The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
Digitization of hr slideshare kenny company 2018 pdf versionWill Yen
In 2016, HR technology funding reached record levels with 402 deals worth approximately $2.2B, more than 5 times the funding in 2012. This innovation in the market place has created a new wave of adoption and digitization by HR organizations.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
Agile recruiting: Optimizing your Talent Acquisition Operating ModelBeamery
The agile management methodology brings concrete, measurable improvements to the companies who use it, from better stakeholder management and clearer priorities to faster delivery and go-to-market times. In recruiting specifically, it means a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall a more efficient, iterative recruiting process.
We've invited Mitzi Shafar, an experienced talent acquisition leader and currently lead partner at Talent Collective, to tell us more about the agile recruiting methodology.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
Digitization of hr slideshare kenny company 2018 pdf versionWill Yen
In 2016, HR technology funding reached record levels with 402 deals worth approximately $2.2B, more than 5 times the funding in 2012. This innovation in the market place has created a new wave of adoption and digitization by HR organizations.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
Agile recruiting: Optimizing your Talent Acquisition Operating ModelBeamery
The agile management methodology brings concrete, measurable improvements to the companies who use it, from better stakeholder management and clearer priorities to faster delivery and go-to-market times. In recruiting specifically, it means a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall a more efficient, iterative recruiting process.
We've invited Mitzi Shafar, an experienced talent acquisition leader and currently lead partner at Talent Collective, to tell us more about the agile recruiting methodology.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
In today’s digital age, business practices are shifting from batch to real-time, retrospective to predictive, desktop to mobile, and corporate-driven to people-centric. HR leaders recognize that traditional approaches need to be recalibrated to drive higher levels of employee engagement and better alignment of talent practices with the growth strategy of the organization. Talent acquisition, performance management, and employee engagement are key areas that must be addressed as companies modernize their HR systems and revise their overall approach to managing people.
Join guest speaker Paul Hamerman, Vice President and Principal Analyst at Forrester Research to learn how HR is adapting to the digital age. In this webinar, you will learn how organizations are:
Driving business results with continuous employee performance as an alternative to the annual performance review
Driving higher levels of employee engagement by focusing on six key engagement levers
Transforming talent acquisition by focusing on the candidate experience
Modernizing traditional HR systems to leverage the benefits of cloud and digital experiences.
The role of People Analytics in recruitingDavid Green
The slides from my keynote at Social Recruiting Days in Berlin in September 2017.
The speech covered:
- What is people analytics and why is it growing in importance
- 'Best' practices of companies that are leading the way with people analytics
- Case studies from the likes of IBM, Cisco, LinkedIn and Virgin Media
- Trends in people analytics and digital HR
- Ethics, privacy and trust
There is also a video recording of the speech, which can be accessed here: https://www.youtube.com/watch?v=lk6ZK5vHdE0
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
This presentation highlights the required steps for HR Departments to transition themselves into a formidable HR Analytics Team. It will show how to apply HR Analytics to a departmental case as well as the required skill sets for your HR Team to acquire in order to become savvy analytics professionals. #hranalytics #humanresources
The leaders of LinkedIn’s People Analytics team, Lorenzo Canlas and Will Gaker, walk through what people analytics is, how it’s growing & evolving, and how you can build your own people analytics function today. Check out their keynote presentation from the Wharton People Analytics Conference in April 2015.
Learn more about people analytics and data-driven recruiting: http://linkd.in/1KJMC8D
CEOs and HR leaders must be ready to meet the future and foster a workforce that’s agile, skilled and innovative. Culture and people are the key elements to help organizations truly thrive as they undergo digital transformation.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
Learn how HR departments are embracing digitization and five key trends in the adoption of Software as a Service (SaaS) based applications for human capital management (HCM).
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
In today’s digital age, business practices are shifting from batch to real-time, retrospective to predictive, desktop to mobile, and corporate-driven to people-centric. HR leaders recognize that traditional approaches need to be recalibrated to drive higher levels of employee engagement and better alignment of talent practices with the growth strategy of the organization. Talent acquisition, performance management, and employee engagement are key areas that must be addressed as companies modernize their HR systems and revise their overall approach to managing people.
Join guest speaker Paul Hamerman, Vice President and Principal Analyst at Forrester Research to learn how HR is adapting to the digital age. In this webinar, you will learn how organizations are:
Driving business results with continuous employee performance as an alternative to the annual performance review
Driving higher levels of employee engagement by focusing on six key engagement levers
Transforming talent acquisition by focusing on the candidate experience
Modernizing traditional HR systems to leverage the benefits of cloud and digital experiences.
The role of People Analytics in recruitingDavid Green
The slides from my keynote at Social Recruiting Days in Berlin in September 2017.
The speech covered:
- What is people analytics and why is it growing in importance
- 'Best' practices of companies that are leading the way with people analytics
- Case studies from the likes of IBM, Cisco, LinkedIn and Virgin Media
- Trends in people analytics and digital HR
- Ethics, privacy and trust
There is also a video recording of the speech, which can be accessed here: https://www.youtube.com/watch?v=lk6ZK5vHdE0
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
This presentation highlights the required steps for HR Departments to transition themselves into a formidable HR Analytics Team. It will show how to apply HR Analytics to a departmental case as well as the required skill sets for your HR Team to acquire in order to become savvy analytics professionals. #hranalytics #humanresources
The leaders of LinkedIn’s People Analytics team, Lorenzo Canlas and Will Gaker, walk through what people analytics is, how it’s growing & evolving, and how you can build your own people analytics function today. Check out their keynote presentation from the Wharton People Analytics Conference in April 2015.
Learn more about people analytics and data-driven recruiting: http://linkd.in/1KJMC8D
CEOs and HR leaders must be ready to meet the future and foster a workforce that’s agile, skilled and innovative. Culture and people are the key elements to help organizations truly thrive as they undergo digital transformation.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
Get Ahead of Your Competition: 10 Global Human Capital Trends You Must KnowIdeal | AI for Recruiting
Sponsored by Ideal.com, Carolyn Lawrence, Leader of Gender Diversity and Inclusion at Deloitte, presents the 10 global human capital trends currently transforming the workplace including diversity, culture and engagement, and people analytics. Learn more: http://bit.ly/2dC9Nv1
In a global survey of 375 executives, The Economist Intelligence Unit explores how early adopters are using evidence to show connections between HR and business KPIs and opening doors to new processes and people strategies that impact the bottom line of the organisation.
How Can Better Collaboration Between HR and Finance Help High -Bandwidth Opt...Bhupesh Chaurasia
Using cloud-based SAP®SuccessFactors®solutions and SAP S/4HANA®, Oclaro put enterprise data at the fingertips of its employees. Now, people can share information in real time,collaborate more effectively, and make decisions confidently
Making compensation pay: Increasing the ROI from monetary investments spent o...Bhupesh Chaurasia
Recent transformations in performance management and compensation practices are making it possible for companies to rethink traditional compensation approaches and reward employees in more meaningful ways. This paper shares insights from business leaders, compensation professionals, managers and front-line employees regarding the current and future state of monetary and non-monetary rewards. #hr #hrtechnology #hrm #humanresources #hrtech #hrms #humancapital #hrblogs #HCM #HRIS
A discussion of how to manage employee performance taking into account how people’s actions affect and are influenced by the behaviors of their fellow team members, work groups and organizations.
To drive workforce performance, pay decisions must be perceived as being fair and appropriate by employees. This requires that decisions be transparently and effectively communicated to employees. Learn how you can redesign compensation training to ensure these potentially difficult but necessary conversations between employees and managers are successful.
The field of performance management is experiencing a transformation. But for compensation professionals, these changes can be concerning as they can directly impact processes used to allocate pay and rewards. Learn how companies are overcoming these challenges and are successfully managing compensation in this changing performance management climate.
Managing the Next Generation of Compensation StrategiesBhupesh Chaurasia
Compensation practices are starting to go through a major transformation. To survive major shifts in pay philosophy and practice, companies must be proactive in preparing for them. This may require significant adjustments in how companies plan for, monitor, and communicate compensation decisions in general. Here is a peek into four lessons learned so far.
Digitalization” is used to describe the integration of computerized technology into virtually every aspect of life and
work. Technology is transforming our lives in ways ranging from how we shop to how we build social relationships.
This transformation is happening both at home and at work.
Finance, marketing, human resources, supply chain, procurement, manufacturing, customer service, and all other areas of business operations are being radically rethought
due to technological innovations such as cloud platforms, machine learning, mobile solutions, the Internet of Things,
and blockchain
Utility companies are constantly threatened by bad actors seeking to hack into their systems and probing for weaknesses to exploit. For utility HR and IT departments, mitigating this threat while protecting employees’ personally identifiable information (PII) is more critical than ever. As the threats to utilities increase, utility companies need systems that reduce overall vulnerability and protect employee privacy and the trust of citizens.
Does a multi-tenant SaaS learning management system
(LMS) have a role in a compliance-driven, highly
regulated work environment? Organizations in
regulated industries such as life sciences, medical
device manufacturers, and pharmaceuticals struggle
with adopting SaaS learning solutions because of the
need to comply with a range of Good Practice
requirements — generally known as GxP.
This document isn’t simply about improving diversity, although there are many reasons why you should – starting with research that shows more diverse teams are more successful and
more productive. It’s also about understanding why bias happens and how to address it. The issues that start with bias in business are the same issues that undermine employee commitment, performance, and retention. So, creating more inclusive cultures isn’t just about improving social fairness and equity; it is also about improving business performance and growth.
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
IDC believes it is the responsibility of HR to address and deliver key elements of digital transformation, as well as transforming the HR function itself. To aid organizations in this process, IDC has identified five key trends and actions that support digital transformation and the development of HR. This tool enables HR professionals to understand the delivery roadmaps for realizing these key transformation
Welthungerhilfe: How Do You Bring Together the Right People to Help End Hunger? Bhupesh Chaurasia
Every year, Welthungerhilfe helps millions of people in need by providing vital humanitarian aid to victims of poverty, inequality, conflict, and natural disaster. It works with development partners to support such people so they can lead independent lives with dignity. One of the largest nonprofit organizations in
Germany, Welthungerhilfe’s 2,523 employees work in 39 countries around the globe to deliver everything from rapid disaster relief to long-term development cooperation projects – all with the ultimate goal of eradicating hunger and malnutrition worldwide by 2030. The nature of this mission means employees are often thrown into extremely challenging situations and must work under harsh conditions. Finding people with the right skills, experience, and dedication is a top priority.
Businesses today need to take advantage of every conceivable angle and opportunity to stack the deck in their favor if they are to become major players in their industries . One often overlooked tactic is to utilize compensation, not as a traditional reward and recognition system, but as a strategic tool. Leading organizations recognize that taking a strategic approach to compensation can play a major role in their ongoing success.This line of thinking is getting a lot of attention in the world of compensation leadership. For example, recent Aberdeen research demonstrates that creating a formalized compensation strategy is rapidly becoming a best practice among top performing organizations. In fact, Best-in-Class companies are 12% more likely than Average organizations and 57% more likely than Laggard organizations to have a formal compensation strategy in place.
Learning is essential to any organization’s success because it improves business results,boosts productivity, and increases organizational competitiveness. Learning helps produce positive business outcomes in critical areas and at key moments in an organization’s development, such as during mergers and acquisitions, restructurings, and product launches. Outdated LMSs are holding organizations back, yet they’re often one of the last enterprise software systems to be replaced. For some, it’s seen as a cost center or simply a compliance exercise that only requires the bare minimum investment. That puts the onus on learning leaders and stakeholders to make a strong business case for upgrading. In this white paper, we’ll cover:
Indications that you might need a new LMS
Benefits of a next-generation LMS
Building your LMS business case
Preparing for the transition
Learning partnerships are powerful tools for development because they enable and support employee growth in multiple ways. This includes providing constructive feedback, emotional support, knowledge and skills sharing, access to career building
relationships, enhanced employee socialization, cultural adaptation, and increased motivation, to
name a few.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
Using Calibration Effectively - Total Workforce Performance ManagementBhupesh Chaurasia
This paper discusses research studying methods for total workforce performance management. The term “total workforce” is used to emphasize performance management processes designed to guide decisions regarding the management of groups of employees. This can be contrasted to methods designed to manage and develop the performance of individual employees in isolation. While aspects of total
workforce and individual performance management overlap, certain elements of total workforce management are
inherently distinct from methods used for individual performance management. Foremost is the need to manage
individual differences in performance found across different employees working in the same group.That is the focus of this paper.
In May 2016, the European Union (EU) adopted a newly harmonized data protection law called the General Data Protection Regulation (GDPR). As of May 25, 2018, the GDPR will be in force throughout all EU member states and in the European Economic Area. Any organization that collects or processes
personal data of an individual within the Union is subject to this regulation, regardless of the organization’s location. While the GDPR does not introduce many substantially new concepts, it
substantially increases the compliance requirements of data controllers and processors regarding their handling of personal data.
Why React Native as a Strategic Advantage for Startup Innovation.pdfayushiqss
Do you know that React Native is being increasingly adopted by startups as well as big companies in the mobile app development industry? Big names like Facebook, Instagram, and Pinterest have already integrated this robust open-source framework.
In fact, according to a report by Statista, the number of React Native developers has been steadily increasing over the years, reaching an estimated 1.9 million by the end of 2024. This means that the demand for this framework in the job market has been growing making it a valuable skill.
But what makes React Native so popular for mobile application development? It offers excellent cross-platform capabilities among other benefits. This way, with React Native, developers can write code once and run it on both iOS and Android devices thus saving time and resources leading to shorter development cycles hence faster time-to-market for your app.
Let’s take the example of a startup, which wanted to release their app on both iOS and Android at once. Through the use of React Native they managed to create an app and bring it into the market within a very short period. This helped them gain an advantage over their competitors because they had access to a large user base who were able to generate revenue quickly for them.
Climate Science Flows: Enabling Petabyte-Scale Climate Analysis with the Eart...Globus
The Earth System Grid Federation (ESGF) is a global network of data servers that archives and distributes the planet’s largest collection of Earth system model output for thousands of climate and environmental scientists worldwide. Many of these petabyte-scale data archives are located in proximity to large high-performance computing (HPC) or cloud computing resources, but the primary workflow for data users consists of transferring data, and applying computations on a different system. As a part of the ESGF 2.0 US project (funded by the United States Department of Energy Office of Science), we developed pre-defined data workflows, which can be run on-demand, capable of applying many data reduction and data analysis to the large ESGF data archives, transferring only the resultant analysis (ex. visualizations, smaller data files). In this talk, we will showcase a few of these workflows, highlighting how Globus Flows can be used for petabyte-scale climate analysis.
Designing for Privacy in Amazon Web ServicesKrzysztofKkol1
Data privacy is one of the most critical issues that businesses face. This presentation shares insights on the principles and best practices for ensuring the resilience and security of your workload.
Drawing on a real-life project from the HR industry, the various challenges will be demonstrated: data protection, self-healing, business continuity, security, and transparency of data processing. This systematized approach allowed to create a secure AWS cloud infrastructure that not only met strict compliance rules but also exceeded the client's expectations.
Experience our free, in-depth three-part Tendenci Platform Corporate Membership Management workshop series! In Session 1 on May 14th, 2024, we began with an Introduction and Setup, mastering the configuration of your Corporate Membership Module settings to establish membership types, applications, and more. Then, on May 16th, 2024, in Session 2, we focused on binding individual members to a Corporate Membership and Corporate Reps, teaching you how to add individual members and assign Corporate Representatives to manage dues, renewals, and associated members. Finally, on May 28th, 2024, in Session 3, we covered questions and concerns, addressing any queries or issues you may have.
For more Tendenci AMS events, check out www.tendenci.com/events
Field Employee Tracking System| MiTrack App| Best Employee Tracking Solution|...informapgpstrackings
Keep tabs on your field staff effortlessly with Informap Technology Centre LLC. Real-time tracking, task assignment, and smart features for efficient management. Request a live demo today!
For more details, visit us : https://informapuae.com/field-staff-tracking/
Code reviews are vital for ensuring good code quality. They serve as one of our last lines of defense against bugs and subpar code reaching production.
Yet, they often turn into annoying tasks riddled with frustration, hostility, unclear feedback and lack of standards. How can we improve this crucial process?
In this session we will cover:
- The Art of Effective Code Reviews
- Streamlining the Review Process
- Elevating Reviews with Automated Tools
By the end of this presentation, you'll have the knowledge on how to organize and improve your code review proces
A Comprehensive Look at Generative AI in Retail App Testing.pdfkalichargn70th171
Traditional software testing methods are being challenged in retail, where customer expectations and technological advancements continually shape the landscape. Enter generative AI—a transformative subset of artificial intelligence technologies poised to revolutionize software testing.
Unleash Unlimited Potential with One-Time Purchase
BoxLang is more than just a language; it's a community. By choosing a Visionary License, you're not just investing in your success, you're actively contributing to the ongoing development and support of BoxLang.
Advanced Flow Concepts Every Developer Should KnowPeter Caitens
Tim Combridge from Sensible Giraffe and Salesforce Ben presents some important tips that all developers should know when dealing with Flows in Salesforce.
Globus Compute wth IRI Workflows - GlobusWorld 2024Globus
As part of the DOE Integrated Research Infrastructure (IRI) program, NERSC at Lawrence Berkeley National Lab and ALCF at Argonne National Lab are working closely with General Atomics on accelerating the computing requirements of the DIII-D experiment. As part of the work the team is investigating ways to speedup the time to solution for many different parts of the DIII-D workflow including how they run jobs on HPC systems. One of these routes is looking at Globus Compute as a way to replace the current method for managing tasks and we describe a brief proof of concept showing how Globus Compute could help to schedule jobs and be a tool to connect compute at different facilities.
Understanding Globus Data Transfers with NetSageGlobus
NetSage is an open privacy-aware network measurement, analysis, and visualization service designed to help end-users visualize and reason about large data transfers. NetSage traditionally has used a combination of passive measurements, including SNMP and flow data, as well as active measurements, mainly perfSONAR, to provide longitudinal network performance data visualization. It has been deployed by dozens of networks world wide, and is supported domestically by the Engagement and Performance Operations Center (EPOC), NSF #2328479. We have recently expanded the NetSage data sources to include logs for Globus data transfers, following the same privacy-preserving approach as for Flow data. Using the logs for the Texas Advanced Computing Center (TACC) as an example, this talk will walk through several different example use cases that NetSage can answer, including: Who is using Globus to share data with my institution, and what kind of performance are they able to achieve? How many transfers has Globus supported for us? Which sites are we sharing the most data with, and how is that changing over time? How is my site using Globus to move data internally, and what kind of performance do we see for those transfers? What percentage of data transfers at my institution used Globus, and how did the overall data transfer performance compare to the Globus users?
Modern design is crucial in today's digital environment, and this is especially true for SharePoint intranets. The design of these digital hubs is critical to user engagement and productivity enhancement. They are the cornerstone of internal collaboration and interaction within enterprises.
Large Language Models and the End of ProgrammingMatt Welsh
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1. HR Must Deliver on
TRANSFORMATION
Digital transformation (DX) refers to the application of digital technologies to
fundamentally impact all aspects of business and society as a whole. It has become
the source of new business models, enhanced experiences, and improved financial
performance. The end of 2016 saw two-thirds of European Financial Times 500
enterprises place digital transformation at the center of their corporate strategy.
2. Introduction
IDC believes it is the responsibility of HR to
address and deliver key elements of digital
transformation
Involving the HR department in digital
transformation projects is no longer a nice to have
but a must-have. IDC research indicates that among
HR professionals and line-of-business (LOB)
managers, there is this common idea: HR is critical
to the success of digital transformation.
Strategic HR enables organizations to automate
processes, deliver self-service, and tap into
talent. This frees HR to focus on knowledge,
culture, and change
In 2016 IDC predicted that 2 out of 3 CEOs in the
Financial Times Stock Exchange 500 will have
digital transformation at the heart of their
corporate strategy. In 2017 our research indicates
that more than 85% of organizations have already
undergone or started digital transformation
projects, and this will continue to increase.
Only by transforming the HR department, its
people, and its processes can an organization
transform its business
The most dangerous way to approach the
disruption caused by digital transformation is to
apply the same processes and strategies that were
relevant in the past. Placing your people at the
center of the transformation effort requires new
tools, new architecture, and a clear vision of the
new role HR needs to play.
IDC has defined a scorecard, developed an
assessment tool, and provided clear
recommendations so that you can position your
business and follow actionable insight
Any transformational process begins by assessing
where things stand in the moment. Using these
specially designed tools can help determine your
strengths and weaknesses. It can also help you
decide on the next steps as you embark on a
journey of digital transformation.
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3. WorkSource Digital Transformation
Two-thirds of the CEOs of European Fortune 500
enterprises have digital transformation (DX) at the
center of their corporate strategy. Transformation of
the workforce, the way it is utilized, managed, and
improved, is a central feature to this process and
many HR professionals will be tasked with keeping
pace and delivering change.
Value dev
elopment
Omni-Exp
erienceDX
WorkSo
urce DX
Leader
shipDX
Operating
M
odel DX
Information
architecture
Data di
scovery
Knowled
ge and
collab
oration
Valuere
alization
Risk
optimization
Integration
Real-time
collaboration
Transparency
Intellectual
property
Acquisition
Smart data
Preparation
Exploration
Visualization
Datafication
Inference
Regression
Prediction
Machine-learning
algorithms
Production
Product
enhancement
Service
innovation
Digital
fulfillment
Real-time
orchestration
4. Disruption and Transformation
Top 4 Recognized Barriers to Successful Digital Transformation:
Organizations
engaged in DX
More than 5
years in DX
84%
22%
CIO CTO CISO CEO COO CHRO CDO R&D
Head
CIO
Chief
Innovation
Officer
Who Is Leading the Digital Effort? (%)Organizations Engaged in DX (%)
27
IT LOB Other
21
3
15
10
5
10 10
5
Who is Lead
CHRO
CEO
CTO
CIO
5
TO CISO CEO COO CHRO CDO R&D
Head
CIO
Chief
Innovation
Officer
Who Is Leading the Digital Effort? (%)
T LOB Other
21
3
15
10
5
10 10
5
Who is Leading DX? (%)
CHRO
CEO
CTO
CIO
5
15
21
27
People
Our organization does
not have enough people
with digital skills
24%
Knowledge
We lack a sufficient
understanding of what
digital transformation
is and who can help us
22%
Financial Incentives
Our financial systems
do not incentivize us to
take the required risks
for digital businesses
21%
Culture
Our organization does
not have a risk-taking,
innovation-driven
culture
21%
TAKEAWAY
The fundamentals of digital
transformation success will be
based on HR transformation
success.
5. Disruption and Transformation
Transformation of the workforce, and the way it is utilized, managed, and improved, is
a central feature of this process. On top of everyday tasks and managing a team,
many HR professionals will be tasked with keeping pace and delivering change.
This can only be achieved by HR helping to create an agile organization that meets the
demands of the business, but also one that helps employees and managers become
and remain engaged, productive, and focused. At the same time, HR must maintain a
development path and training goals, and manage overall employee performance.
This includes not only the talent you have, but also the talent you target. To achieve
this, HR professionals must:
TAKEAWAY
Ensure your HR processes begin with the
employee, involve the LOB, and result in a
highly engaged and collaborative workforce.
Drive HR transformation through a highly
engaged workforce
Ensure HR becomes central to realizing
transformation and continuous change
Create an agile, flexible, and reactive
organization, built on a collaborative
culture
Develop, retain, and attract the right talent
into and within the business
6. HR Must Take a Seat at the Table
Organizations
engaged in DX
More than 5
years in DX
84%
22%
CIO CTO CISO CEO COO CHRO CDO R&D
Head
CIO
Chief
Innovation
Officer
Who Is Leading the Digital Effort? (%)Organizations Engaged in DX (%)
27
IT LOB Other
21
3
15
10
5
10 10
5
CH
C
C
C
HR is central to delivering digital transformation, but very few HR
leaders are heading this process … why?
This comes down to the traditional perception that HR professionals
are less strategic and that their department (which may be
under-resourced) does not possess the necessary skills or leverage
within the business.
The HR department and HR leaders cannot afford to be seen as a
process and policy driven section of the business. They must be
seen as central to the business and demand a seat at the table.
TAKEAWAY
Those leading digital transformation must be made aware
of the "people" element, sooner rather than later …
7. Companies Look Internally for Resources
Q. When choosing an external service provider in support of your digital
transformation, which type of provider would you prefer to use for each of the
following stages?
Strategy Development Project Management
42%
Internal resources
25%
Design agency
25%
Business consultant
19%
System integrator
9%
Software/hardware vendor
Internal resources 59%
Business consultant 24%
Design agency 16%
System integrator 14%
Software/hardware vendor 7%
8. Delivering Strategic HR
Strategic HR is Now a Must Have
Q. Does your organization have in place or plan to implement a formal talent management strategy?
2016
Yes
2012
6%
75%
20%
23%
34%
44%
No, and no plans toNo, but we have plans to
Strategic HR is the process of delivering HR based on wider business objectives and outcomes, rather than
process or administrative requirements — the bigger picture as opposed to (or as well as) the everyday.
Within four years (2012-2016), there has been a significant increase in the number of organizations that
implement a formal talent management strategy.
9. Changing Priorities
50%
53%
56%
59%
62%
65%
Improved
motivation and
performance of
our employees
Improved
employee
retention
Automation of
HR processes
and cost saving
Improved
employee
relations
Better match of
employee skills
for a given task
Better inflow of
new talent
Standardization
of HR processes
65%
62%
61%
60%
59%
58%
54%
One of the first steps to delivering HR transformation is automating processes and streamlining everyday tasks
and admin. From here, you can drive employee engagement, which is central to productivity and talent retention.
TAKEAWAY
The shift in importance placed on HR priorities signals a change in focus and
a migration away from administration and towards performance and talent
management. This has to be supported by automation and self-service tools.
10. Q. How many organizations have talent
management and HR systems integrated?
A. Only 17% of organizations have talent
management and HR systems integrated.
Q. How many organizations believe top
talent is tapped wherever it is?
A. Only 10% believe top talent is tapped
wherever it is.
Q. How many organizations have
self-organizing teams?
A. Only 8% have self-organizing teams.
Q. How many organizations have
collaborative, agile, and adaptive work
methods in place?
A. Only 16% have collaborative, agile, and
adaptive work methods in place.
TAKEAWAY:
Very few organizations are addressing this. LOOK FOR
QUICK WINS.
11. Breaking the Vicious Circle
HR professionals need to break this vicious circle before it becomes a downward spiral. New tools and processes
are one way to drive improved employee (and management) engagement, as well as streamline HR functions to
enable a more strategic focus.
Difficulty
adapting to
changing work
practices
Inability to
handle high
employee
expectations
Increasing
talent scarcity
Breaking
the vicious
circle
Unable to
deliver business
outcomes
Increasing talent scarcity
IDC research shows that finding talent is still
one of the greatest challenges facing HR
professionals. This is not a lack of people, but a
lack of skills. The World Economic Forum
projects that the United States will need to
add 25 million skilled workers to its talent
base to sustain economic growth. Creativity,
complex problem solving, and lateral thought
will define the required skill-sets of the 2020
workforce.
Unable to deliver business outcomes
An inability to handle high employee
expectations, such as flexibility, work/life
balance, benefits, and development paths, is
compounded by the coexistence of different
generations of workers within the business.
This creates an environment of different
priorities, greater complexity, and a more
challenging environment for HR management.
Inability to handle high employee expectations
Companies want to get the maximum value from
their human capital. Those that have fostered an
engaged workforce and stay at the forefront of
innovation and performance management
achieve this, but it requires constant retooling of
HCM capabilities. To manage human capital is to
also keep pace with change, making digital
disruption work for the business, rather than
against it.
Difficulty adapting to changing work practices
Increased reliance on contingent or project
based labor creates a new set of challenges for
HR departments. The ability to manage a mixed
workforce that also values freedom of decision,
flexibility, and self-service puts the HR
departments and the business in a new
spectrum of responsibility. Furthermore,
organizations are changing in shape and
structure. HR departments need to adapt to this
change, looking to new technologies to manage
wider changes in employee behavior.
12. Realizing Transformation
Turn Your Human Capital Into Competitive Advantage
Attract
the best talent, into the best roles,
with clear (and parallel) career
development, as well as attracting
employees from across
departments.
Develop
talent across the organization,
reskilling and retraining where
possible, as well as empowering
talent with the tools to enable this.
Retain
people, skills, and enagement by
delivering opportunity and
progression. Most critically, retain a
highly engaged workforce.
Optimize
talent, skills, and potential (future
capability). Ensure that the human
capital and knowledge capital of the
business exceeds the sum of the
parts.
13. EMPOWERING HR ACROSS THE BUSINESS
IDC research shows that organizations want an
inclusive HR system that lets HR staff, managers,
and employees become responsible for their own
experience without complicated procedures.
HR professionals must empower LOB and employees,
turning everyone into "HR experts."
How do I empower LOB? What software, processes,
and policies do I need in place?
IMPACTFUL HR DECISION MAKING
Analytics throughout the employee life cycle can
deliver significant benefits, from identifying
candidate suitability to determining flight risk and
possible courses of action.
59% of the respondents in IDC’s Western Europe
HCM survey said that analytics and dashboards
are either very or extremely important when
making decisions about investing in HCM software
solutions.
CONTINUOUS EMPLOYEE ENGAGEMENT
6% of Fortune 500 companies have abandoned
rankings and annual reviews.
IDC research shows more organizations are
performing frequent appraisals.
Continuous, "check-in" style personal development —
engaging HR processes for performance,
learning/development, and more regular feedback
from peers and supervisors — is becoming the norm.
MANAGING A FLEXIBLE WORKFORCE
Only 10% of Western European HCM survey
respondents were able to tap into talent wherever
it is, through employment, contingent, contract, or
freelancers.
Yet up to 30% of large company HR spend goes
towards contingent workers.
With these employees now critical to the talent
ecosystem, HR demands a redefinition of both the
processes and how to best manage these people.
SOCIAL AND COLLABORATIVE LEARNING
Over half of respondents in IDC's Western Europe
HCM survey said that learning integration in a
complete employee life-cycle solution is a high
priority.
HCM systems should also provide the opportunity
for social learning, turning everyone into both
"teachers" and "students."
Best practices are better communicated, databases
of experiences are created, and content distributed.
IDC has identified five key trends and actions to address the challenges of
digital transformation and the development of HR
Watch Video Watch Video
Watch Video Watch Video
Watch Video
TAKEAWAY
By addressing these initiatives, HR can deliver increased
value but also gain time and insight to become more
strategic and deliver increased value.
14. Multiple Stakeholders:
One Common Goal
Corporate
Vision
IT
Architecture
Managing
People
The Steps to Delivering
Strategic HR
Strategic HR
Self-Service HR Solutions
HR
andHCM
Transform
ation
HR
andBusinessTransform
ation
Capture and Analysis of HR Data
Automation of HR Processes
Integration of HCM Solutions
Standardization of HR Processes
Bilateral HR Structures
Moving Functional to Tactical
Decentralization of HR
Talent and Knowledge Management
Delivery of HR as a Process
HR departments want a solution that frees up time from HR admin,
allows for strategic inputs, and helps them deal with issues of
planning, resourcing, and development.
Line-of-business managers want their staff to be engaged, with a
high level of self-service, and to fulfill HR-related tasks with ease and
on time.
Executives want to complete business transformation projects that
will future proof their organizations. They care about efficiency,
engagement, and productivity.
Employees want self-service, zero-hassle, easy-to-use HR tools that
help them keep track of their KPIs, their development goals, and their
prospective paths.
Strategic HR means HR transformation
The successful system must include the following:
• Ability to reduce mundane and repetitive tasks for user, HR staff,
and managers
• Ability to interface with the existing data and offer insights and
information that is tangible and useful
• Ability to incorporate feedback, training plans, and workforce
planning into multiple and easy-to-use views
15. 27
Next Steps Playbook
Clearly communicate the
company vision for HR and
digital transformation.
Spell out the vision with clear roles
and responsibilities and set
communication guidelines across the
organization.
Understand your team’s role and
responsibilities and monitor the
progress that you are making by
incentivizing your team members to
act.
Let your department take the lead in
fostering this vision and use internal
communications to reinforce change
and regular staff surveys to drive
engagement.
Find the bottlenecks and
take action to meet the
challenge.
Streamline processes, secure buy-in
from the executive team for rapid
action on emerging issues, and
simplify approval for actions in line
with the vision.
Pay attention to established practices
and seek out delays and
inefficiencies, work with your team to
streamline process, and focus on the
delivery of value.
Collect the inputs from different
departments, document and curate
best practices, and help managers be
productive and on time with the right
set of tools.
Rethink your talent needs
and devise the plan to act.
Make talent retention and attraction a
key part of your strategy with
continuous updates tied to
performance.
Think and plan for the long term,
determine skills that will be needed
for the future, and create bespoke
talent pools and succession plans.
Maintain an overview of the talent
needs for your organization in the
long term, keep managers tied to their
plans, check progress, and update
role profiles and skills inventory.
Devise a long-term training
and development plan and
muster resources to drive
engagement with it.
Ask for business units to create
distinct and comprehensive training
plans that will meet their teams’
needs and fit with the company
vision.
Work with the business to determine
what skills are no longer needed and
which employees need to be retrained
and ensure new staff gets access to
rich and relevant materials.
Ensure that HR systems allow for
distributed and social learning,
maintain and curate the library for
relevant content across the
organization, and integrate learning
as part of development and
engagement policies.
Make HR transformation
the core of your digital
transformation project
with your people leading
the change in your
organization.
Embracing change will require new
measurements and KPIs, and new
structures, goals, and incentives that
need executive support as they trickle
down in the organization.
Make use of new tools, analytics, and
frequent feedback to monitor the
process of your digital transformation
responsibilities and lead your team in
line with the company vision.
Reshape the scope of the HR
department to be less process
oriented and more strategic while
making change a key measure of
success.
Things to Focus On
Executive Stakeholders
Business Managers
HR Departments
16. Recommendations
Move away from self-created HR silos, manual process, and ad hoc/
in-house solutions. Give your organization the tools to better manage the
workforce.
Start with the automation of HR processes. Create time for your workforce
and save cost for your business.
Focus on getting the right skills for the right positions. As the war for
talent intensifies, secure a better inflow of talent.
Set best practices and policies to improve retention. Use analytics to
identify high-risk positions and prepare for succession.
Build your organization around employee engagement and satisfaction.
Deliver HR as competitive advantage for all stakeholders: attracting
talent, delivering change, improving customer service, and delivering
sustained competitive advantage and growth.
Make HR departments part of the transformational process rather than a
back-office function.
Use the HR department as the spearhead for your digital transformation
success.
1
2
3
4
5
6
7
8
17. eading DX? (%)
15
21
27
Functional Tactical Strategic
Simple recruiting and development
structures in place — disconnected from
each other and with minimal ability to
engage contingent labor
Lack of unified culture — departmental
guidelines and local practices prevail
Decentralized and ad hoc, learning is
completed to satisfy legislative
requirements or CPDs and is disjointed
from performance, compensation, and
development
Ad hoc planning decision making and
processes, no distinct plan for the future,
no succession planning or talent pool in
place
Some integration between recruiting and
development and performance
management but still siloed — gig
economy still at arm's length
General values and principles that guide
a corporate vision but not fully aligned
between roles, functions, and
departments
Breadth and width of corporate
knowledge and corporately sanctioned
training materials but rigid and inflexible
learning structures with regular intervals
and limited input by end users
Some succession planning and some
best practices in place and the ability to
plan in the medium term but limited view
beyond the horizon
Integrated talent attraction, retention,
and engagement planning with regular
performance and development feedback
with talent tapped everywhere and
anywhere
Well communicated and articulated
culture that drives business, digital, and
HR transformation across all
departments, roles, and geos
Distributed learning where
company-curated material and
end-user-created content coexist to
support engagement, on-the-job
learning, and KPIs
Clearly defined succession planning,
alumni programs, ability to adjust to
flexible workforce requirements, and
ability to plan for the long term
Talent
Culture
Learning
Planning
Scorecard
18. Share with your CxO why Digital Transformation is now needed.
WorkSource Maturity Tool
Find out how your WorkSource maturity compares to
your peers. WorkSource involves the sourcing,
management, and optimization of the workforce.
Is your organization capitalizing on WorkSource
digital transformation of these all-important HR
initiatives?
VIEW THE TOOL
DISCOVER MORELet your CxO know why digital transformation is needed now.