 (20)