This document discusses talent management and its importance for organizations. It addresses challenges such as positioning the organization for growth, identifying and developing high-potential employees, and creating a competitive advantage through people. Talent management is defined as supporting employees throughout their careers by integrating recruitment, development, engagement and retention processes. The benefits of talent management include improved performance, ability to adapt to economic changes, and attracting and retaining top talent. An overview of a talent management framework and PeopleFirm's approach to helping organizations define their talent inventory, refine employee experiences, and align with their environment is also provided.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
Phoenix Strategic Performance for Arizona Technology Council: Human Capital Strategy As a Strategic Business Differentiator
www.phoenixstrategicperformance.com
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
Phoenix Strategic Performance for Arizona Technology Council: Human Capital Strategy As a Strategic Business Differentiator
www.phoenixstrategicperformance.com
A snapshot of coverage received in the lead up to and during Media140 Sydney, held in partnership with the ABC at the ABC Studios in November 2009.
Sarah Allen Consulting acted as Marketing, Communications, PR and Social Media lead, as well as working on event logistics and media partnerships.
All in all, a fantastic project to be involved in!
Why you need SuccessFactors to salvage your SAP investmentAlex Shevelenko
This little white paper, which I wrote back in 2008, pretty much explains why SAP simply HAD to pay $3.4 billion price tag for buying SuccessFactors at the highest premium for a business cloud application. Aah the fun days of disrupting the giants!
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Learning Organization Governance for Top PerformersCorpU
This presentation reviews models for structuring a learning function and how to institute an effective governance structure for corporate learning. The presentation also features how Textron moved from a decentralized model to a federated model for Learning and Development.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
1. Challenges we address:
• Positioning your people and
Talent Management
organization for accelerated growth
Creating a competitive differentiator through your people is more critical
• Identifying your high-potential
people and developing now than ever. Having a workforce that is optimized for the existing
that potential market challenges as well as properly poised for future growth will only
• Actively transferring critical get you through the rough times. More importantly it will also position
knowledge and relationships
your company to lead during the upswing. Successful talent management
• Engaging with your people to
understand and address issues is a key component to ensuring your people are aligned, optimized, and
and performance that affect ready for growth – ultimately creating a competitive differentiator.
productivity and innovation
• Aligning individual and group
incentives with appropriate What is Talent Management? Why Talent Management?
business goals Talent management is the process of There are several reasons for focusing
• Attracting and retaining enough supporting new and current employees on talent management. Some of the
qualified people at all levels to
through their entire careers with your more compelling include:
organization. This includes processes
meet your organization’s needs • Companies that invest in talent
and technology that support the
• Helping balance requirements company’s ability to recruit, hire, management practices are more
of multiple generations within develop, engage, and retain employees. likely to outperform their industry
your workforce By creating an integrated infrastructure peers, according to Integrated
(processes and technology) aligned to Talent Management, a 2008
• Creating a competitive differentiator your business strategy and supported study by IBM and the Human
through your people by solid organizational commitment, Capital Institute (HCI).
talent management becomes an important • With the constriction of the
* Source: CedarCrestone study revealed a strong correlation between organizations with integrated or mixed talent
differentiator to your business. worldwide economy, recognizing
the right people to retain, promote,
management solutions and operating income growth as measured over a two-year period. December 2007
and transition is critical.
Correlation Between Talent • Recruiting, retaining, and developing
high performing employees is
Management Solutions and essential to company success.
• The cost of filling the vacancy of a
Operating Income Growth* skilled technical employee has been
estimated to be as high as 120%
Partial or Complete of the yearly salary attached to
TM Solution that position (Talent Management
and Workforce Practices, 2006).
• Highly skilled and engaged staff
27% are often the only key competitive
advantage for a company
(The Tipping Point for Talent
Management – HCI, 2006).
No Solution
12%
Your People = Your Success