Re-Imagine Talent
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Talent management is ineffective at many organizations because it relies on outdated 20th century models and fails to understand today's complex and diverse workforce. CEOs have little confidence that human resources can adapt to changes ahead. There is a need to reimagine and redesign talent sourcing and management systems to be more adaptive, resilient, and aligned with current business needs. New approaches could involve using archetype profiling, smart self-building systems, and adaptive competency models with continuous feedback to source, develop, and manage talent.
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WWS Presentation - Succession Planning
The document discusses succession planning and talent management. It defines succession planning as identifying and developing internal people who have the potential to fill key leadership positions. Common approaches to succession planning discussed include talent reviews to assess performance and potential, succession mapping to categorize individuals by potential succession roles and timeframes, and identifying business critical roles and talent pools. The goal of succession planning is to ensure continuity of leadership by cultivating internal talent through planned development activities tied to the company's strategic plan.
3rd Global HR Excellence Conference 13-15 October 2014 Singapore
Prof Sattar Bawany, CEO of Centre for Executive Education - CEE Global and Strategic Advisor of International Professional Managers Association (IPMA) is one of the Speakers at the marcus evans 3rd Annual Global HR Excellence Conference on 13-15 October 2014 to be held in Singapore. H will be delivering a plenary session on Leading and Engaging Today’s Multigenerational Workforce.
For Transcript of his Interview on this Conference, please visit: http://goo.gl/2Ukb5e
SHIVANGNA RATHOUR BRP REPORT.pdf
This document provides an introduction to a research project report on work-life balance in the private banking sector in Delhi NCR. It discusses the evolution of human resource management from treating people as laborers to recognizing them as strategic partners. It outlines how technological advances and changes in organizational structure have impacted human resource practices. The introduction describes how human resource management has progressed from focusing on development to focusing on supporting business goals. It traces the origins of human resource management concepts back to ancient times in places like Babylonia and India.
Succession Planning in 2021 and Beyond
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Succession Planning for 2021 and Beyond
2021 pushed organizations to find an alignment between HR’s agenda and Business expectations. Those businesses that thrived in 2021 managed to build “Antifragility”.
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The document summarizes a conference at the MIT Media Lab on the future of people and purpose and value creation. It discusses connecting individual motivation and drive to opportunities to create value and delivering impact. The goal is to build an inclusive, diverse and decentralized culture focused on substance over form where people feel free to fully express themselves and bring unprecedented energy, passion and creativity to their work for the purpose of serving humanity together.
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This document discusses building an engaged organizational culture through employee engagement. It defines employee engagement as employees being motivated to contribute to organizational success and willing to apply discretionary effort. It recommends developing an engagement strategy by understanding the existing feedback loops and data, defining the employer value proposition, and designing tools to scale employee motivations. The strategy should honor the value proposition, create connections between employees, and ensure alignment and fit between employees and the organization. Archetypes can be used to guide HR functions and decisions to control the value proposition and ensure alignment and fit during hiring. Feedback can help identify motivational archetypes and shape engagement initiatives.
Intro to Personal Branding Online
The document provides an agenda and overview for an online seminar on personal branding. The agenda covers introducing personal branding, setting up email and Gravatar profiles, using blogs/WordPress, social networks like Facebook, LinkedIn and Twitter, and managing social media profiles using tools like Hootsuite. The document emphasizes being transparent online, curating your brand and image across different networks, and using social media strategically.
Before You Design Your Digital Engagement Strategy
This document provides guidance on developing a digital engagement strategy. It recommends defining goals and objectives, determining available resources, and identifying where digital media fits within the organization. Key aspects include engaging stakeholders, analyzing which social networks to use based on demographics and trends, creating an online content guide, and developing strategies based on available resources. Common failures stem from underestimating required effort while success comes from building strategies within resource constraints.
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This document outlines a 4-phase plan to build a global social movement online in preparation for the Rio+20 conference in 2012. Phase 1 involves educating civil societies on digital media skills. Phase 2 increases collaboration between online communities. Phase 3 creates a cohesive social media strategy through a workshop. Phase 4 executes the strategy to bring individual voices into the pre-conference dialogue and strengthen the global community. The overall goal is to engage broader audiences in the Rio 2012 discussions and facilitate societal learning and change post-conference through an online global movement.
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The document outlines the agenda and content for a social media webinar session. The agenda covers Hootsuite tools like pending tweets, bulk scheduling, and search streams. It discusses strategies for engaging followers on social media through creating content like facts and quotes, driving traffic to websites, leveraging connections through retweets and direct messages, starting conversations, and using gratitude. The document also announces a month-long tweet-off competition between team members to win titles like most new followers or highest Klout score.
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Re-Imagine Talent
- 1. RE-IMAGINE TALENT DESIGNING FOR RESILIENT & ADAPTIVE SYSTEMS REBECCA PEEL @REBECCAAPEEL
- 2. HR
- 3. HUMAN RESOURCES HUMAN CAPITAL TALENT PEOPLE POTENTIAL ?
- 5. =
- 6. Talent management is ineffective at many organizations because it continues to be grounded in 20th century paradigms that are not aligned with today’s business imperatives, and does not reflect a deep understanding of the complexity, diversity, and motivators of today’s workforce. - PWC Global Trends Report
- 8. - Source: PwC 17th Annual Global CEO Survey
- 11. It’s clear, that CEOs have little confidence that HR can cope with the changes ahead – it’s up to HR professionals to prove them wrong. - Source: PWC 17th Annual Global CEO Survey
- 17. CHALLENGES • Rapid organizational growth • Diverse and complex workforce • Challenging hiring conditions • Current management pipeline will not meet 1 – 3 year hiring needs • The success of the LG model is heavily dependent on the quality of our people
- 21. SMART SYSTEMS THAT BUILD THEMSELVES Profile top ¼ into Archetypes Source & Screen Select & Score Measure Against Selection Measure Against Role Profile Iterate Archetypes
- 22. ADAPTIVE & RESILIENT • Wildcard Archetypes • Hypothesis Testing • Floating Competencies • Performance Management Feedback Loops • Everybody Feeds the System
- 23. CONCLUSIONS