The way to a successful launch. This playbook will set your organization up for success as it rolls out Talent Insights.
1) Build awareness and support
2) Set your team up for success
3) Track and measure success
4) How we can work together
Beyond Journey Mappings
Customer Experience is one of the top business topics of the day. It is widely written about in business journals, seen as a top priority for corporations, and is commonly regarded as the path to future success. However, going beyond talking about Customer Experience to restructuring an entire company to provide ongoing services and products that truly delight customers is something that few companies have done truly well. In our experience and research, we gathered valuable insight into how to operationalize sustainable successful customer experience strategies that move beyond rhetoric and provide tangible success tactics. It it is a fundamental change in your corporate DNA.
This presentation will help you learn the critical elements of an internal customer experience activation strategy. Going beyond the customer journey mappings requires:
1. A deep and thorough understanding of who your customers are and what they want and need
2. Understanding your internal constituents. Customers aren’t just a front line employee challenge. Every employee needs to be focused on satisfying customers to truly be successful in today’s market of easily distracted loyalties and quick dissatisfaction
3. Effectively leveraging champions for customer experience throughout the organization to cascade the right direction and messaging to each audience
4. Aligning employees across the organization behind key customer priorities and supporting those priorities with effective tactical strategies (a customer playbook)
5. Constant feedback loops to customers and the ability to quickly change course to adjust to changing needs
6. Patience
How to Measure the Impact of Employee Soft Skills Training | Webinar 06.02.15BizLibrary
Why do organizations struggle with measuring the impact of their soft skills training? We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this “knowledge” isn’t always easy.
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills.
www.bizlibrary.com
No matter the size of the organization, effective brand management provides the critical link
between ambitious business goals, employee behaviors, marketing communications and the
ability to deliver exceptional experiences.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Our Eight Tips Revealed: Employee Development Program Best PracticesChronus
It's time to show your employees some love! We've got eight tips to guide you through the development and execution process for creating an effective employee development career program.
Chronus is the leading provider of mentoring and talent development software. Leveraging the power of learning through others, Chronus creates experiences that drive employee career and leadership development, new hire onboarding, student mentoring, and more. Chronus' mentoring, coaching, and onboarding solutions are used by organizations worldwide.
Top 26 benefits of workplace mentoring programMutual Force
Thinking of implementing a workplace mentoring program in your organization? Here are top 26 benefits/ real life examples of workplace mentoring programs which can help you get the buy-in.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Beyond Journey Mappings
Customer Experience is one of the top business topics of the day. It is widely written about in business journals, seen as a top priority for corporations, and is commonly regarded as the path to future success. However, going beyond talking about Customer Experience to restructuring an entire company to provide ongoing services and products that truly delight customers is something that few companies have done truly well. In our experience and research, we gathered valuable insight into how to operationalize sustainable successful customer experience strategies that move beyond rhetoric and provide tangible success tactics. It it is a fundamental change in your corporate DNA.
This presentation will help you learn the critical elements of an internal customer experience activation strategy. Going beyond the customer journey mappings requires:
1. A deep and thorough understanding of who your customers are and what they want and need
2. Understanding your internal constituents. Customers aren’t just a front line employee challenge. Every employee needs to be focused on satisfying customers to truly be successful in today’s market of easily distracted loyalties and quick dissatisfaction
3. Effectively leveraging champions for customer experience throughout the organization to cascade the right direction and messaging to each audience
4. Aligning employees across the organization behind key customer priorities and supporting those priorities with effective tactical strategies (a customer playbook)
5. Constant feedback loops to customers and the ability to quickly change course to adjust to changing needs
6. Patience
How to Measure the Impact of Employee Soft Skills Training | Webinar 06.02.15BizLibrary
Why do organizations struggle with measuring the impact of their soft skills training? We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this “knowledge” isn’t always easy.
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills.
www.bizlibrary.com
No matter the size of the organization, effective brand management provides the critical link
between ambitious business goals, employee behaviors, marketing communications and the
ability to deliver exceptional experiences.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Our Eight Tips Revealed: Employee Development Program Best PracticesChronus
It's time to show your employees some love! We've got eight tips to guide you through the development and execution process for creating an effective employee development career program.
Chronus is the leading provider of mentoring and talent development software. Leveraging the power of learning through others, Chronus creates experiences that drive employee career and leadership development, new hire onboarding, student mentoring, and more. Chronus' mentoring, coaching, and onboarding solutions are used by organizations worldwide.
Top 26 benefits of workplace mentoring programMutual Force
Thinking of implementing a workplace mentoring program in your organization? Here are top 26 benefits/ real life examples of workplace mentoring programs which can help you get the buy-in.
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Onboard, Not Overboard: 5 Ways to Accelerate New Hire TrainingBizLibrary
With the economy turning around, many growing companies are starting to recruit talented new employees. That means a lot of first days on the job and a lot of time and money to spend while new employees get up to speed. What if you could lessen the time it takes for an employee to reach his or her full potential?
According to a study by Aberdeen Group, effective on-boarding improves retention rates by 52%, time to productivity by 60% and overall customer satisfaction by 53%.
In this webinar, we’ll discuss five ways to accelerate the time it takes to get a new employee up to speed, which includes:
- Planning ahead
- Integrating company goals and culture
- Outlining expectations, goals and success criteria
- Utilizing technology and online training
- Involving managers
Employee Training and Development: How to Measure Effectiveness and Impact | ...BizLibrary
How can we make sure the investment of time and resources is making a positive business impact? How can we measure the effectiveness of our training initiatives?
In this webinar we'll review:
• Training metrics - where we've been and where we're going
• How to determine goals and key indicators
• How to create a measurement plan for your program
www.bizlibrary.com
Trends in Recruiting & HR: Employer Branding Maturity Model: Where Do You Stand?Aggregage
Now that employer brand is a core element in every company's talent strategy, you might ask yourself: is that all? Looking around, you might see that every company sees, understands and executes its employer brand differently, to the point where it is hard to understand what the appropriate best practices really are. The trick is to understand where your organization is in the Employer Brand Maturity Model first, so you can properly select the next initiative to elevate your own employer brand. Join James Ellis, noted employer brand podcaster, thought leader and consultant, on what the maturity model looks like and how to use it to plan your talent strategy more effectively.
Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]BizLibrary
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important? In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development? In this webinar you'll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A "coaches toolkit" that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
www.bizlibrary.com
Stop Waiting for Your Invitation: Drive Growth and Engage Strategically TodayBizLibrary
Enterprise growth requires executive leadership involvement when it comes to changing the culture, focus, or services an organization offers. To be successful, the growth strategy must focus on many things at once, including people. Every aspect of the organization has to work together, and here’s where HR’s role is crucial. Whether it’s a new product, or a shift in competitive focus, HR is intrinsic to helping the company stay competitive. HR’s role in driving the success of the organization includes a number of factors. HR must ensure the administrative function of the organization are handled, but must focus attention on the important role of sharing the culture and vision of the organization. Internal and external relationships will help shape the HR function, as well as your career.In order to drive enterprise growth and achieve optimal business results, HR and the leadership team must get on the same page and keep communications open. But, how can you do this? We will share proven tips and tricks to being a strategic executive who is action oriented and tech-savvy. We do this by defining a 5 step process to join the leadership team and have the career of your dreams today!
www.bizlibrary.com
How to Turn Times of Change and Uncertainty into Positive OpportunitiesBizLibrary
Gone are the days of someone working for one company for their entire career. According to the Bureau of Labor Statistics, the average person will change jobs 12 times before retiring. This increase in employee turnover can often be attributed to times of change and uncertainty in the workplace, like layoffs, restructuring, mergers and acquisitions, etc. Change in the workplace is inevitable, but it doesn't have to be seen as negative, and it certainly doesn't have to become a reason for talented employees to leave your company.
Join Daniel Binkholder and Derek Smith from BizLibrary as they discuss how times of change and uncertainty can become opportunities to move your workforce in the right direction. They'll explain how learning and development is key to alleviating some of the stress that change and uncertainty brings to employees and their organizations.
During this webinar, you'll learn:
- Why not being prepare during times of change and uncertainty is creating higher turnover
- How to use L&D successfully during times of change and uncertainty
- The proper ways to communicate to keep a strong workforce during times of change and uncertainty
Sink or Swim: Supporting the Transition to New ManagerBizLibrary
How important are frontline managers? When it comes to the key areas of reaching goals, achieving productivity, and engaging employees, management’s answer is “very.”
78% – Achieving a high level of customer satisfaction
76% – Achieving a high level of productivity
73% – Achieving a high level of employee engagement
This one-hour webinar is best suited to people who need to develop specific strategies and tactics to help new managers succeed. A crucial element to success is training as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
In this webinar we’ll discuss:
The four changes a new leader faces
How to help new managers balance roles, results and relationships
How to create a new manager training plan for your new managers and supervisors
1. The business case for leadership development.
2. Why mentoring can be more effective than other leadership development techniques.
3. Steps for launching a mentoring program for leadership development.
4. Client case study of mentoring for leadership development.
How to Develop Agility Within Your Training Program to Help Your Learners Suc...BizLibrary
It is time to adapt your training programs. We are all talking about adapting learning in the face of disruption, but have you done it? We know these last few months have not been easy for anyone — and there’s probably not a lot of room left on your plate. However, this is the perfect time to transition your in-person training (ILT) courses to an online, or blended, format. Why? A PRNewswire study found that 66% of employees are working remotely right now. And, according to a study by The Grossman Group, over half of employees want to continue working from home after the pandemic. You must keep your learners engaged to ensure your virtual, or blended, training programs are successful.
Join us for this complimentary Training Industry webinar, sponsored by BizLibrary. Your host, Tom Braning, Product and Solutions Expert at BizLibrary, will break down the steps of transitioning your ILT program to a blended or virtual format seamlessly.
You will learn:
How to transition from ILT to a blended or online training format in a few simple steps.
Ways to build learning agility within your employees so they are prepared for the transition.
Strategies to keep remote learners engaged in your new training program.
How to Get Employees to Get...and stay...Engaged with Online Training | WebinarBizLibrary
As the manager of your online training program, you likely spend a significant amount of time thinking about how to increase overall usage to ensure impact, value, and return on investment. What is often most challenging and yet most important is communication. How do you boost your learning program participation? In this webinar we’ll share 8 steps to communicate the benefit of your training program and increase usage and engagement.
http://pages.bizlibrary.com/WBN-20151111-How-to-Get-Employee-to-GetStay-Engaged-Shannon-Kluczny_LP.html
6 Ways to Improve Employee Engagement and Create a Culture of LearningBizLibrary
Relationships at work aren’t always easy. And no, we don’t mean office romance. When you hire a new employee – it’s a commitment and relationship. Both the organization and the employee saw something in each other that they loved. Recent research shows many of us are on the road to break-up.
So, how can we nurture our relationships and create a learning culture that is engaged and committed to learning?
Key Learning Objectives:
What is employee engagement and why it’s important
Key characteristics of an engaged learning culture
What can we do to improve employee engagement?
Key managerial competencies and challenges
CAES Developmental Services Introduction Jim Gilchrist
An overview of our services offered in workshops, training sessions or small group consultation to enhance performance, leadership or management capabilities.
How to Gain Leadership Buy-In for Your Training ProgramBizLibrary
Leadership support is critical to the success of a training program, but many are challenged in building that bridge and actually gaining the support that is necessary.
In this session, we’ll cover why leadership buy in is critical and introduce a 10 step program to make it happen. You’ll walk away with ideas, guides and action plans to implement.
This session is perfect for anyone just starting out or struggling to make the leap.
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.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
Training Program of Dreams: If You Market It, They Will ComeBizLibrary
“I don’t know where to begin…. I’m not the expert. I don’t have enough time. I’ve tried this before.” Sound familiar? While marketing your training program can seem like a daunting task for HR and L&D professionals, it is actually much simpler than you might imagine. During this session, you will learn how to overcome these common challenges and understand the effect marketing has on your overall training program success.
This session’s key learning objectives:
-How to build excitement around your training program and drive utilization through a marketing strategy
-Examples you can use to measure the success of your marketing efforts
-An easy process to create simple resources that anyone can produce without marketing experience
Developing Talent and Tapping into Potential Through Corporate MentoringTalentManagement360.com
Learn, with Talent Management 360, how corporate mentoring can push your organization to new heights by increasing retention, engagement and advancement. Your employees deserve those opportunities and your organization deserves employees that are prepared and equipped.
Onboard, Not Overboard: 5 Ways to Accelerate New Hire TrainingBizLibrary
With the economy turning around, many growing companies are starting to recruit talented new employees. That means a lot of first days on the job and a lot of time and money to spend while new employees get up to speed. What if you could lessen the time it takes for an employee to reach his or her full potential?
According to a study by Aberdeen Group, effective on-boarding improves retention rates by 52%, time to productivity by 60% and overall customer satisfaction by 53%.
In this webinar, we’ll discuss five ways to accelerate the time it takes to get a new employee up to speed, which includes:
- Planning ahead
- Integrating company goals and culture
- Outlining expectations, goals and success criteria
- Utilizing technology and online training
- Involving managers
Employee Training and Development: How to Measure Effectiveness and Impact | ...BizLibrary
How can we make sure the investment of time and resources is making a positive business impact? How can we measure the effectiveness of our training initiatives?
In this webinar we'll review:
• Training metrics - where we've been and where we're going
• How to determine goals and key indicators
• How to create a measurement plan for your program
www.bizlibrary.com
Trends in Recruiting & HR: Employer Branding Maturity Model: Where Do You Stand?Aggregage
Now that employer brand is a core element in every company's talent strategy, you might ask yourself: is that all? Looking around, you might see that every company sees, understands and executes its employer brand differently, to the point where it is hard to understand what the appropriate best practices really are. The trick is to understand where your organization is in the Employer Brand Maturity Model first, so you can properly select the next initiative to elevate your own employer brand. Join James Ellis, noted employer brand podcaster, thought leader and consultant, on what the maturity model looks like and how to use it to plan your talent strategy more effectively.
Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]BizLibrary
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important? In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development? In this webinar you'll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A "coaches toolkit" that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
www.bizlibrary.com
Stop Waiting for Your Invitation: Drive Growth and Engage Strategically TodayBizLibrary
Enterprise growth requires executive leadership involvement when it comes to changing the culture, focus, or services an organization offers. To be successful, the growth strategy must focus on many things at once, including people. Every aspect of the organization has to work together, and here’s where HR’s role is crucial. Whether it’s a new product, or a shift in competitive focus, HR is intrinsic to helping the company stay competitive. HR’s role in driving the success of the organization includes a number of factors. HR must ensure the administrative function of the organization are handled, but must focus attention on the important role of sharing the culture and vision of the organization. Internal and external relationships will help shape the HR function, as well as your career.In order to drive enterprise growth and achieve optimal business results, HR and the leadership team must get on the same page and keep communications open. But, how can you do this? We will share proven tips and tricks to being a strategic executive who is action oriented and tech-savvy. We do this by defining a 5 step process to join the leadership team and have the career of your dreams today!
www.bizlibrary.com
How to Turn Times of Change and Uncertainty into Positive OpportunitiesBizLibrary
Gone are the days of someone working for one company for their entire career. According to the Bureau of Labor Statistics, the average person will change jobs 12 times before retiring. This increase in employee turnover can often be attributed to times of change and uncertainty in the workplace, like layoffs, restructuring, mergers and acquisitions, etc. Change in the workplace is inevitable, but it doesn't have to be seen as negative, and it certainly doesn't have to become a reason for talented employees to leave your company.
Join Daniel Binkholder and Derek Smith from BizLibrary as they discuss how times of change and uncertainty can become opportunities to move your workforce in the right direction. They'll explain how learning and development is key to alleviating some of the stress that change and uncertainty brings to employees and their organizations.
During this webinar, you'll learn:
- Why not being prepare during times of change and uncertainty is creating higher turnover
- How to use L&D successfully during times of change and uncertainty
- The proper ways to communicate to keep a strong workforce during times of change and uncertainty
Sink or Swim: Supporting the Transition to New ManagerBizLibrary
How important are frontline managers? When it comes to the key areas of reaching goals, achieving productivity, and engaging employees, management’s answer is “very.”
78% – Achieving a high level of customer satisfaction
76% – Achieving a high level of productivity
73% – Achieving a high level of employee engagement
This one-hour webinar is best suited to people who need to develop specific strategies and tactics to help new managers succeed. A crucial element to success is training as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
In this webinar we’ll discuss:
The four changes a new leader faces
How to help new managers balance roles, results and relationships
How to create a new manager training plan for your new managers and supervisors
1. The business case for leadership development.
2. Why mentoring can be more effective than other leadership development techniques.
3. Steps for launching a mentoring program for leadership development.
4. Client case study of mentoring for leadership development.
How to Develop Agility Within Your Training Program to Help Your Learners Suc...BizLibrary
It is time to adapt your training programs. We are all talking about adapting learning in the face of disruption, but have you done it? We know these last few months have not been easy for anyone — and there’s probably not a lot of room left on your plate. However, this is the perfect time to transition your in-person training (ILT) courses to an online, or blended, format. Why? A PRNewswire study found that 66% of employees are working remotely right now. And, according to a study by The Grossman Group, over half of employees want to continue working from home after the pandemic. You must keep your learners engaged to ensure your virtual, or blended, training programs are successful.
Join us for this complimentary Training Industry webinar, sponsored by BizLibrary. Your host, Tom Braning, Product and Solutions Expert at BizLibrary, will break down the steps of transitioning your ILT program to a blended or virtual format seamlessly.
You will learn:
How to transition from ILT to a blended or online training format in a few simple steps.
Ways to build learning agility within your employees so they are prepared for the transition.
Strategies to keep remote learners engaged in your new training program.
How to Get Employees to Get...and stay...Engaged with Online Training | WebinarBizLibrary
As the manager of your online training program, you likely spend a significant amount of time thinking about how to increase overall usage to ensure impact, value, and return on investment. What is often most challenging and yet most important is communication. How do you boost your learning program participation? In this webinar we’ll share 8 steps to communicate the benefit of your training program and increase usage and engagement.
http://pages.bizlibrary.com/WBN-20151111-How-to-Get-Employee-to-GetStay-Engaged-Shannon-Kluczny_LP.html
6 Ways to Improve Employee Engagement and Create a Culture of LearningBizLibrary
Relationships at work aren’t always easy. And no, we don’t mean office romance. When you hire a new employee – it’s a commitment and relationship. Both the organization and the employee saw something in each other that they loved. Recent research shows many of us are on the road to break-up.
So, how can we nurture our relationships and create a learning culture that is engaged and committed to learning?
Key Learning Objectives:
What is employee engagement and why it’s important
Key characteristics of an engaged learning culture
What can we do to improve employee engagement?
Key managerial competencies and challenges
CAES Developmental Services Introduction Jim Gilchrist
An overview of our services offered in workshops, training sessions or small group consultation to enhance performance, leadership or management capabilities.
How to Gain Leadership Buy-In for Your Training ProgramBizLibrary
Leadership support is critical to the success of a training program, but many are challenged in building that bridge and actually gaining the support that is necessary.
In this session, we’ll cover why leadership buy in is critical and introduce a 10 step program to make it happen. You’ll walk away with ideas, guides and action plans to implement.
This session is perfect for anyone just starting out or struggling to make the leap.
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.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
Training Program of Dreams: If You Market It, They Will ComeBizLibrary
“I don’t know where to begin…. I’m not the expert. I don’t have enough time. I’ve tried this before.” Sound familiar? While marketing your training program can seem like a daunting task for HR and L&D professionals, it is actually much simpler than you might imagine. During this session, you will learn how to overcome these common challenges and understand the effect marketing has on your overall training program success.
This session’s key learning objectives:
-How to build excitement around your training program and drive utilization through a marketing strategy
-Examples you can use to measure the success of your marketing efforts
-An easy process to create simple resources that anyone can produce without marketing experience
Developing Talent and Tapping into Potential Through Corporate MentoringTalentManagement360.com
Learn, with Talent Management 360, how corporate mentoring can push your organization to new heights by increasing retention, engagement and advancement. Your employees deserve those opportunities and your organization deserves employees that are prepared and equipped.
Your organization deals with many challenges presented by internal and external accountability demands. You are always looking for ways to improve operations, to anticipate and be more responsive to competitive pressures, and to define meaningful performance goals that render your work concrete in stakeholders’ eyes. Creating a dashboard or scorecard can help. A dashboard can be an excellent tool for focusing board and CEO attention on what matters most. It can help overcome asymmetry between the precision of financial and mission measures. This lesson, developed by National Arts Strategies in partnership with Peter Frumkin, Ph.D., can be used to help you build a scorecard or dashboard for your organization.
Why is this Program different from all of the others? We mentor and coach all individuals between sessions in a practical way to help them implement what was learned. Even at the end of the program, we will offer participants the opportunity to receive coaching and to review their development a year later.
Each session will provide participants with key learnings that are to be implemented before the next session. We walk with them through an individual developmental change process.
This is not a one-size fits-all approach to partner development. This program is customized with interactive sessions with instructors who have done what the participants do. We will have round table discussions so they will be able to ask questions and get straightforward answers. The virtual coaching is an opportunity to have one-on-one meetings with each of our instructor coaches.
The Executive Development Program process will give participants the opportunity to network, talk with people who are doing and have done what they do, and talk with leadership experts in guiding and leading the firm.
This session answers the why’s and how’s of effective strategic design and illustrates the power of credible results measurement for meetings, events and incentives. Learn to use an approach that is effective with stockholders, employees, other key stakeholders and the media. Delivering measurable results answers the questions around your program’s survival, and, often, your organization’s success. You will take away tactics to:
Design incentives and meetings intelligently
Measure results credibly, including deliverable and believable ROI
Justify past and defend current programs
Successfully gain support for new programs
How to build a Digital Marketing team for your agency.pdf.pdfNadir Khan
A passionate, skilled, and united team is essential for the success of your business. Building a digital marketing team requires careful planning and strategic thinking. A well-organized and efficient digital marketing team is the foundation of any agency. When you have the right team members, you can tap into the potential of digital channels to reach your target audience, boost brand visibility, and generate valuable leads. A strong team not only understands the complexities of digital marketing but also stays updated with the latest industry trends. They collaborate effectively, working towards common goals.
I will be your guide, taking you on a journey to create an outstanding team for your digital marketing agency that delivers results and propels your agency to new heights.
Digital Marketing Team Structure
When building a digital marketing team, defining a clear structure that aligns with your agency’s goals and objectives is crucial. This structure will determine how different roles interact, collaborate, and contribute to the overall success of your agency. Here are a few critical considerations for defining your team’s structure:
Team Hierarchy: Establish a hierarchical structure that outlines reporting lines and ensures clear communication channels within the team.
Departmental Segmentation: Divide your team into specialized departments such as SEO, content marketing, social media, paid advertising, and analytics. It allows for focused expertise and efficient execution of digital marketing strategies.
Cross-Functional Collaboration: Encourage collaboration and knowledge sharing between departments to foster innovation and comprehensive campaign strategies.
Team Size and Growth: Determine the ideal team size based on your agency’s current needs and growth projections. Consider scalability and flexibility when hiring new team members.
Key Roles and Responsibilities
Identifying the key roles and responsibilities required for executing effective digital marketing campaigns is essential. Each position brings unique expertise and skills to the team. Here are some key roles commonly found in a digital marketing team:
Digital Marketing Manager: The manager oversees the team’s operations, sets goals, and ensures the effective execution of digital marketing strategies. They provide guidance, mentorship, and support to team members.
SEO Specialist: An SEO specialist optimizes website content, conducts keyword research, and implements SEO best practices to improve organic search rankings.
Content Marketer: Content marketers create engaging and valuable content such as blog posts, articles, and social media posts to attract and engage the target audience.
Social Media Manager: Social media managers develop and implement strategies, create engaging content, and manage social media accounts to increase brand visibility and engagement.
PPC Specialist: PPC specialists manage paid advertising campaigns on platforms like Google Ads and FB.
7 Steps to Create a Competency-Based Training ProgramBizLibrary
Employee training is fluid, dynamic, and complex – which is why competency-based training is a more important strategic component of today’s employee learning strategies. Competency-based training links individual performance to the goals of the organization. A defined set of competencies for each role in your organization illustrates the behaviors, reinforces organization values, and provides the strategic direction employees need to achieve organizational objectives.
Chapter 9Employee Development and Career Management MGT 484.docxmccormicknadine86
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Chapter 9Employee Development and Career Management MGT 484TawnaDelatorrejs
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Moving from Collaboration Pilot to Successful ImplementationChristian Buckley
One of the most common SharePoint and Office 365 failures is deploying the platform without a pilot. The collaboration pilot is an essential step for any enterprise deployment – and there are most definitely “best practices” you should consider.
Presentation given by Beezy Chief Evangelist and 6-time Microsoft MVP Christian Buckley walking through a repeatable process for running successful collaboration pilots, from management buy-in through to customer adoption planning.
Strategic Human Resource
Management Plan
NAME OF YOUR COMPANY
Your Name
Date, 2015
AMP-434
Instructor T. Love
TABLE OF CONTENTS
Section 1 #
Introduction #
background & history #
section 2 #
corporate statements #
Mission #
Vision #
Values #
section 3 #
SWOT Analysis #
Strengths #
Weaknesses #
Opportunities #
Threats #
section 4 #
organizational strategy action plan #
SMART Goals #
section 5 #
conclusion #
GRAND CANYON UNIVERSITY SCENARIO GENERATOR
Module 6 Scenario: Performance Management Cycle
Type: Family Business
Size: Medium Size Company
Sector: Flower Shop
Funding: Investors/Lenders
Stakeholders:
Investors/Lenders
Decision makers:
Managers
Formal organization:
LLC
Human Resources Department:
Pay-for service arrangement: temporary agency
Stage in Organizational Lifecycle:
Birth
THESE ARE THE GIVEN CONSTRAINTS:
ORGANIZATIONAL BACKGROUND:
Founded in: 1963
Dedicated to: The company thrives to provide the best possible
experience to all of its business partners and clients.
Culture Our culture is akin to that of a small family. All our
employees are partners in the business, share our success, and help us
sustain the core values that make us successful.
Structure: Our organization is very flat and consists of three tiers:
owners, managers, and non-manager employees.
Mission statement: To ensure that each customer receives prompt,
professional, friendly, and courteous service. To maintain a
professional and friendly environment for our cusotmers and staff. To
provide at a fair price using only quality components. To ensure that
all customers and staff are treated with the respect and dignity they
deserve. To thank each customer for the opportunity to serve them. By
maintaining these objectives we shall be assured of a fair profit that
will allow us to contribute to the community we serve.
Vision statement: Within the next five years, we will become a leading
provider of products and services to small businesses by providing
page 1 / 4
customizable, user-friendly solutions scaled to small business needs.
INTEGRITY: By dealing honestly with our clients, staff, vendors and
community.
RESPONSIBILITY: By considering the environment in which we do
business, community views and the common good.
PROFITABILITY: By being aware that an appropriate level of profit is
necessary to maintain our business and allow our values to continue to
be observed.
Values statement: In conducting our business, we will realize our
vision by performing our affairs so that our actions provide
confirmation of the high value we place on:
Present goals: To reduce delivery and distribution time of products
and services. To reduce the number and frequency of customer
complaints, and to improve the response time of customers inquiries.
Past goals: To reduce employee turnover by 20 percent by introducing a
new employee assistance program. To improve productivity by
implementing a company-wide tra.
Introduction to Integrated Marketing Solutions (IMS)IMS
IMS is a leader in providing innovative solutions that ignite brand performance.
We are a seasoned team of Solutionists with the experience and expertise to improve the performance of brands and brand teams.
We simplify the process of developing solutions that matter. We bring proven methods and deep expertise to help clients tackle challenges in key areas that are essential to brand performance: Strategy, Activation, Transformation and Advisory Services.
We welcome you to take a few moments to learn more about our firm.
Lean Six Sigma Course Training Part 13Lean Insight
Lean-Insight.com is top training institute for six sigma plus lean six sigma courses in India. In Bangalore regular classroom training classes are running during the weekends. If you are planning six sigma training along with certification then visit: http://lean-insight.com/six-sigma-training-bangalore/
Similar to LinkedIn Talent Insights Launch Guide for Program Managers (20)
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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2. The way to a
successful launch.
This playbook will set your organization up for success
as it rolls out Talent Insights.
1 Build awareness and support
2 Set your team up for success
3 Track and measure success
4 How we can work together
4. Let’s look at the three keys to building awareness and support:
Align on the business
challenges you’re
solving for.
Build and establish
your Talent Insights
program team.
Define success
and create
milestones.
Build awareness and support
1. 2. 3.
5. Hiring strategy
Employer branding
Competitive intelligence
Geolocation decisions
Workforce planning
Improving recruiting strategy and setting expectations
with hiring managers.
Identifying target audiences, informing campaigns,
and allocating budgets.
Gaining insights about peer companies and industry leaders.
Understanding how talent markets and competition
vary by region.
Crafting data-driven plans for talent acquisition,
development, and retention.
Reasons to invest:
Align on the business
challenges you’re solving for.
Build awareness and support
Step 1
Define why you invested in LinkedIn Talent
Insights. This is the business challenge
you’ll use Talent Insights to solve.
6. Executive sponsor
Program sponsor
Admin
Leadership
Champion users
Senior leadership committed to the success of the
investment who can influence change across an organization.
Drives awareness, success, and scaling.
Responsible for activation and user support in partnership
with your LinkedIn Customer Success team.
Influences business partners by driving talent strategy
in addition to driving accountability on their own teams.
Scale up by adopting a “train the trainer” approach that
lets peers support each other.
Roles to identify:
Build awareness and support
Build and establish
your Talent Insights
program team.
Step 2
7. Share KPIs
Track in a centralized place
Gather and share progress and success
Create a steering committee/champion
Decide who is accountable for tracking.
Can be quantitative or qualitative. Examples: gaining a seat
at a decision-making table or influencing a business decision.
Responsible for meetings, leading calls, and sharing success.
Identify your key performance indicators (KPIs) and communicate
them to your team.
Build awareness and support
Define success and
create milestones.
Step 3
8. Part of our induction training is
focused on the usage of LinkedIn to
make sure all employees can build
their brand and contribute.”
Clinton Holmes
Director
Blackbook Executive
“
10. Let’s look at the three keys to set your team up for success:
Educate your
internal organization.
Communicate across
your organization.
Activate
your licenses.
1. 2. 3.
Set your team up for success
11. Educate HR and recruitment leaders.
Use 1:1s to drive adoption and engagement
Elevate in team meetings
Celebrate success
Lead with insights aligned to recruiting priorities. Example:
“Sourcing JavaScript engineers? Here’s what we can learn
about the market to influence new sourcing approaches.”
Recruiting managers should share success stories and how
insights have influenced conversations with business partners.
Schedule one-on-one meetings with HR and recruitment
leaders to discuss how LinkedIn Talent Insights can benefit
them and your company.
Some ways to educate:
Set your team up for success
Educate your
internal organization.
Step 1
Make sure business leaders can
speak to the “why” and value of
LinkedIn Talent Insights.
12. • Become a subject matter expert.
• Communicate up to leadership on adoption challenges.
• Communicate best practices and product enhancements.
• Share success with peers.
Set your team up for success
• Managing your license activation plan.
• Reporting through the admin dashboard.
• Communicating back to leadership on adoption and
engagement success.
• Sharing challenges and roadblocks.
Champions should:
Create and connect admins.Create and educate champion groups.
Admins are responsible for:
13. • Speaks to the value of LinkedIn Talent Insights
• Includes asks of stakeholders and users
• Shares goals and KPIs
• Defines how you will track success
• Has an education plan for all groups
Set your team up for success
Build early momentum with a
communication plan that:
Communicate across
your organization.
Step 2
14. Meet as a
leadership team
Define KPIs, goals,
milestones, and how
you track success.
Communicate to
business leaders
Give them the plan and
goals you developed with
your leadership team.
Communicate to
champion groups
Share the leadership plan as
well as a product education
plan. Educate them about
their own unique roles.
Engage all
end users
Show what’s in it for them,
their responsibilities, and the
measurements for success your
leadership team developed.
1 2 3 4
Set your team up for success
Communication plan timeline:
15. • Include a welcome email to all users explaining the “why.”
• Outline core responsibilities, including best practices for
sharing to peers.
• Drive accountability for individual success tracking.
• Allocate licenses from admin dashboard.
• Share self-paced education paths.
Set your team up for success
How to distribute licenses.
Activate your licenses.
Step 3
Identify your users. Make sure they know
how their access to LinkedIn Talent
Insights aligns with core business priorities.
Use a “what’s in it for you” approach in
messaging to drive engagement.
16. Option 1
Launch in phases
Small group = higher impact
Working with a smaller group will
help us all give deeper attention to
early-access users and help them
use insights in impactful ways.
Lead with wins
Leverage early-access wins to roll
out to the remaining organization
with relatable stories and tangible
examples.
Longer duration
Repeated training, longer ramp
time, and a section of users have
to wait for access.
Equal access to opportunity
All users get access for the full
contract term.
Scaled resources and training
One-to-many training that can
feel irrelevant to certain sections
of the audience.
Lower adoption expected
Less skin in the game from users
unless part of performance reviews.
Launch to a small group of power users and/or
leadership, who can serve as resources to the
broader group as part of the full rollout.
Launch to all available license holders at once.
Option 2
Launch all at once
Set your team up for success
Phased activation.
For larger programs, consider a
phased approach for activation.
Consult your LinkedIn partner on
the best option for your organization.
17. We started with a small pilot group enabling us
to collect early stories [and] raise adoption. These
individuals also became local champions, where
a ‘train the trainer’ approach has enabled us to
scale to hundreds of users around the world.”
Nick Brooks
Senior Program Manager
Microsoft
“
19. Let’s look at the three keys to maintaining momentum:
Track product
adoption.
Measure
ROI.
Long-term
management.
1. 2. 3.
Track and measure success
20. Uncover new champions
Highlight barriers to use
Share success, engagement, and growth
Engage power users to amplify their success and drive
greater adoption.
Discover why some people aren’t using LinkedIn Talent Insights
and what can be done to support them.
Share regularly with your leadership and recognize power users.
Admin reporting is key to:
Track and measure success
Track product adoption.
Step 1
Measure usage and adoption and make sure
to get feedback from users about how LinkedIn
Talent Insights is impacting their efforts.
Compare these results to the standards for
success you previously established.
21. • Success story surveys
• Centralized success tracking
• User interviews
• Organizationwide communication
Review your measurements and include
them in internal business reviews.
Ways to measure ROI:
Track and measure success
Measure ROI.
Step 2
Organizations that track and measure
success see deeper adoption. So make
sure to establish a process of tracking
success, and gather stories from users to
find out if they are seeing value.
22. • Sharing success with executive leadership
• Reassigning licenses when use case shifts
• Leveraging community platforms to scale announcements,
best practices, and readiness materials
Track and measure success
Long-term management.
Step 3
Continue to evaluate success and impact.
Your continued engagement will maintain
momentum throughout the program and
make sure that new processes and workflows
are used long-term.
You can do this by:
24. Roles and
responsibilities.
Here are the
things you are
responsible for:
Here’s what we are
responsible for:
• Executive sponsorship
• Centralized program
management
• Internal communication
• Defining training requirements
• Milestone tracking
• Success planning
• Self-paced learning
• Communication templates
• Quarterly business reviews
• Best practices
Communicate and understand the
roles and responsibilities of your
company and LinkedIn.
25. Accountability.
Executive sponsor Program lead Internal champions End users
• Set the vision and purpose
for the program and
communicate to the team.
• Ensure operational
execution rolling out
LinkedIn Talent Insights.
• Report back to executive
sponsor on milestones and
impact.
• Communicate best
practices and emphasize
wins regularly in team
meetings.
• Can ultimately drive
education and awareness
among user groups.
• Day-to-day usage.
• Sharing success
and impact.
Make sure your team understands why their role is critical.