YASH implemented a client-specific SAP HCM solution to streamline HR processes by automating and eliminating paperbased ones, optimizing the time management user interface platform to allow HR staff to focus on strategic initiatives, and improving communication with employees throughout the enterprise.
iLEAD HCAP is a full-service HR firm that offers solutions such as talent acquisition, testing and assessment, learning and development programs, HR consulting, and outsourcing processes. It has offices in several countries including the US, Southeast Asia, and the Middle East. The document provides details on iLEAD HCAP's service portfolio and solutions for recruitment, assessment, training, consulting, and outsourcing HR functions.
The document discusses how IPRA plans to implement the Balanced Scorecard approach. [1] It provides an overview of the Balanced Scorecard framework and its benefits. [2] It then analyzes IPRA's current organizational structure and identifies issues like communication silos. [3] Finally, it outlines how IPRA will use the Balanced Scorecard across its departments and perspectives to better achieve its strategic goals and provide value to members.
The document discusses the emerging role of the HR Chief Operating Officer (COO) to help HR organizations improve performance and better support business needs. Traditionally, HR leadership teams are structured around centers of expertise and business units, but this limits coordination across functions. A HR COO role would focus on driving efficiency, effectiveness, compliance, and cost of HR service delivery to help address gaps between business expectations and what HR can deliver. By dividing responsibilities between the CHRO who focuses on strategy and the HR COO who focuses on operations, HR organizations can better empower their teams to deliver more business value.
TalentGuard is a provider of talent management software and services that aims to connect organizations with employees in an effective way. The document describes TalentGuard's social talent management platform, which includes modules for performance management, 360 feedback, career pathing, and succession planning. It also provides analytics, content resources, and coaching services to help customers address challenges like an unintegrated talent system, lack of career development opportunities, and administratively intensive processes. The document shares case studies of TalentGuard helping customers at St. Jude Medical and Tokyo Electron strengthen their succession planning and develop high-potential employees.
Next Generation Leadership: Integrated Talent Management for Robust Talent Pi...National HRD Network
The document discusses Next Generation Leadership and integrated talent management for developing a robust leadership pipeline. It emphasizes that identifying high potentials is key, and describes Hindustan Coca Cola Beverages Ltd's talent management model which focuses on making leaders, people, and the business successful. The company manages its leadership pipeline through People Development Forums which assess skills, develop employees, and create strategies to fill talent gaps. Succession planning involves identifying candidates at different readiness levels for functional roles. Leadership requires technical, cognitive, and emotional competencies, with research showing emotional skills become increasingly important at senior levels. Building sustainability and a high performance culture involves various initiatives like action learning, best practices sharing, and building capabilities.
BuildHR provides human resources consulting services to small, medium, and large enterprises. They help clients with HR capabilities building, organizational and business process capabilities building, and managing HR as a strategic asset and source of competitive advantage. Their services include HR policy development, talent acquisition, compensation structuring, performance management, and more.
YASH implemented a client-specific SAP HCM solution to streamline HR processes by automating and eliminating paperbased ones, optimizing the time management user interface platform to allow HR staff to focus on strategic initiatives, and improving communication with employees throughout the enterprise.
iLEAD HCAP is a full-service HR firm that offers solutions such as talent acquisition, testing and assessment, learning and development programs, HR consulting, and outsourcing processes. It has offices in several countries including the US, Southeast Asia, and the Middle East. The document provides details on iLEAD HCAP's service portfolio and solutions for recruitment, assessment, training, consulting, and outsourcing HR functions.
The document discusses how IPRA plans to implement the Balanced Scorecard approach. [1] It provides an overview of the Balanced Scorecard framework and its benefits. [2] It then analyzes IPRA's current organizational structure and identifies issues like communication silos. [3] Finally, it outlines how IPRA will use the Balanced Scorecard across its departments and perspectives to better achieve its strategic goals and provide value to members.
The document discusses the emerging role of the HR Chief Operating Officer (COO) to help HR organizations improve performance and better support business needs. Traditionally, HR leadership teams are structured around centers of expertise and business units, but this limits coordination across functions. A HR COO role would focus on driving efficiency, effectiveness, compliance, and cost of HR service delivery to help address gaps between business expectations and what HR can deliver. By dividing responsibilities between the CHRO who focuses on strategy and the HR COO who focuses on operations, HR organizations can better empower their teams to deliver more business value.
TalentGuard is a provider of talent management software and services that aims to connect organizations with employees in an effective way. The document describes TalentGuard's social talent management platform, which includes modules for performance management, 360 feedback, career pathing, and succession planning. It also provides analytics, content resources, and coaching services to help customers address challenges like an unintegrated talent system, lack of career development opportunities, and administratively intensive processes. The document shares case studies of TalentGuard helping customers at St. Jude Medical and Tokyo Electron strengthen their succession planning and develop high-potential employees.
Next Generation Leadership: Integrated Talent Management for Robust Talent Pi...National HRD Network
The document discusses Next Generation Leadership and integrated talent management for developing a robust leadership pipeline. It emphasizes that identifying high potentials is key, and describes Hindustan Coca Cola Beverages Ltd's talent management model which focuses on making leaders, people, and the business successful. The company manages its leadership pipeline through People Development Forums which assess skills, develop employees, and create strategies to fill talent gaps. Succession planning involves identifying candidates at different readiness levels for functional roles. Leadership requires technical, cognitive, and emotional competencies, with research showing emotional skills become increasingly important at senior levels. Building sustainability and a high performance culture involves various initiatives like action learning, best practices sharing, and building capabilities.
BuildHR provides human resources consulting services to small, medium, and large enterprises. They help clients with HR capabilities building, organizational and business process capabilities building, and managing HR as a strategic asset and source of competitive advantage. Their services include HR policy development, talent acquisition, compensation structuring, performance management, and more.
The document provides a case study on a company called ACME Corp. that implemented a Talent Management program. The program identified gaps in their sales talent, hired top performers, and developed new onboarding and training programs. As a result, the percentage of top "A" players in their sales force increased from 63% to 91%. This helped reps become productive faster and increased ACME's sales attainment. The document recommends coaching managers, formalizing training programs, upgrading low performers, and implementing ongoing talent reviews.
Leading the Charge, Driving the Change: Delivering the HR of the FutureTowers Perrin
Towers Perrin HR function effectiveness and technology specialists review and interpret the brand-new results of Towers Perrin's HR service delivery research. You'll learn what organizations are focused on now and how they are planning for the future -- despite an uncertain economic climate.
Human Resource Management Solutions provides HRM consulting services including talent management, HRM strategy and compliance, and HRM technology and metrics. Kelly has expertise in talent planning, sourcing, development, retention, and performance management. Kelly also assists with HRM strategy development, ensuring compliance with labour legislation, and implementing HR technology and metrics systems. Kelly follows a phased approach to working with clients and can provide both strategic HRM consulting services and hands-on support for HR functions and processes.
Investing in people building a learning organization (2 1).0muzamilsecova
The document outlines an organization's approach to investing in people through a three pillar strategy focused on process, people, and performance, which includes implementing competency frameworks, performance management processes, knowledge sharing programs, and employee development initiatives to create a learning organization and high-performance culture. The goal is to develop employees, improve processes, and align performance with business objectives to drive customer and employee delight.
This document discusses talent management and its importance for organizations. It addresses challenges such as positioning the organization for growth, identifying and developing high-potential employees, and creating a competitive advantage through people. Talent management is defined as supporting employees throughout their careers by integrating recruitment, development, engagement and retention processes. The benefits of talent management include improved performance, ability to adapt to economic changes, and attracting and retaining top talent. An overview of a talent management framework and PeopleFirm's approach to helping organizations define their talent inventory, refine employee experiences, and align with their environment is also provided.
TalentGuard provides a social talent management platform and services to help organizations connect with, develop, and manage their talent more effectively. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources, eLearning, and coaching services to support talent development. Customers achieve significantly better outcomes in areas like revenue, retention, hiring, and workforce planning. The platform and TalentGuard's expertise are designed to give organizations a competitive advantage through talent management.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
SAP Human Capital Management (HCM) Success Story @ YASH SAP_yash
YASH implemented SAP HCM at biotechnology company Elan to automate HR processes and provide self-service access to employees and managers. The 4-month implementation included time management, employee self-service, and manager self-service modules. It improved collaboration, aligned HR with business objectives, and increased productivity by eliminating paper-based tasks. Elan benefited from decreased costs, improved satisfaction and retention, and faster information sharing.
The document announces a two-day national conference on building futuristic organizations and developing sustainable competitive strategies to be held on March 8-9, 2013 in Coimbatore. The conference aims to answer key questions about the characteristics of future organizations and appropriate competitive strategies for such organizations to ensure adaptive sustainability in an uncertain environment.
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
ABM Consult - Malaysia's leading management consultantsHj Arriffin Mansor
The document describes consultancy services provided by ABM Consult related to performance management. It includes 6 consultancies covering areas such as performance planning and appraisal, training need analysis, installing performance management systems, and business planning through metrics. Each consultancy is described in 1-2 paragraphs outlining the scope of work and duration. The document also provides background on the founder and an overview of ABM's workshop offerings and performance management framework.
American Municipal Power has been on a journey from automating its HR processes for greater efficiency to truly transforming the HR functions as a platform for strategic change and optimal use of talent.
We invite you to this webinar to learn from American Municipal Power’s story:
The keys to retaining key people and high-performers.
Best practices and strategies to engage management.
How improved alignment drives execution, performance and business results.
A live demonstration of SuccessFactors’ solutions.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
Investing in people building a learning organization (2.1)muzamilsecova
The document outlines an organization's 3 pillar approach to investing in people through developing a high performance culture, implementing process-driven best practices for workforce development, and establishing people-led business planning and performance management. It details the competency framework, performance management process, and knowledge sharing and career development initiatives that comprise the organization's strategy for building a learning organization. The goal is to drive process efficiency, engage and delight employees, and ultimately delight customers.
Sarvagnya is a strategic HR and OD consulting firm founded on 20 years of global experience. It provides services such as change management, competency modeling, learning and development, business process engineering, HR policies/processes, and performance management. The firm uses proprietary tools and a scientific approach to address organizational challenges. It has experience across multiple industries and geographies. The management team is led by Sri Harsha, who has over 20 years of experience in strategic HR and business consulting.
The document discusses the People Capability Maturity Model (PCMM), which is a framework for improving an organization's human resource practices. It describes PCMM as a conceptual model developed by the Software Engineering Institute to help organizations continuously improve how they attract, develop, motivate and retain employees. The document outlines the five levels of PCMM and lists some example process areas and benefits of adopting PCMM, such as improving ability to attract and retain talent and enhancing business performance. It also provides some case studies reporting positive results from companies that implemented PCMM.
The document discusses using multi-rater (360 degree) assessments to drive business outcomes. It outlines the key steps to effectively implement a multi-rater assessment process, including defining objectives, competencies, developing the assessment tool, launching the survey, delivering feedback reports, and conducting a systemic analysis. The results of a case study on a multi-rater assessment of pharmaceutical sales representatives are presented, showing competency-level results and highest scoring items to help identify development areas.
Football is a game that was founded at some point with 16 rules that govern how it is played. The document asks what football is and when it was founded but does not provide any answers to these questions.
The document provides a case study on a company called ACME Corp. that implemented a Talent Management program. The program identified gaps in their sales talent, hired top performers, and developed new onboarding and training programs. As a result, the percentage of top "A" players in their sales force increased from 63% to 91%. This helped reps become productive faster and increased ACME's sales attainment. The document recommends coaching managers, formalizing training programs, upgrading low performers, and implementing ongoing talent reviews.
Leading the Charge, Driving the Change: Delivering the HR of the FutureTowers Perrin
Towers Perrin HR function effectiveness and technology specialists review and interpret the brand-new results of Towers Perrin's HR service delivery research. You'll learn what organizations are focused on now and how they are planning for the future -- despite an uncertain economic climate.
Human Resource Management Solutions provides HRM consulting services including talent management, HRM strategy and compliance, and HRM technology and metrics. Kelly has expertise in talent planning, sourcing, development, retention, and performance management. Kelly also assists with HRM strategy development, ensuring compliance with labour legislation, and implementing HR technology and metrics systems. Kelly follows a phased approach to working with clients and can provide both strategic HRM consulting services and hands-on support for HR functions and processes.
Investing in people building a learning organization (2 1).0muzamilsecova
The document outlines an organization's approach to investing in people through a three pillar strategy focused on process, people, and performance, which includes implementing competency frameworks, performance management processes, knowledge sharing programs, and employee development initiatives to create a learning organization and high-performance culture. The goal is to develop employees, improve processes, and align performance with business objectives to drive customer and employee delight.
This document discusses talent management and its importance for organizations. It addresses challenges such as positioning the organization for growth, identifying and developing high-potential employees, and creating a competitive advantage through people. Talent management is defined as supporting employees throughout their careers by integrating recruitment, development, engagement and retention processes. The benefits of talent management include improved performance, ability to adapt to economic changes, and attracting and retaining top talent. An overview of a talent management framework and PeopleFirm's approach to helping organizations define their talent inventory, refine employee experiences, and align with their environment is also provided.
TalentGuard provides a social talent management platform and services to help organizations connect with, develop, and manage their talent more effectively. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources, eLearning, and coaching services to support talent development. Customers achieve significantly better outcomes in areas like revenue, retention, hiring, and workforce planning. The platform and TalentGuard's expertise are designed to give organizations a competitive advantage through talent management.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
SAP Human Capital Management (HCM) Success Story @ YASH SAP_yash
YASH implemented SAP HCM at biotechnology company Elan to automate HR processes and provide self-service access to employees and managers. The 4-month implementation included time management, employee self-service, and manager self-service modules. It improved collaboration, aligned HR with business objectives, and increased productivity by eliminating paper-based tasks. Elan benefited from decreased costs, improved satisfaction and retention, and faster information sharing.
The document announces a two-day national conference on building futuristic organizations and developing sustainable competitive strategies to be held on March 8-9, 2013 in Coimbatore. The conference aims to answer key questions about the characteristics of future organizations and appropriate competitive strategies for such organizations to ensure adaptive sustainability in an uncertain environment.
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
ABM Consult - Malaysia's leading management consultantsHj Arriffin Mansor
The document describes consultancy services provided by ABM Consult related to performance management. It includes 6 consultancies covering areas such as performance planning and appraisal, training need analysis, installing performance management systems, and business planning through metrics. Each consultancy is described in 1-2 paragraphs outlining the scope of work and duration. The document also provides background on the founder and an overview of ABM's workshop offerings and performance management framework.
American Municipal Power has been on a journey from automating its HR processes for greater efficiency to truly transforming the HR functions as a platform for strategic change and optimal use of talent.
We invite you to this webinar to learn from American Municipal Power’s story:
The keys to retaining key people and high-performers.
Best practices and strategies to engage management.
How improved alignment drives execution, performance and business results.
A live demonstration of SuccessFactors’ solutions.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
Investing in people building a learning organization (2.1)muzamilsecova
The document outlines an organization's 3 pillar approach to investing in people through developing a high performance culture, implementing process-driven best practices for workforce development, and establishing people-led business planning and performance management. It details the competency framework, performance management process, and knowledge sharing and career development initiatives that comprise the organization's strategy for building a learning organization. The goal is to drive process efficiency, engage and delight employees, and ultimately delight customers.
Sarvagnya is a strategic HR and OD consulting firm founded on 20 years of global experience. It provides services such as change management, competency modeling, learning and development, business process engineering, HR policies/processes, and performance management. The firm uses proprietary tools and a scientific approach to address organizational challenges. It has experience across multiple industries and geographies. The management team is led by Sri Harsha, who has over 20 years of experience in strategic HR and business consulting.
The document discusses the People Capability Maturity Model (PCMM), which is a framework for improving an organization's human resource practices. It describes PCMM as a conceptual model developed by the Software Engineering Institute to help organizations continuously improve how they attract, develop, motivate and retain employees. The document outlines the five levels of PCMM and lists some example process areas and benefits of adopting PCMM, such as improving ability to attract and retain talent and enhancing business performance. It also provides some case studies reporting positive results from companies that implemented PCMM.
The document discusses using multi-rater (360 degree) assessments to drive business outcomes. It outlines the key steps to effectively implement a multi-rater assessment process, including defining objectives, competencies, developing the assessment tool, launching the survey, delivering feedback reports, and conducting a systemic analysis. The results of a case study on a multi-rater assessment of pharmaceutical sales representatives are presented, showing competency-level results and highest scoring items to help identify development areas.
Football is a game that was founded at some point with 16 rules that govern how it is played. The document asks what football is and when it was founded but does not provide any answers to these questions.
Ph1 #2523725 V1 May 20 Webinar Slides Weinbergmlw0624
The document summarizes key points from a presentation on navigating hidden landmines in HR law. It discusses the ADA Amendments Act of 2008 which expanded the definition of disability. It also covers the Employee Free Choice Act, which if passed would change how unions obtain recognition, and issues around misclassifying workers and monitoring communications. The new NLRB under President Obama may reverse some pro-employer decisions.
Better management of the urban solid waste from Dhaka metropolitan area, to produce electricity for drinking water, lighting and improve the hygiene of the neighbourhoods. Project can also sell compost and non-organic waste to generate income. Activities in the project will involve collection-sorting-treatment-conversion of waste, potential biogas and electricity generation, marketing of compost and non-organic recyclable waste.
Check out: www.co-do.net
This document discusses a wide range of topics related to energy sources, consumption, infrastructure, and policy. It addresses issues like population growth, carbon emissions, oil and gas reserves, electricity usage, infrastructure costs, renewable energy technologies, pollution controls, and state renewable portfolio standards. Diverse data and perspectives are presented on factors that influence global and national energy systems and the transition to lower-carbon alternatives.
The document contains lyrics to 12 songs related to Elvis Presley: Always on My Mind, Don't Be Cruel, Return to Sender, King Creole, Love Me Tender, Are You Lonesome Tonight, Crying in the Chapel, You'll Never Walk Alone, One Night, My Way, and brief descriptions of each song.
This document contains data from a running test involving 34 participants. It includes each participant's number, name, age, distance run, time, classification, speed, and kilometers per hour. The participants ranged from age 10 to 22 and ran distances of either 1000 or 2000 meters. Their times ranged from 3 to 7 minutes and their classifications included excellent, very good, good, and fair.
The document summarizes challenges facing the animal health sector due to the 2008 global economic recession, including rising feed costs and declining livestock prices. It discusses the need for sustainable and efficient livestock farming through optimizing feed utilization and biological conversion. The document promotes the company Ayurvet's herbal animal health products as solutions that can boost immunity, productivity and profitability in a safe, scientific and sustainable manner. It provides examples of Ayurvet's herbal replacements for synthetic feed additives and additives that increase phosphorus utilization and nitrogen savings.
This document is a proposal from Michael J Mika, a digital marketing consultant, for a service called 2ManyApps to help optimize websites for mobile users. The proposal discusses how mobile experiences need to be tailored specifically for each mobile platform and not just be a copy of the desktop site. It proposes a 4 step audit to analyze if a site is optimized for mobile, if landing pages are designed for touchscreens, if A/B testing has been done, and if monetization through search ads is needed. The audit would provide recommendations on mobile content, landing pages, touchpoints back to the main site, and determining if an app makes sense for the business.
The document provides an overview of the British rock band Coldplay including their formation at University College London, their early EPs, musical style described as alternative rock and melodic pop, major tours including their first US club tour and most important Rush of Blood to the Head tour, core band members of Chris Martin, Guy Berryman, Jonny Buckland, and Will Champions, and their discography from 2000 to 2008 including their first album Parachutes and later albums A Rush of Blood to the Head, X&Y, and Viva la Vida.
The document discusses Seychelles offshore incorporations and the benefits they provide. Seychelles International Business Companies (IBCs) offer complete tax exemption with no requirement to file accounts or disclose beneficial owners. The package includes nominee director and shareholder services, a guaranteed bank account with choice of banks, and incorporation for £2250. Annual renewal costs are £895 and include nominee director fees and certification. Seychelles IBCs provide a private, tax efficient and compliant structure for offshore business needs.
Cacti are succulent plants that are well adapted to survive in arid climates with little water. They have developed specialized features like waxy coatings, spines, and the ability to store water in their fleshy stems and roots to help them endure long periods without rain. Many species of cactus are native to desert regions in North and South America.
This document discusses the benefits of switching from a centralized version control system like Subversion to a distributed version control system (dVCS). It lists three main reasons to switch: distributed version control allows developers to work offline and merge changes later, enables multiple remote repositories so development happens on many machines, and places trust in developers rather than a central authority. While there are some minor limitations, the document concludes that a dVCS is clearly superior and the team should make the switch.
The Power of Blogging, a copy of the presentation delivered by Graham Jones, Internet Psychologist from the CIM Essex, Social Media Marketing Boot Camp held on 12th May 2011 at Anglia Ruskin University
Data Shaping Consumer Decisions and 5 Key Trends in User Behaviour and Tech...Miami Ad School/ESPM
O documento discute 5 tendências-chave no comportamento do usuário e na adoção de tecnologia: 1) um mundo altamente interativo com taxas de adoção mais rápidas, 2) expectativas dos consumidores moldadas pelas experiências digitais, como controle, imediatez e customização, e 3) literatura relevante incluindo "Nudge", "Perfectly Irrational" e "Freakonomics".
Using Analytics to Integrate and Drive Talent ManagementScott Mondore
This document summarizes a presentation on using analytics to integrate and drive talent management. It discusses linking talent management processes like succession planning and surveys to business outcomes. It promotes calculating an ROI for talent processes and integrating key drivers into a dashboard for senior leaders. The presentation provides learning objectives, guiding principles, and discusses the speakers' company SMD which helps clients create people strategies to maximize business results through talent management.
HR Measurement HR Dir VaLUENTiS-Scheringpres 260404njhceo01
This document discusses effective measurement of human resources (HR) at Schering UK, a pharmaceutical company. It provides an overview of Schering, its corporate HR strategy focused on competent people and excellent leaders. It also outlines Schering's key performance drivers and examples of HR scorecard measures like sickness absence and employer brand. Process maps depict the HR resourcing and developing a high performing workforce. The document advocates for measuring HR's impact on business performance.
The document provides recommendations for improving HR operational efficiency through upgrading the HR operating model. It discusses how the current HR structure is often not agile or strategic enough due to new business challenges. The HR operating model of the future involves building robust operations teams, reinventing HR business partners as strategic talent leaders, creating problem-solving pools, and providing agile support. The first phase to achieve this future state is increasing operational efficiency, such as by improving processes, maximizing the HRIS, creating shared services, and developing operations teams. The document offers specific example actions in each of these areas.
Attracting/Retaining and Developing Top Talentkells1414
This document discusses the benefits of automating talent management processes for small to mid-sized companies. It finds that while larger companies have adopted talent management technology, smaller companies still handle these tasks manually. This is inefficient and takes away resources that could otherwise be used for business growth. The document outlines 15 common talent management tasks and how automation can help with tasks like recruiting, onboarding, performance management, and learning management. It concludes that automation can improve efficiency, free up human and financial capital, and help companies address issues like high turnover and skills gaps.
ADP Workforce Now provides comprehensive HR solutions including a team of experts, integrated tools, and high-level service. It offers solutions across recruitment, employee relations, payroll/tax administration, and benefits administration. The platform streamlines HR tasks and administration so businesses can focus on strategic goals rather than administrative burdens.
The document discusses 5 realities about talent management solutions:
1. Technology should account for no more than 40% of the effort in driving talent management strategies. The other 60% involves non-technical changes.
2. The talent management module purchased most often after recruitment is usually associated with the process stakeholders are least satisfied with.
3. ERP customers typically only use 2/3 of available functionality, and ROI for talent management systems usually takes 2-3 years.
4. Vendors have promoted an overly process-centric view of HCM, but many challenges have no standard processes.
5. Standard data, processes, system of record, web access, reporting and other foundational capabilities
The document discusses measuring return on investment in human capital. It states that human capital measurement offers HR the opportunity to demonstrate the value that employees provide to the organization. The first step is to identify metrics that are linked to broader business objectives and map the impact of people management over time. This will form a measurement tool to assess the value of human capital.
This document provides a case study of a large scale business transformation program undertaken by a top 10 global business organization to standardize processes, implement a single ERP system, and integrate operations across various business units. The program involved transforming business processes, implementing SAP, integrating operations, and deploying shared services. Project management methodology was effectively applied to execute the program through establishing governance, planning deployment, developing solutions using IBM Ascendant methodology, managing stakeholders, and realizing business benefits. While costs exceeded projections, the program achieved its goals and business benefits through effective program management.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
The document discusses establishing an Enterprise Performance Management (EPM) competency center. It outlines that such a center is needed to continuously improve business processes, drive fact-based decisions, and align execution to strategy after ERP/EPM projects. The competency center would oversee areas like business process optimization, data maintenance, management reporting, and continuous user training. It proposes that the center have roles across enabling people, managing processes, and supporting technology to fulfill its goals.
Microsoft Dynamics AX helps organizations manage their human resources and adapt to meet challenges. It allows management to gather and structure employee information to support development and maintain organizational oversight. Microsoft Dynamics AX also manages other business areas to minimize the need for multiple systems.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
Highly accomplished Management Professional with over 15 years experience directing organizational staff, software development, system design, and change initiatives. Cohesive team builder and leader with demonstrated success in identifying and cultivating top talent. Proven ability to train and lead cross-functional onsite and global teams. Consistent record of motivating teams of both direct and indirect reports to ensure corporate objectives and tight delivery deadlines were met and exceeded.
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
Client case studies: Where will your company find top talent? Look to the cloudPwC
A large entertainment, media & communications company found that its five semi-autonomous divisions each had its own vastly different talent management needs and processes, and that was a problem when it came to identifying and retaining top talent across all the operating units. Although the enterprise technically owned the core HR solution for four of the divisions, the support model was handled at the division level and did not use a Shared Services model, leading to inefficiencies and redundant efforts. The company wanted to develop standardized processes, procedures, and technologies across the divisions to create a cross-divisional view of talent focusing on operational excellence and employee engagement.
BuildHr Management Consultants Private Limited is a HR consulting firm that provides services to small, medium, and large enterprises in areas such as HR capabilities building, organizational and business process capabilities building, recruitment and assessment centers, HR functions outsourcing, payroll management, and business process consulting including value stream mapping and quality management systems. The firm has a team of professionals with skills in HR management, business management, and engineering. It offers customized training programs to educational institutions and industries in areas such as soft skills, technical skills, behavioral training, and process-based training.
Similar to How Integrated Talent Management Can Improve Your Return On People Final (20)
2. How Integrated Talent Management Can
Improve Your Return on People
Gary Kilzer, HRMpact
Jennifer Triumph, Franciscan Alliance
3. How to Participate Today
• Open and close your Panel
• View and select your audio preference
• Submit text questions
• Q&A addressed at the end of today’s
session
• Everyone will receive an email within
24 hours with more information on
Halogen Job Description Builder and
Halogen eRecruitment
4. Poll Question:
How would you describe your talent
management processes?
1. We’re siloed – We have HR systems in place but they differ across
the organization and are not connected.
2. We’re consistent – We’ve standardized our processes, have some
integration but some systems are connected through a manual
process.
3. We’re integrated – our systems and process are well defined and
well connected
4. We’re strategic – our systems are fully integrated and we use HR
metrics to drive the business
5. Discussion
Agenda
• Introduc2ons
• Why
Integrated
Talent
Management
• Making
the
case
for
Integrated
Talent
Management
at
New
England
Bap2st
• Implemen2ng
an
integrated
approach
at
Franciscan
Alliance
www.hrmpact.com
6
6. Integrated
Talent
Management
A
set
of
integrated
programs,
processes
and
tools
to
a3ract,
engage
and
retain
cri4cal
talent
for
the
organiza4on.
Foundations:
• Technology Platform
• Shared data base
• Single sign on
• Talent analytics
• Owned by management
www.hrmpact.com
7
10. “Voice
of
the
Customer”
What
people
management
programs
are
most
cri2cal
to
achieving
your
business
goals?
How
effec2ve
is
HR
at
delivering
those
programs?
www.hrmpact.com
11
11. Performance
Gaps
• HR
provides
an
employee
performance
management
process
that
is
effec2ve
and
easy
to
use.
• HR
designs
rewards
that
support
pay
for
performance.
• HR
provides
strategic
workforce
planning,
forecas2ng
talent
needs
and
gaps
•
HR
provides
people
management
processes
that
are
enabled
by
appropriate
technology.
• HR
helps
me
deal
with
employee
rela*ons
issues
consistently
and
fairly.
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐
We
need
to
upgrade/automate
our
talent
management
capabili4es
www.hrmpact.com
12
12. ROI
Analysis-‐Inputs
Total
#
of
Managers
in
your
organiza2on:
Total
#
of
HR
employees
dedicated
to
performance
management
etc:
Total
#
of
HR
employees
dedicated
to
recrui2ng
&
reten2on:
Total
#
of
HR
employees
dedicated
to
compensa2on:
Total
#
of
HR
employees
dedicated
to
employee
development:
What
is
your
current
performance
&
talent
management
system?
(Paper/Forms/Spreadsheets/Manual
Process
-‐Another
Online
System)
How
oden
does
your
organiza2on
conduct
performance
reviews
each
year?
What
is
the
average
fully
loaded
salary
per
HR
employee?
What
is
the
average
fully
loaded
salary
per
Manager?
What
is
the
average
fully
loaded
salary
per
employee?
What
is
your
organiza2on’s
voluntary
turnover
rate?
(%)
What
is
our
organiza2on’s
approximate
annual
revenue?
What
is
your
organiza2on’s
gross
margin?
(%)
13
13. ROI
Analysis
-‐
Summary
• Cost
Saving
Benefits
• Net
Present
Value:
$328,602
• Revenue
Enhancing
Benefits
• Return
on
Investment:
226%
• Investment
Required
• Payback
period
(months):
9
14
14. Roadmap
for
Change
Our
strategy
is
to
implement
a
24
month
plan
(2012-‐2014)
that
will
accomplish
the
following:
o Reallocate
technology
spending
from
HR
administra2on
ac2vi2es
to
strategic
talent
management
capabili2es
o Outsource
non
strategic
HR
ac2vi2es
o Improve
HR
service
delivery
effec2veness
o Build
organiza2onal
talent
management
capability
to:
• Alract
and
retain
top
talent
• Achieve
MAGNET
status
• Manage
Employee
Performance
• Make
more
effec2ve
Compensa*on
decisions
• Develop
Leadership/
Manage
Succession
• Support
geographic
expansion
• Support
service
excellence
www.hrmpact.com
15
15. Current
vs.
Future
State
Applica*ons
Current
Future
Plans
HR
Service
Delivery
-‐Portal
Framework
Sta2c
Content,
no
SSO
Update
with
SharePoint
-‐Service
Center
No
capability
Implement
Employee
Service
Center
-‐Self
Service
and
Workflow
Benefits
Admin,
Time
repor2ng
Add
employee
performance
management,
compensa2on
and
employee
service
center
interface
HR
Administra2on
-‐HRMS
Meditec
Implement
new
HRIS
-‐Benefits
Administra2on
Hewil
Outsource
to
new
provider
Talent
Management
-‐Hiring/On-‐boarding
Posi2on
Manager
Halogen
-‐Performance
management
Home
Grown-‐Not
Automated
-‐Compensa2on
Home
Grown
–Not
Automated
Workforce
Management
-‐Time
Management
API
No
change
-‐Absence
management
Internal
Outsource
to
Liberty
Mutual
Workforce
Op2miza2on/Analy2cs
NA
HR
Scorecard
16
www.hrmpact.com
16. Talent
Management
Selec2on
Criteria
• One application for all talent management processes
• Single data base for all applications
• Ease of use for managers including single sign-on
and “two click access”
• Robust reporting and analytics capability
• Excellent customer service
• Cost
17
18. Implementa2on
• Think
Big
• Integrated
Talent
Management
• Start
Small
• Hiring
and
on-‐boarding
• Employee
Performance
Management
• Compensa2on
• Scale
Up
• Learning
and
Development
• 3600
Feedback
• Succession
Planning
• Talent
Analy2cs
www.hrmpact.com
19
19.
20. • Iden2fica2on
of
past
prac2ces…
– Paper-‐based
evalua2ons
• Annual
• Transfer
• Proba2onary
– Competency
assessments
– Alignment
with
regulatory
body
requirements
– Manual
tracking
21. • Big
Picture
– Integrated
Talent
Management
• Ini2al
Steps
– Iden2fy
needs
of
the
organiza2on
– Align
prac2ces
with
strategic
goals
– Move
to
an
online
plaqorm
– Start
with
the
most
cri2cal
needs
22. • Annual
Performance
Review
Phase
1
• Introductory
Process
• Transfer
Process
• Repeat
Phase
1
• Peer
Review
Phase
2
• Goal
Serng
Process
• Ini2al
Performance
Improvement
Process
• Repeat
Phase
1
and
2
Phase
3
• 360
Review
• Formalized
PIP
• Repeat
Phase
1,
2,
3
• Gap
Analysis
Phase
4
• Poten2al
Assessment
• Metric
Assessment
23. • Annual
Performance
Reviews
– Move
to
an
online
plaqorm
– Track
competencies
• Core
• Job
Specific
– Develop
ra2ng
scales
– Assess
alignment
of
organiza2onal
strategy
with
employee
performance
24. • Introductory
Performance
Reviews
– Address
current
competency
levels
– Iden2fy
gaps
and
learning
needs
– Extend
period
if
necessary
– Determine
fit
• Transfer
Performance
Reviews
– Assess
previous
work
performance
up
to
transfer
date
– Assess
current
goals
25. • On
2me
comple2on
rates
• Simplified
tracking
of
comple2on
rates
• Reduced
file
sizes
and
paper
management
• Standardized
metrics
for
performance
• Ability
to
easily
access
performance
assessments
• Easily
pull
appraisals
for
regulatory
bodies
• HR
audits
26. • Con2nue
Annual/Intro/Transfer
Evals
• Peer
Review
– Added
into
annual
review
process
– Allows
managers
to
gain
insight
into
performance
that
they
may
not
always
see
– Eliminate
the
“overlooked”
syndrome
• Goal
Serng
Process
– Train
to
set
SMART
goals
– Employee
set
– Manager
review
and
addi2ons
27. • Ini2al
Performance
Improvement
Process
(PIP)
– Iden2fy
obvious
gaps
• Correc2ve
ac2ons?
• Learning
needs?
– Set
Ac2on/Development
Plans
– Set
step
due
dates
– Opens
manager/employee
conversa2ons
28. • More
feedback
and
recogni2on
• Reduced
“overlooked”
syndrome
• Assessment
of
learning
needs
• Iden2fy
and
group
learning
needs
• Focus
on
employee
development
• Measurable
goals
• Goal
alignment
with
organiza2onal
strategy
• Gap
analysis
• Measurable
metrics
29. • Con2nue
Phase
1
and
2
• 360
Review
– Begin
from
top
down
– Access
feedback
to
review
– Iden2fy
learning
needs
and
iden2fy
gaps
– Use
a
combina2on
of
analy2cs
• Peer
Focus
• Overall
Focus
• Formalized
PIP
– Review
performance
trends
over
a
2meframe
– Create
ac2on/development
plans
to
address
gaps
30. • Increased
feedback
and
recogni2on
• Employees
taking
charge:
– Performance
– Development
• Engagement
by
both
management
and
staff
• Analy2cs
• Measurable
HR
metrics
31. • Con2nue
Phase
1,
2,
and
3
• Gap
Analysis
– Look
for
trends
– Refine
processes
• Establish
Poten2al
Assessment
– Laying
the
groundwork
for
succession
planning
• Metric
Assessment
– Refine
tools
to
assess
alignment
of
organiza2onal
strategy
to
employee
performance
32.
33. Introductory
Process
Annual
PIP
Process
Process
Employee
Development
Peer
Review
360
Process
Process
Transfer
Process
34. Q&A
• Addi*onal
ques*ons
regarding
the
webinar?
Contact:
Gary
Kilzer-‐
gary.kilzer@hrmpact.com
Jennifer
Triumph
-‐
Jennifer.Triumph@franciscanalliance.o
• For
addi*onal
Halogen
SoVware
inquiries
or
to
request
a
personalized
demonstra*on,
contact:
Denise
Dziubaniuk
–
Ddziubaniuk@halogensodware.com