Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
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?
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Human Resource Management Strategy Powerpoint Presentation SlidesSlideTeam
Develop a positive work culture by employing Human Resource Management Strategy PowerPoint Presentation Slides. Incorporate your agenda for human resource management. Showcase the key role of human resources by mentioning roles and responsibilities, skills, and challenges faced by the company with the help of human resource planning PowerPoint slideshow. Highlight the skills needed for HRM such as recruiting, screening, negotiation, scheduling, communication, conflict management, change management, etc by taking the assistance of HR development PPT visuals. It is important to monitor how employees work and how managers lead. Assess future organizational requirements with the help of content ready human talent management PPT graphics. Also, showcase the five stages of the recruitment process using HR management PPT templates. Showcase details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint templates. Download this amazing HR process PPT presentation and estimate your company's future HR requirements. https://bit.ly/3zcXFX0
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
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?
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Human Resource Management Strategy Powerpoint Presentation SlidesSlideTeam
Develop a positive work culture by employing Human Resource Management Strategy PowerPoint Presentation Slides. Incorporate your agenda for human resource management. Showcase the key role of human resources by mentioning roles and responsibilities, skills, and challenges faced by the company with the help of human resource planning PowerPoint slideshow. Highlight the skills needed for HRM such as recruiting, screening, negotiation, scheduling, communication, conflict management, change management, etc by taking the assistance of HR development PPT visuals. It is important to monitor how employees work and how managers lead. Assess future organizational requirements with the help of content ready human talent management PPT graphics. Also, showcase the five stages of the recruitment process using HR management PPT templates. Showcase details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint templates. Download this amazing HR process PPT presentation and estimate your company's future HR requirements. https://bit.ly/3zcXFX0
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
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 presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
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.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Creating a high-performance culture — as learning and talent management professionals, this is something we hear about often. But how to do it? Join this webinar to learn how you can get the most out of an integrated human capital management system by connecting performance and learning to create a high-performance culture.
Learning & Talent Analytics: Integrating Business Metrics to Show the Value o...Human Capital Media
Understanding the results your talent and learning programs have on your organization’s top and bottom line often define success of the programs. So having effective tools to track and analyze learning and talent management programs together is key. Learn how integrated analytics can make your organization’s learning and talent management programs more effective and demonstrate the impact on the top and bottom line.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
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 presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Talent Development PowerPoint Presentation Slides SlideTeam
Having a strategic talent management gives organizations the opportunity to attract the most talented and skilled employees available. So, utilize our talent development PPT slideshow and attract top talent in your organization. Talent development and management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. Our talent development Presentation slides helps you to motivate your employees and allowing them to work in the direction of the company’s business goals, which in turn, increases client satisfaction and business performance. Having a strategic talent management helps organizations keep their employees motivated which creates more reasons for them to stay in the company and do their tasks. Our talent development PPT deck does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. Showcase your aspects with this ready-to-use talent development PowerPoint template. Fulfill customer aspirations with our Talent Development PowerPoint Presentation Slides. Cater for their growing demands.
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.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Creating a high-performance culture — as learning and talent management professionals, this is something we hear about often. But how to do it? Join this webinar to learn how you can get the most out of an integrated human capital management system by connecting performance and learning to create a high-performance culture.
Learning & Talent Analytics: Integrating Business Metrics to Show the Value o...Human Capital Media
Understanding the results your talent and learning programs have on your organization’s top and bottom line often define success of the programs. So having effective tools to track and analyze learning and talent management programs together is key. Learn how integrated analytics can make your organization’s learning and talent management programs more effective and demonstrate the impact on the top and bottom line.
Achieving Results with Talent Mobility: Case Studies and Lessons LearnedHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
5 Employee Relations Metrics you Should be Tracking & WhyDovetail Software
If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
What drives employee engagement across the globe? What can you do to meaningfully improve employee experience in your organization? Join Qualtrics Employee Experience Consultant Yesenia Cancel for a deep-dive into the 2020 Global Employee Experience Trends, a comprehensive study of 13K+ workers across 13 geographies. Through a mix of data insights and case studies, Yesenia will highlight insights to drive your people strategy in 2020 and beyond.
Learning objectives:
Deep dive into 3 key trends that can impact your people strategy in 2020
Hear how other HR leaders are gathering and acting on employee feedback
Learn proven strategies for empowering managers to act on employee feedback
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNEDHuman Capital Media
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENTHuman Capital Media
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENTHuman Capital Media
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLDHuman Capital Media
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMYHuman Capital Media
According to Bersin by Deloitte, only 33% of millennials believe their organizations are using their skills well, and 42% say they are likely to leave because they are not learning fast enough. Developing new knowledge, new skills and new abilities is critical to futureproofing your organization’s evolving talent needs. Additionally, assessing the abilities of your talent is essential to understanding the profiles of your employees and ensuring the right role is filled with the right ability. Whether employees need development or have mastered success, understanding the skill profile of your talent is critical to futureproof organizational growth and innovation. This session explores ways to fine-tune your talent’s abilities to perform their job duties as well as future ones.
Attendees of this presentation will have a clear understanding of:
Methods to assess the skills and abilities of your talent to ensure the right role is filled with the right employee.
Ways to incorporate development, skills assessments and succession planning into employee performance conversations.
How to create now the company culture you want to be then.
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...Human Capital Media
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
In this webinar, you’ll learn:
3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluencyHuman Capital Media
Data science and AI are impacting many industries globally, from healthcare and government to agriculture and finance. Everybody needs to be able to work with data the way everybody needed to start using email 20 years ago. As we wrote in Harvard Business Review, “Very few companies expect only professional writers to know how to write. So why ask only professional data scientists to understand and analyze data, at least at a basic level?”
But what value can data fluency actually add, what are best practices to build it into your organization, and what are the biggest challenges that businesses encounter in data-driven transformations?
To answer these questions and more, we conducted a survey of over 300 Learning and Development leaders from diverse industries including healthcare, technology, consumer goods, government, and finance. Join this webinar with Dr. Hugo Bowne-Anderson, a data scientist and educator at DataCamp, to find out what we discovered and what 300 L&D leaders have learned about building data fluency.
Learning Objectives:
What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.”
LEARNING OBJECTIVES:
1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special?
2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
Courage (noun): the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty. Author Ryan Berman has devoted the past three years interviewing many of the most courageous people and leaders on the planet. Through this experience, he learned that the companies that win share courageousness as a trait. Berman unveils how every brand can unlock courage in their people, leaders or culture. This presentation culminates with ways for the audience to take action today to transform from a Coward Brand or Stasis Brand into a Courage Brand.
After this discussion you’ll be able to:
Build a culture of empowered, courageous behavior and experimentation.
Utilize a modern day, step-by-step framework to becoming a Courage Brand.
Overcome the clarity epidemic we currently find ourselves in.
Create true conviction and healthy retention with your best people.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
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Measuring Talent Management Effectiveness With Integrated Analytics
1. Measuring Talent Management Effectiveness With
Integrated Analytics
You can listen to today’s webinar using your computer’s
speakers or you may dial into the teleconference.
If you would like to join the teleconference,
please dial 1.408.600.3600 and enter access code: 491 777 946 #.
You will be on hold until the seminar begins.
#TMwebinar
2. Measuring Talent Management Effectiveness With
Integrated Analytics
Speaker: Kim Lennon
Senior Product Manager
SumTotal Systems
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
#TMwebinar
3. Tools You Can Use
• Q&A
– Click on the Q&A icon
on your floating toolbar
in the bottom right
corner.
– Type in your question in
the space at the
bottom.
– Click on “Send.”
#TMwebinar
4. Tools You Can Use
• Polling
– Polling question will
appear in the
“Polling” panel.
– Select your
response and click
on “Submit.”
#TMwebinar
5. Frequently Asked Questions
1. Will I receive a copy of the slides after the webinar?
YES
2. Will I receive a copy of the recording after the webinar?
YES
Please allow up to 2 business days to receive these materials.
#TMwebinar
9. Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ SumTotal
■ Discussion
Page 8 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
10. Human Resources Maturity Model
Level 4: Business-Integrated HR
HR strategy part of the business strategy.
HR helps to drive business decisions through people, data and insights.
Business and HR systems integrated and advanced.
Level 3: Strategic HR Department
HR aligned with business strategy.
HR functions supporting business needs.
Initiatives split between HR process improvements and talent needs.
Level 2: Fundamental HR Services
HR strategy partially or fully defined. Siloed HR functions.
Some standardized processes and policies; core services managed well.
Some automated talent systems, but little integration of data.
Level 1: Compliance-Driven HR Services
No HR strategy.
Personnel function, mostly separate from business and talent needs.
Line managers perform HR activities as they see best.
Bersin & Associates, 2010
Page 9 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
11. HR Maturity Has Direct Impact on Business
HR’s Relationship to
Business Strategy
40%
30%
20%
10%
0%
HR is a full partner in
developing and
implementing the business
strategy
Low Market Performers
High Market Performers
Bersin & Associates Institute for Corporate Productivity
Page 10 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
12. Why Talent Analytics?
Analyst research shows direct correlation to business performance
Bersin 2011 HR Factbook
shows organizations that
have reached maturity
(Level 4) by having
business-integrated HR
functions rather than
compliance drive (Level 1)
HR show significantly higher
performance in the following
metrics
Page 11 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
13. Poll Question # 1: What is your level of maturity?
1. Compliance-Driven HR Services – little to no strategy identified, departments
are still in charge of HR activities
2. Fundamental HR Services – definition of strategy began, still siloed HR
functions, some automated talent systems, but little data integration
3. Strategic HR Department – HR aligned with business strategy with HR support
business needs with initiatives split between employees and process
improvements
4. Business – Integrated HR – HR strategy is part of business strategy and HR
influencing business decisions through integrated and advanced systems
Page 12 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
14. Why Integrate Talent Management?
Integrated business processes enable HR transformation
Talent Learning Workforce Payroll
Management Management Management Management
Learning development suggestions and
assignments based on competency gaps Need Integrated Strategic
Demand driven talent succession, hiring, and HCM Business Processes
development plans based on gaps
Visibility of critical talent issues, gaps
and development plans Need Integrated Visibility and
Align workforce strategy with Analytics Across HCM processes
business objectives HR
Transformation
Employees Contingen Extended
t Enterprise Need Integrated Talent management
across Organizational Models
Integrated processes are mission
critical for certain industries
Page 13 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
15. Why Integrate Talent Management?
Typical pain points without integrated Talent Management
• Alignment and agility to respond to strategic business
objectives
CEO • Do we have the right talent and systems to support the
growth?
• How can I get my team to meet it’s numbers?
VP of Sales • What are my people risks and mitigation plans?
• Lack of visibility into how learning is impacting talent and
CLO business
• Meet the needs of new multifaceted global organization
• Need control to align my teams schedules to spend and
demand?
VP of Consulting • How do I get schedule based on competencies and
certifications ?
• Need global view of talent and develop and recruit for talent
Head of HR gaps?
• Self-service system for business to empower the organization
Page 14 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
16. Business Drivers, How Will They Measure
Success?
■ Improve / automate manual processes
■ Gaps within business visibility (compensation budget)
■ Improve data accuracy and consistency
■ Compliance for training
■ Provide visibility to feeder populations for executives through
senior management around the org
■ Provide good reporting (standard and ad hoc) for management to
“see” into these feeder groups
■ Provide flexible reporting structures since they have a globally
diverse, “non-flat” organization
Page 15 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
17. Business Problem
■ Difficult to timely enforce
Problem adherence of compliance
across divisions
Cannot Get Integrated Data for HCM
■ Lack of global view of talent
■ Lack of business alignment
GOAL OPERATIONAL ■ Low predictability in
SETTING PLANNING
MONITOR
performance
RESULTS
■ Inconsistency in business
ANALYZE
MODELING decisions
PERFORMANCE
Manual & ■ Inability to quickly pinpoint
Inconsistent leading and lagging parts of the
HRMS Succession
business
■ Time wasted gathering
Recruiting LMS information – cycle time to pull
data together
■ Low data quality of data and
Perf. Comp. gathered results
Page 16 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
18. Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ SumTotal
■ Discussion
Page 17 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
19. How to Transform Your HR?
Source – Adapted from Bersin & Associates 2010
Page 18 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
20. Why Measure Performance?
Control &
Monitor
People
Report
Externally &
Demonstrate
Compliance
Learn &
Improve
Page 19 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
21. KPI Checklist
1. Which strategic objective is this indicator relating to?
2. What question do you want to have an answer to? What are
your information needs?
3. Who is asking this question? Who is the information customer?
4. What will they do with the information? Why are they asking?
■ Additional considerations:
■ What is the data collection method?
■ What is the source of the data?
■ What is the formula / scale / assessment method?
■ How often, when and for how long do you collect the data?
■ Who collects the data?
■ What is the target or performance threshold(s)?
■ What are the costs for collecting the data? Justified?
Page 20 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
22. Workforce Measurement Strategy
■ Employee Engagement
■ Recruiting
■ Retention
■ Overall HR Costs
■ Manager Satisfaction
■ Compensation and Benefits
■ Employee Relations
■ Training and Development
Page 21 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
23. Key Performance Indicators
$ Cost of Turnover
$ Cost of Benefits
$ Cost of Employee Training
% Employee Satisfaction
% Employee Motivation
% Employee Demographics
# Lost Time
% Absenteeism
Page 22 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
24. Key Performance Indicators
% Turnover
% Involuntary Turnover
% Voluntary Turnover
# Hiring Cycle
# Average Length of Employment
Page 23 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
25. HR Questions Answered Through KPIs
Is time-to-fill positions impacting company
performance?
• % New hire retention
• % Vacancies filled internally
• # Average open time of positions
Do we have sufficient labor to meet next
quarter’s demand?
• % Average employee tenure
• % Talent retention
• # Bench strength penetration
Does compensation policies for top
performers impact retention?
• % High performing employees
• % Turnover
• % Total compensation tied to performance
Page 24 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
26. Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ SumTotal
■ Discussion
Page 25 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
27. How do you quantify ROI?
Typical “Soft” Measures, what research shows…
■ "A mere 7% of employees today fully understand their company's business
strategies and what's expected of them in order to help achieve company
goals."
Robert S. Kaplan and David P. Norton, "The Strategy-Focused Organization," Harvard Business School Press, 2001
■ “The performance differential between top and average performers is as
high as 10:1.
Jack Welch, Former CEO, GE and Jerry Yang, Former Chairman of Yahoo
Corporate Executive Board Research shows the ratio to be 12:1 for “superstars”
■ “Organizations with superior human capital practices not only are correlated
with financial returns, but are a leading indicator of increased shareholder
value”
Watson Wyatt’s Hyman Capital Index Research Report, 2004
■ “Cost of replacing an employee ranges from 25% - 200% of annual salary”
Keeping the People Who Keep You In Business, American Management Association, 2000
Page 26 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
28. “Soft” ROI Measures
Employer of Choice = Best Employees
■ Compensation isn’t as important as career advancement and
working for an “employer of choice”
Gallup Research, 2011- Employee Engagement Overview Brochure
Page 27 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
29. “Soft” ROI Measures
Engaged Employees = EPS Growth
■ High employee engagement translates to improvements across
the business
"Companies that increase
employee engagement see
improvement in operating
margins.“
Towers Perrin, New Realities
in Today's Workforce
Gallup Research, 2011- Employee Engagement Overview Brochure
Page 28 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
30. How do you quantify ROI?
Sample Calculations
■ Human Capital Return on Investment (HCROI) – relation of human
capital investments to the profitability of the organization (The ROI of
Human Capital, Jac Fitz-enz, 2000)
■ HCROI = (Revenue – Pay and Benefits)/(Pay and Benefits)
Page 29 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
31. How do you quantify ROI?
Typical factors to consider related to IT Systems expenses:
■ Fewer systems, fewer data centers, less infrastructure
■ Lowered helpdesk support cost from fewer tickets and fewer systems to managed
■ Lower administrator cost of administering multiple systems
■ Cost of data not aligned between systems
Assumptions
Annual IT FTE Fully-Loaded Cost $ 75,000
Existing Systems Consolidated System
System 1 IT Expense Cost Notes Cost Notes
Direct IT Expense $ 125,000 $ 150,000
System administration cost $ 75,000 1 FTE $ 75,000 1 FTE
Typically calculate based on cost per
incident or dedicated support
Help Desk Cost $ 37,500 heads. In this case, using 1/2 FTE $ 56,250 3/4 FTE
System 2 IT Expense
Direct IT Expense $ 175,000 $ -
System administration cost $ 37,500 1/2 FTE $ -
Typically calculate based on cost per
incident or dedicated support
Help Desk Cost $ 18,750 heads. In this case, using 1/4 FTE $ -
Integration Cost (cost of keeping data integrations in sync between)
Non-TM systems (HRIS, etc.) $ 11,538 2 weeks per quarter $ 5,769 1 week per quarter
Analytics data in sync between applications $ 5,769 1 week per quarter No cost
Total $ 486,058 $ 287,019
Yearly Savings $ 199,038
Notes
You may have more existing systems and more consolidated systems but hopefully you are moving to fewer systems!
Page 30 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
32. How do you quantify ROI?
Performance Management
Typical factors to consider related to
Performance Management:
■ HR Productivity
■ Employee/Manager Productivity
■ Improved Organizational Effectiveness
Existing Systems Consolidated System
HR Productivity Cost Notes Cost Notes
Performance Management Administration $ 13,846.15 2 people 20 hours per month $ 2,076.92 1 person 3 hours per month
(2) review sessions per year with
Roundtable/Ratings Calibration Support $ 6,442 100 hours time per session $ 1,442 25 hours per review session
Employee and Manager Productivity
2 hours per manager and 1 hour per 1.5 hours per manager and .75 hour
Time spent writing performance reviews $ 399,038 employee $ 299,279 per employee
.05% improvement in overall $570M
Optimization of compensation budget $ (335,000) comp budget
30 mins per goal (5 goals per 20 minutes per goal (5 goals per
Time spent creating/aligning goals $ 161,058 employee) $ 96,635 employee)
Improve organizational effectiveness
Increased revenues based on goal alignment $ (100,000) .01% increase in productivity
Decreased cost based on goal alignment $ (70,000) .01% decrease in cost
.5% increase in productivity per
Improved productivity based on global performance employee. 50% contribution margin,
management $ 250,000 10% attributable to TM integration
Lawsuit avoidance (cost per case) $ 500,000 5 cases per year @100k $ 400,000 5 cases per year @80k
HR Time per case $ 11,538 80 hours per case $ 4,615 32 hours per case
Total $ 1,091,923 $ 549,048
Yearly Savings $ 542,875
Page 31 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
33. How do you quantify ROI?
Performance Management Systems Integration
Category Existing Consolidated
System System
IT Expenses 486,058 287,019
HR Admin Costs 20,288 3,519
Employee/Manager Costs 560,096 60,913
Org Productivity Gains - (420,000)
Wrongful Termination Lawsuit $511,538 $404,615
■ Annual Savings = $1.1M
■ If the new system investment is $500k/yr, that results
in a 5.3 month ROI
Page 32 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
34. How do you quantify ROI?
Other Modules
■ Compensation
■ Comp Team Productivity
■ Time developing/deploying comp policies
■ Less time spent planning and approving comp recommendations
■ Reduce compensation budget overspending
■ Reduce time required to develop merit plans
■ Increase results by retaining top talent
■ Attract top talent due to compensation plans
■ Succession Planning
■ Succession Planning Team Productivity
■ Reduce Recruiting Costs
■ Reduce manager time spent on annual assessments
■ Reduce time create management reports
■ Reduce risk of business gaps due to lack of qualified personnel
■ Improve speed/success of entering new markets
■ Proactively develop plans to retain top performers
Page 33 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
35. Poll Question #2: Which area of ROI is most
important to your organization when evaluating
Talent Management?
A. Efficiency gains – savings in time to execute HR processes across the company
B. Direct cost avoidance – not having to pay maintenance, hardware or headcount
related to multiple systems
C. Productivity gains – More productive employees /organization due to better
alignment / execution of business objectives
D. Talent Acquisition – Becoming an employer of choice to attract the best
candidates
E. Reduced turnover – better employee morale driving reduced turnover, especially
among high performers in org.
Page 34 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
36. Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ About SumTotal
■ Discussion
Page 35 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
37. Levels of Analysis Required
Visibility Analysis Strategy Excellence
• Pre-built reports • Dashboards • Target and • Management
• Self service & • Key benchmarking and operational
Configurable Ad- performance • Top & bottom excellence
hoc reporting indicators performers • Actionable
• Guided (prebuilt & • Proactive intelligence
Navigation adhoc) strategy and • Continuous
• Alerts • Trend Analysis planning Improvement
Page 36 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
38. Intelligence Through Analytics
Now and Past
Competitive Advantages
Standard Drill Down Statistical Predictive
Reports (Through) Analysis Modeling
Ad Hoc Alerts Forecasting Prescriptive
Reports Modeling
Future
Degree of Intelligence
Page 37 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
39. Don’t Do All the Heavy Lifting Yourself
■ Web based / desktop based
■ Mobile (phone / tablet)
■ Export formats
■ Office Integration
■ Dashboard and scorecards
■ Alerts and subscription delivery
■ External data imports
■ Database Versions
■ Rich design environment (WYSIWYG)
■ Drill-down & drill-through
■ Actionable Intelligence
Page 38 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
40. Analytics Tools of the Trade
■ External applications
■ Spreadmarts - heavily siloed Microsoft Excel workbooks
■ Business Intelligence vendors
■ Hardware / Software / Model
■ Company business intelligence platform (ERP Analytics)
■ Data warehouse supporting business areas – such as finance
■ Embedded reporting applications (HCM Analytics)
■ Existing reporting platform in your Talent Management or Learning
Management Platform
Page 39 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
41. Strategic Workforce Analytics
■ Most comprehensive Strategic HCM-Talent
Data warehouse
■ 200+ HCM interlinked business objects
Talent/ Role Alerts across learning, performance, succession,
Custom Based & compensation hiring and career development
Dashboards
Portal Actions ■ Rationalized data and security across these
dimensions and processes
■ Pre-built & Ad-hoc key performance
Pre Built Interactive & indicators for most industry needs
Key Performance Ad-hoc
Indicators (KPIs) Reporting
■ Pre-built role based dashboards and 50+
KPIs most critical to companies
■ Flexible and quick ad-hoc KPIs and reports to
enable dynamic analysis
Integrated Strategic HCM - Talent Data Warehouse
■ Strategic workforce analysis integrated with
external business data
Learning Performance Succession ■ Measure the impact of strategic HCM
processes based on impact to any business
drivers and data like financial, sales,
Career
Hiring Compensation customer satisfaction
Development
■ Easy to add any external data source and
create integrated reports
■ Actionable Intelligence for execution
excellence
■ Drill down into the detail transactional
information from any analysis
3rd Party systems - SAP,
Oracle, PeopleSoft
Legacy & Custom External Flat Files ■ Drive closed loop execution and continuous
Data Warehouse Business Data (CSV, XLSX)
improvement with integration transactional
actions from reports
Page 40 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
42. You can't manage what you
don't measure!
Page 41 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
43. Poll Question # 3: When do you think your
organization will deploy actionable analytics?
A. Already using analytics to make a difference
B. Within next six months
C. From six to twelve months
D. Not on the radar – but should be…
Page 42 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
44. Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ About SumTotal
■ Discussion
Page 43 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
45. SumTotal Making HR More Strategic
Company and Business Executive
Right talent strategies to meet my
business objectives
Enable actionable insight and align
Global visibility of Talent
workforce strategy with company
Pool and Gaps
objectives
Employee or Contractor
Driving Engagement and
Retention
HR Executive/Manager
Making HR more
strategic
Scale to the needs of global
Enforce compliance across
growing organization
employees, partners, and contractors
Information Technology
Low TCO; Scalable for global
diverse organization
Page 44 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
46. About SumTotal
Worldwide Leader in Strategic Human Capital Management Solutions
SumTotal
Worldwide Leader
in Strategic HCM
Market Share (users)
3,500+
Customers
Over 43+ Million
End-Users
Leader in SMB,
Mid-Market &
Enterprise
Solutions
Global Scalability
Page 45 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
47. Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ About SumTotal
■ Discussion
Page 46 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
48. It’s your turn! Ask our expert…
Kim Lennon
klennon@sumtotalsystems.com
Page 47 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
49. Join Our Next TM Webinar
The Evolution of Reference-Checking Into a
Strategic Hiring Solution
Tuesday, April 17, 2012
•
TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for upcoming TM Webinars at
www.talentmgt.com/events
Join the Talent Management magazine Network
http://network.talentmgt.com/
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