Today's business leaders are challenged by a growing disconnect between workers' skills and the work requirements. An ever growing need for knowledge workers and an ever more quickly changing business landscape has led to an increase in skill gaps even as mature economies face the challenge of high unemployment. The only rational approach to this challenge is to increase learning and development efforts in an effort to create a learning culture. This webinar presents evidence for the current challenges and suggests a way forward.
Exponential growth of technologies is fueling unprecedented innovation and transforming how work gets done, who does it and even what work looks like! As technology evolves, skills will become increasingly obsolete, making it critical that Learning leaders prepare their organizations for today, tomorrow, and beyond by reimagining traditional learning frameworks and equipping their workers with the new skills and capabilities to succeed in this digitized workplace ecosystem. To keep up with the rapidly evolving digital landscape, the skills and capabilities of the “Professional of the Future” must be accurately forecasted, intentionally developed and continuously refined. Learning needs to be dynamic, agile and embedded in the flow of work, enabling the professionals of the future to embrace the art of the possible. This session focuses on the technical skillsets and innately human capabilities core to the professional of the future and how reskilling can provide employees the opportunity to take on meaningful, enriching work in support of an organization’s mission and vision.
Learning Objectives:
Participants will understand the new realities of the digital world and how this digital transformation will impact the work to be done, who and how the work will be performed and where it will be done.
Participants will understand how to enable the workforce to deliver value in the new digital world by developing and nurturing human capabilities and technical skills.
Participants will understand the tactical solutions able to be used for continuous learning or reskilling on technical and human capabilities.
Building Competencies Ihrd Conf Presentation Chandramowlygueste6e6f5f
The document outlines a conceptual framework for competency mapping, assessment, and development, covering the history of competencies in HR from the 1930s to present day. It provides definitions of competencies and the process for developing a competency model, including identifying performance measures, defining competencies, developing an initial model, and validating the model. The framework also discusses how competency models can be integrated into HR systems for individual development, organizational assessment, talent management, and other applications.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. Helen Bevan
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
This document provides an overview of Learning and Development services offered by People Partnerships to both UTi employees and the business. It describes the team structure and processes for developing training initiatives aligned to business strategy. Services include needs analysis, training coordination, material development, and accredited training. The UTi Academy offers compliance training, leadership development programs, and continuous professional development opportunities. Eligible employees can access study assistance for courses related to their job or career progression. Policies and procedures provide guidelines for literacy programs, learning and development, and study assistance.
The impact of artificial intelligence on hr industryMM Enterprises
Artificial intelligence process requires tons of knowledge to figure effectively that it needs proper resource and management. Companies would wish extra personnel to work and maintain the advanced software. Additionally, with the rising preference of SaaS solutions, the low data sets for AI also will pose difficulty within the worldwide adaptation of the technology.
The ideal strategy to use AI in HR management would be to use AI software to research the info collected and leave the decision-making to the human staff. Before implementing AI within HR operations, examine the areas where AI might be useful. If the first reason is to enhance the general employee experience, it could increase productivity and reduce operational costs.
Exponential growth of technologies is fueling unprecedented innovation and transforming how work gets done, who does it and even what work looks like! As technology evolves, skills will become increasingly obsolete, making it critical that Learning leaders prepare their organizations for today, tomorrow, and beyond by reimagining traditional learning frameworks and equipping their workers with the new skills and capabilities to succeed in this digitized workplace ecosystem. To keep up with the rapidly evolving digital landscape, the skills and capabilities of the “Professional of the Future” must be accurately forecasted, intentionally developed and continuously refined. Learning needs to be dynamic, agile and embedded in the flow of work, enabling the professionals of the future to embrace the art of the possible. This session focuses on the technical skillsets and innately human capabilities core to the professional of the future and how reskilling can provide employees the opportunity to take on meaningful, enriching work in support of an organization’s mission and vision.
Learning Objectives:
Participants will understand the new realities of the digital world and how this digital transformation will impact the work to be done, who and how the work will be performed and where it will be done.
Participants will understand how to enable the workforce to deliver value in the new digital world by developing and nurturing human capabilities and technical skills.
Participants will understand the tactical solutions able to be used for continuous learning or reskilling on technical and human capabilities.
Building Competencies Ihrd Conf Presentation Chandramowlygueste6e6f5f
The document outlines a conceptual framework for competency mapping, assessment, and development, covering the history of competencies in HR from the 1930s to present day. It provides definitions of competencies and the process for developing a competency model, including identifying performance measures, defining competencies, developing an initial model, and validating the model. The framework also discusses how competency models can be integrated into HR systems for individual development, organizational assessment, talent management, and other applications.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
72 quotations that @HelenBevan posted with tweets during 2019Helen Bevan
Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. Helen Bevan
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
This document provides an overview of Learning and Development services offered by People Partnerships to both UTi employees and the business. It describes the team structure and processes for developing training initiatives aligned to business strategy. Services include needs analysis, training coordination, material development, and accredited training. The UTi Academy offers compliance training, leadership development programs, and continuous professional development opportunities. Eligible employees can access study assistance for courses related to their job or career progression. Policies and procedures provide guidelines for literacy programs, learning and development, and study assistance.
The impact of artificial intelligence on hr industryMM Enterprises
Artificial intelligence process requires tons of knowledge to figure effectively that it needs proper resource and management. Companies would wish extra personnel to work and maintain the advanced software. Additionally, with the rising preference of SaaS solutions, the low data sets for AI also will pose difficulty within the worldwide adaptation of the technology.
The ideal strategy to use AI in HR management would be to use AI software to research the info collected and leave the decision-making to the human staff. Before implementing AI within HR operations, examine the areas where AI might be useful. If the first reason is to enhance the general employee experience, it could increase productivity and reduce operational costs.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
The document discusses training need analysis conducted by Group 2. It identifies reasons for conducting a training need analysis such as filling gaps in knowledge, skills, and abilities. The objectives of training include skill enhancement, career advancement, responding to new technology, and employee motivation. Techniques for need assessment include observation, questionnaires, interviews, and focus groups. An organizational analysis looks at training needs based on organizational effectiveness. A task analysis provides data on job requirements. An individual analysis determines which employees need training and what type based on their performance.
This document discusses the role of HR in employer branding. It defines employer branding as a strategy that allows organizations to differentiate themselves and build loyalty with customers and employees. The objectives are to determine how HR can help brand the employer image by attracting and retaining talent. HR plays a key role through recruitment, compensation, career development, technology, future opportunities, work ethics, and talent management. Important drivers for candidates include learning and development, respect, future opportunities, ethics and manager quality. Employer branding helps attract talent through innovative recruitment approaches and meeting candidate expectations. Social media is an important branding tool. The future of employer branding involves recognizing its importance, evolving the brand, and aligning HR and business strategies.
This document discusses training need analysis (TNA), which is a systematic process for identifying training needs within an organization. It involves monitoring current performance, anticipating future issues, and determining the type and level of training required. Benefits of TNA include identifying skills needed to achieve goals, addressing priority areas, and improving productivity. TNA frameworks involve analyzing the organization, operations, and individuals to identify performance gaps and their causes. Key steps include structuring the methodology, linking training to objectives, prioritizing needs, and integrating needs across the organization. Analytical tools for collecting information include surveys, focus groups, interviews, and variance analysis.
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
NEXT GENERATION RECRUITING: PROVEN STRATEGIES TO CONNECT AND ENGAGE GENERATION ZHuman Capital Media
Meet the generation that's never been offline. Generation Z — born after 1998 — is pouring into the workforce. They have an entirely different approach to communication, career and work than previous generations (even millennials). Growing up enabled and empowered by a tech-heavy and digital world, Generation Z has new strengths, weaknesses, needs and wants. Understand Generation Z and how best to recruit, connect and engage this unprecedented generation. This program is packed with practical ways to attract Generation Z.
ATTENDEES GAIN:
Insights into Generation Z values, behaviors, motivators and expectations.
Insights into how Generation Z is different from millennials.
Perspectives of what Generation Z wants in a job and employer.
Strategies that are proven and actionable to attract and engage Generation Z.
Best-in-class examples of organizations successfully recruiting Generation Z.
Ability to effectively recruit Generation Z.
Closing the Employee Skills Gap: A Framework for Future Success | Webinar 11....BizLibrary
According to the US Department of Labor July 2014 report, there are more than 9.7 million people seeking work that are unemployed. At the same time, US Bureau of Labor statistic reports there are 4.5 million unfilled job openings in the US economy.
Does a skills gap really exist in the American economy? Are there truly open jobs for which there are no qualified applicants or people to fill them? In this webinar we’ll discuss:
• Information and research about where organizations are struggling to find talent
• Practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps
• The business benefits of focusing on three critical areas: leadership skills, technical/professional skills, and IT/computer skills.
The document discusses agile leadership and how it has evolved with the pace of change in business. It notes that organizations need to change from reacting to initiating in order to keep up. Agile principles focus on individuals, interactions, customer collaboration, and responding to change. Agile leadership requires leading with agility, inspiring a vision, empowering self-organizing teams, and facilitating organizational change through continuous learning and improvement. Anyone can develop agile leadership skills with an understanding of agile mindsets and values.
Engaging for succes - a story about employee engagementSD Worx Belgium
This document discusses employee engagement and why it is important. It defines engagement as motivating employees intrinsically to strengthen the organization. Highly engaged employees are loyal, productive, innovative and help improve the company's reputation. The document outlines six benefits of engagement: 1) stronger customer relations, 2) loyal future employees, 3) higher productivity, 4) lower costs, 5) optimization and innovation, and 6) improved image and reputation. It provides tips for creating engagement such as addressing satisfaction drivers, culture, leadership, communication, career development and performance management.
The What, The Why and the How of People Analytics November 2017Dave Millner
The document discusses people analytics and provides an overview of the topic. It defines people analytics as using data and analytics tools to make faster and more confident business decisions regarding people. It outlines the benefits of people analytics such as increased productivity and engagement. It also discusses how companies that excel at people analytics focus on the business, have a fully involved CHRO, leverage outside resources, and view analytics as a long-term investment that becomes part of their DNA.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
Ten Disruptions in HR Technology for 2015: Ignore At Your PerilJosh Bersin
This document discusses 10 disruptions that will impact HR technology in 2015. It summarizes that HR systems are aging rapidly and there are too many separate systems in use. It also discusses trends toward simplifying user interfaces and mobile access, embedding analytics into systems, using data and assessments to better understand leadership and talent, continuous feedback through employee sensing, and network recruiting platforms replacing traditional applicant tracking.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Way before anyone began using the term BIG to describe data, Human Resources professionals had been using HR Metrics. So why is Big Data such a Big Deal? In this session, we will discuss HR Metrics, Big Data and HR Analytics.
We’ll uncover the real reasons you really need HR Analytics and dissect a few myths that could be holding you back from making the shift. We will then take a tactical approach diving into some practical tips and best practices on how you can get your organization up and running with HR analytics.
A storytelling session, exemplified through data, will cover everything from a talent strategy overhaul, to implementing emerging technologies, and how to tenaciously keep shaking things up - even when things don't go as planned.
Practical tips to start using predictive HR analytics in your organization.
Creating a distinction between HR Metrics, Big Data and Analytics.
Big Data progression and how this can affect your department.
Workforce Readiness: Why It is Oklahoma's Path to Economic GrowthGlenda Owen
Workforce readiness is critical to Oklahoma's economic growth. There is a shortage of skilled labor that is worsening due to mismatches between the skills employers need and what the education system provides. Collaboration is needed between the public and private sectors to address this issue through systemic changes and developing a skilled workforce with ongoing training opportunities.
Hiring for Critical Roles: You're Doing It WrongTaleo Research
The document discusses challenges in filling critical roles through external hiring. It notes that while overall unemployment is high, there are shortages for critical roles that require specific skills. External hiring for these roles is costly, can lower productivity and retention, and risks losing top performers who lack development opportunities. Instead, the document argues companies should focus on internal development and mobility as a default, and improve talent data, job definitions, matching tools, and overall strategy to better source talent internally for critical roles.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
The document discusses training need analysis conducted by Group 2. It identifies reasons for conducting a training need analysis such as filling gaps in knowledge, skills, and abilities. The objectives of training include skill enhancement, career advancement, responding to new technology, and employee motivation. Techniques for need assessment include observation, questionnaires, interviews, and focus groups. An organizational analysis looks at training needs based on organizational effectiveness. A task analysis provides data on job requirements. An individual analysis determines which employees need training and what type based on their performance.
This document discusses the role of HR in employer branding. It defines employer branding as a strategy that allows organizations to differentiate themselves and build loyalty with customers and employees. The objectives are to determine how HR can help brand the employer image by attracting and retaining talent. HR plays a key role through recruitment, compensation, career development, technology, future opportunities, work ethics, and talent management. Important drivers for candidates include learning and development, respect, future opportunities, ethics and manager quality. Employer branding helps attract talent through innovative recruitment approaches and meeting candidate expectations. Social media is an important branding tool. The future of employer branding involves recognizing its importance, evolving the brand, and aligning HR and business strategies.
This document discusses training need analysis (TNA), which is a systematic process for identifying training needs within an organization. It involves monitoring current performance, anticipating future issues, and determining the type and level of training required. Benefits of TNA include identifying skills needed to achieve goals, addressing priority areas, and improving productivity. TNA frameworks involve analyzing the organization, operations, and individuals to identify performance gaps and their causes. Key steps include structuring the methodology, linking training to objectives, prioritizing needs, and integrating needs across the organization. Analytical tools for collecting information include surveys, focus groups, interviews, and variance analysis.
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
NEXT GENERATION RECRUITING: PROVEN STRATEGIES TO CONNECT AND ENGAGE GENERATION ZHuman Capital Media
Meet the generation that's never been offline. Generation Z — born after 1998 — is pouring into the workforce. They have an entirely different approach to communication, career and work than previous generations (even millennials). Growing up enabled and empowered by a tech-heavy and digital world, Generation Z has new strengths, weaknesses, needs and wants. Understand Generation Z and how best to recruit, connect and engage this unprecedented generation. This program is packed with practical ways to attract Generation Z.
ATTENDEES GAIN:
Insights into Generation Z values, behaviors, motivators and expectations.
Insights into how Generation Z is different from millennials.
Perspectives of what Generation Z wants in a job and employer.
Strategies that are proven and actionable to attract and engage Generation Z.
Best-in-class examples of organizations successfully recruiting Generation Z.
Ability to effectively recruit Generation Z.
Closing the Employee Skills Gap: A Framework for Future Success | Webinar 11....BizLibrary
According to the US Department of Labor July 2014 report, there are more than 9.7 million people seeking work that are unemployed. At the same time, US Bureau of Labor statistic reports there are 4.5 million unfilled job openings in the US economy.
Does a skills gap really exist in the American economy? Are there truly open jobs for which there are no qualified applicants or people to fill them? In this webinar we’ll discuss:
• Information and research about where organizations are struggling to find talent
• Practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps
• The business benefits of focusing on three critical areas: leadership skills, technical/professional skills, and IT/computer skills.
The document discusses agile leadership and how it has evolved with the pace of change in business. It notes that organizations need to change from reacting to initiating in order to keep up. Agile principles focus on individuals, interactions, customer collaboration, and responding to change. Agile leadership requires leading with agility, inspiring a vision, empowering self-organizing teams, and facilitating organizational change through continuous learning and improvement. Anyone can develop agile leadership skills with an understanding of agile mindsets and values.
Engaging for succes - a story about employee engagementSD Worx Belgium
This document discusses employee engagement and why it is important. It defines engagement as motivating employees intrinsically to strengthen the organization. Highly engaged employees are loyal, productive, innovative and help improve the company's reputation. The document outlines six benefits of engagement: 1) stronger customer relations, 2) loyal future employees, 3) higher productivity, 4) lower costs, 5) optimization and innovation, and 6) improved image and reputation. It provides tips for creating engagement such as addressing satisfaction drivers, culture, leadership, communication, career development and performance management.
The What, The Why and the How of People Analytics November 2017Dave Millner
The document discusses people analytics and provides an overview of the topic. It defines people analytics as using data and analytics tools to make faster and more confident business decisions regarding people. It outlines the benefits of people analytics such as increased productivity and engagement. It also discusses how companies that excel at people analytics focus on the business, have a fully involved CHRO, leverage outside resources, and view analytics as a long-term investment that becomes part of their DNA.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
The Role of HR on Digital TransformationUğur Gürbüz
This presentation shows the results and briefs of some researchs and literature reviews related to "The Role of HR on Digital Transformation".
"Digitalisation changes the business and HR professionals always have a seat at the table to take an active role for transformation." (Green, 2018)
Ten Disruptions in HR Technology for 2015: Ignore At Your PerilJosh Bersin
This document discusses 10 disruptions that will impact HR technology in 2015. It summarizes that HR systems are aging rapidly and there are too many separate systems in use. It also discusses trends toward simplifying user interfaces and mobile access, embedding analytics into systems, using data and assessments to better understand leadership and talent, continuous feedback through employee sensing, and network recruiting platforms replacing traditional applicant tracking.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Way before anyone began using the term BIG to describe data, Human Resources professionals had been using HR Metrics. So why is Big Data such a Big Deal? In this session, we will discuss HR Metrics, Big Data and HR Analytics.
We’ll uncover the real reasons you really need HR Analytics and dissect a few myths that could be holding you back from making the shift. We will then take a tactical approach diving into some practical tips and best practices on how you can get your organization up and running with HR analytics.
A storytelling session, exemplified through data, will cover everything from a talent strategy overhaul, to implementing emerging technologies, and how to tenaciously keep shaking things up - even when things don't go as planned.
Practical tips to start using predictive HR analytics in your organization.
Creating a distinction between HR Metrics, Big Data and Analytics.
Big Data progression and how this can affect your department.
Workforce Readiness: Why It is Oklahoma's Path to Economic GrowthGlenda Owen
Workforce readiness is critical to Oklahoma's economic growth. There is a shortage of skilled labor that is worsening due to mismatches between the skills employers need and what the education system provides. Collaboration is needed between the public and private sectors to address this issue through systemic changes and developing a skilled workforce with ongoing training opportunities.
Hiring for Critical Roles: You're Doing It WrongTaleo Research
The document discusses challenges in filling critical roles through external hiring. It notes that while overall unemployment is high, there are shortages for critical roles that require specific skills. External hiring for these roles is costly, can lower productivity and retention, and risks losing top performers who lack development opportunities. Instead, the document argues companies should focus on internal development and mobility as a default, and improve talent data, job definitions, matching tools, and overall strategy to better source talent internally for critical roles.
Transition, transformation and growth 2014Vivastream
Channelcorp provides a 4-part summary of how resellers can grow through transitioning to and transforming their business models for the cloud. It identifies 3 types of reseller businesses - classic, transitional, and transformational. Transitional businesses are adding cloud solutions while transformational businesses are fully transitioning their models to recurring revenue. The document discusses the emerging channel ecosystem and 7 potential business models. It stresses that resellers should develop cloud business plans and capabilities or risk losing business to competitors. Offensive cloud strategies can drive more growth than defensive strategies. The final section outlines a framework for resellers to develop cloud computing strategies.
The document discusses how a large healthcare system in Wisconsin and Minnesota implemented social media recruiting strategies, including assigning recruiters tasks to engage on Facebook, LinkedIn, and later YouTube, with the goals of hiring candidates through their social connections and networks. It provides a case study of the healthcare system's experience developing and refining their social media recruiting plan over time.
The document discusses workforce readiness and who is responsible for ensuring students and workers are prepared. It summarizes research finding that both high school and college graduates often lack skills employers need, such as written communication, critical thinking, and teamwork. It also outlines the role of the publicly funded workforce system, including One-Stop Career Centers and Workforce Investment Boards, in addressing these issues and connecting employers to skilled workers. The document provides information on how businesses can get involved at the federal, state, and local level to improve workforce readiness.
Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...Hootsuite
Today’s widening global skills gap impacts businesses, employees, and customers. It has become more important than ever to empower professionals with social media education to provide value to business. The Advanced Social Media Strategy Certification (ASMS), created by HootSuite and Syracuse University’s S.I. Newhouse School of Public Communications—two global leaders in digital communications—provides strategic social media skills to an evolving digital workforce.
In this case study, discover how ASMS Certification provides value to businesses and professionals through the stories and key takeaways of enrolled professionals.
The 2013 Kelly Global Workforce Index (KGWI) brings work and workplace insights sourced from more than 120,000 respondents from 31 countries across the Americas, EMEA and APAC regions.
This first installment, on the topic of Career Development and Upskilling, explores the changing focus on training and skills development, as employees become more proactive and self-reliant in managing their careers.
Social Media Marketing: 50+ Predictions for 2016Carlos Gil
Social media predictions for 2016 featuring insight from marketers and professionals.
50+ marketers were polled and asked the following questions:
What's your social media prediction for 2016?
What will be the most important social media channel in 2016 and why?
Thank you to everyone who participated including: Aaron Kilby, Aaron Lee, Adam Lewites, Adel de Meyer, Ahna Hendrix, Albert Qian, Anabella Acoca, Anthony DeNardis, Ben Phillips, Bernie Borges, Chris Barrows, Chris Mikulin, Chris Strub, Christian Karasiewicz, Christin Kardos, Daniel Newman, Dennis Yu, Dino Dogan, Dom Garrett, Ekaterina Walter, Ian Cleary, Jason Miller, Jason Falls, Jed Record, Jess Bahr, Jessika Phillips, Joel Comm, Kasey Skala, Keri Jaehnig, Lisa Loeffler, Lucy Rendler-Kaplan, Marc Guberti, Marji J. Sherman, Mark Schaefer, Marsha Collier, Martin Jones, Martin Shervington, Meghan M. Biro, Melonie Dodaro, Michael Stelzner, Mitch Jackson, Esq., Neal Schaffer, Nick Cicero, Owen Hemsath, Rachel Miller, Ryan Paugh, Ryan Pena, Saba Sedighi, Samantha Klein, Sarah Evans , Tayo Rockson, Ted Coiné, Vincent Orleck, Viveka von Rosen, and Nick Haase.
Future of talent management drivers and trendsTaleo Research
The next generation of talent management practices and solutions will be impacted by three major factors:
economic evolution
demographic changes
technology advancements
These factors are dramatically influencing the way people work, the way companies are organized, and the way talent is managed. This paper is the first of a two part series that will explore the changes needed in current business and talent management processes and technology to effectively deliver business value five to ten years from now. This first paper articulates and frames the key drivers of change. The second paper explores the resulting impacts to talent management processes and technologies.
1. Unemployment and poverty/social inequality remain the top global worries according to citizens in 24 countries.
2. A majority (62%) of citizens say their country is heading in the wrong direction.
3. Only one third (33%) of global citizens are satisfied with the way things are going in their country today.
Generations and Geography - White PaperMoxie Insight
Many of our most powerful and lasting beliefs are formed when we are teenagers, when we first shift our focus from tangible objects and begin to wrestle with the values and ideas in the world around us. What we see and hear—and the conclusions we draw—influence for our lifetimes what we value, how we measure success, whom we trust, and the priorities we set for our own lives, including the role work will play within it.
Geography significantly influences the formation of generational beliefs and behavior. Each country’s unique social, political, and economic events shape specific views and attitudes among today’s adults. Understanding these country-to-country differences is critical to creating employment deals that attract and retain the best employees in each geographic area. Western generational models cannot be applied broadly to a global workforce.
Understanding individuals’ backgrounds and resultant perspectives or mental models both within generations and across geographies helps leaders grapple with the diversity, challenges, and potential of a global workforce. Better understanding leads to greater empathy for the “other guy’s” point of view and, ultimately, provides the foundation for more effective and efficient talent management practices.
By Tammy Erickson & Tim Bevins
Women in business: from classroom to boardroom
Grant Thornton International Business Report 2014
We have been tracking the proportion of women in senior management since
2004 and the research this year finds that the proportion of women in the
most senior roles has stagnated at 24% - the same as the result in 2012, 2009
and 2007. The question this raises is: what are the roadblocks on the path
to senior management?
Od 2014 roku śledzimy liczbę kobiet na stanowiskach menedżerskich. Tegoroczne badania wskazują, że ich udział procentowy wśród najważniejszych osób w firmie zatrzymał się na poziomie 24% - czyli takim samym jak w 2012, 2009 i 2007. Rodzi się pytanie - jakie bariery spotyka kobieta na drodze do wyższych stanowisk?
24%: that is the proportion of women holding the most senior roles in businesses across the globe. We have been tracking this figure over the past decade and are sorry to report there has been no significant movement. In fact, this figure is exactly the same as 2007, 2009 and 2013, suggesting that women’s ascent up the corporate ladder has returned to its ‘natural level’ following the financial crisis, during which women were disproportionately hit.
The document provides reflections on findings from the CIPD's 2008 learning and development survey. It contains four short essays by learning and development experts.
The first essay examines future UK skill needs and divides stakeholders into four "camps" - cynics, dinosaurs, spectators, and players. It calls for more cooperation between education, business, and government to equip young people with skills.
The second essay discusses how the learning and development role has changed from top-down training to "support and challenge" through influence. It emphasizes working through others to drive change.
The third essay looks at continued interest in e-learning and whether it has lived up to expectations. It questions if the profession itself is changing.
Presentation: Innovation and EntrepreneurshipIntelCAG
INNOVATION AND ENTREPRENEURSHIP
The following slides have been created by Intel for public use. Share or use the presentation in its entirety or as individual slides, as desired.
ManpowerGroup\'s Fresh Perspectives Paper details specialized solutions for winning today\'s talent war. Learn about winning workforce strategies that help companies become thriving market leaders.
India has yet to reach the status of a developed nation according to common criteria such as GDP, GNP, infrastructure, standard of living, and level of industrialization. Some key factors holding India back include high population growth, poor literacy rates, widespread poverty, unemployment, corruption, inequality, low levels of innovation, and lower human development indicators compared to other developed countries. India also has a long way to go to increase its per capita GDP and standard of living to the levels of truly developed nations. Addressing issues such as population control, education improvement, reducing corruption, and boosting economic development will be important for India to successfully achieve developed nation status.
In a time when young people are being described by some commentators as the ‘lost generation’, this international survey of 20-29 year olds sheds light on the views and attitudes of young people on the important questions that world leaders face today.
The broad political landscape is defined, for many, by the economic crisis and how their governments have responded. There are strong calls for the financial sector to operate in a more ethical and responsible way which may include further regulation of the sector. Although, trust in their government’s ability to deliver is weak, particularly so in Europe. The theme of behaving in an ethical and responsible way is not only limited to the financial sector, but it is also expected of global corporations and governments.
Beyond economics, poverty and corruption run through the piece as topics that are of the utmost importance to many of the world’s young. It is these factors that are perceived to be the root of inequality in many areas of civil society such as education, health, and democracy. However, there exists a sense of ineffectuality amongst many of Europe and the West’s young people as indicated by their low levels of political and civil engagement both online and ‘offline’.
Indeed, hope and optimism amongst Europeans is a lot lower than their counterparts elsewhere in the world. India and China in particular stand out as the countries that are most positive about their futures. The level of depression between the west and the rest is startling, and the political and economic context 20-29 years olds are living in is summed up by the perception that their lives will not be better than their parents’.
Education to employment getting europes youth into workFranco Ferrario
Youth unemployment in Europe remains high, with over 5.6 million young people unemployed across the EU. While young people want to work, over half say they cannot find jobs, and businesses struggle to find applicants with the right skills. The authors conducted research in 8 European countries and identified 3 main hurdles young people face: 1) the cost of education, lack of information on options, and bias against vocational education; 2) not learning sufficient general skills; and 3) difficulty transitioning to work after education. Only 10% of youth have successful pathways from education to employment, while 79% lack support and are unhappy with their prospects. Employers also face challenges, with less than half satisfied with workforce skills levels.
The document discusses opportunities and challenges for global growth through international collaboration, partnerships, and expansion into new markets. It identifies trends like the power shift from Western to Eastern economies, global skills shortages, changing demographics, and frugal innovation. Associations should understand these trends and their implications, such as focusing on Asia as a key growth opportunity, developing products and programs tailored to local audiences, and ensuring global standards and certifications remain competitive.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
Leadership communication monitor brazil report finalketchumbrasil
The document discusses the findings of the Ketchum Leadership Communication Monitor study conducted in 2012. It provides background on the study's objectives to assess perceptions of today's leaders and their communication, rank important leadership attributes and behaviors, and provide counsel on effective leadership. The methodology section outlines that an online survey was fielded to over 3,700 respondents in 12 countries. Key findings from the global perspective section show that leaders are falling short of expectations across categories, and people are looking for honest, action-oriented leadership and clear communication.
The document discusses a lecture on global illiteracy given by Dr. Jennifer G. Bailey. It provides statistics on illiteracy rates worldwide and in particular countries, noting that illiteracy is highest in many sub-Saharan African nations and India. It discusses the relationship between illiteracy, poverty, lack of development and competitiveness. The solution proposed is using technology to provide education on a large scale.
Next Generation Diversity: Developing tomorrow’s female leadersPwC Russia
To mark International Women's Day on Saturday 8th March 2014, PwC releases a report focusing on what organisations can do to create the right environment for millennial women to flourish in the workplace. The report Next generation diversity – Developing tomorrow's female leaders identifies six key themes which are integral to the successful attraction, retention and development of the female millennial.
Similar to Reskilling the Workforce: Essential to Business Success (20)
This document summarizes Cricket Communications' approach to workforce development and succession planning. It discusses how Cricket uses a leadership pipeline model to define competencies and career levels. It also describes how Cricket implements succession planning across the organization, focusing on mid-level and senior leaders as well as critical roles. Technology helps Cricket centralize succession data and integrate it with other HR systems. The document also outlines how Cricket prepares employees for future demands through assessments, focused development plans, cross-training, and certifications. Cricket aims to develop versatile employees who can fill different roles.
The document discusses social talent and the use of social networks for professional purposes. It provides statistics on InnoCentive such as the number of registered solvers and solution submissions. It also discusses how companies can leverage external talent and social networks to source innovation. Additionally, it presents data on employee engagement, how well managers understand their employees' skills and careers, and challenges in performance management and retaining top talent.
The document discusses a study on talent intelligence and its business impact. It finds that data proficient organizations that analyze workforce data and satisfy business leaders with data see higher benefits than data deficient organizations. These benefits include increased productivity, innovation, hiring efficiency, and organizational agility. However, many organizations still lack reliable data on important metrics like top performers, succession planning, competency gaps, and performance management alignment. While this data is seen as important, access remains a challenge for improving talent management and business outcomes.
This webinar was presented by Elliot Masie and David Wilkins as part of learning focused webinar series. In this presentation, Elliot and David discuss key learning trends.
Improving Employee Engagement Through Social LearningTaleo Research
This document discusses improving employee engagement through social learning. It argues that social learning enables the key drivers of engagement by allowing employees to share knowledge, network with peers, and collaborate in shared spaces. It provides examples of how organizations have used social tools like discussion forums, blogs, and expertise networks to create learning communities and drive better business outcomes through increased engagement. The presentation recommends that companies develop a pro-sumer learning model, employee social networks, and shared learning spaces to harness the power of social learning for engagement.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
The Big Picture: Beyond Social Learning, Think Social Talent ManagementTaleo Research
A presentation first delivered at Learning 2011 in November, 2011. Provides an overview of social learning, including the specific role that particular social concepts play. Then the same concepts are seen to apply to other areas of talent management, such as recruiting, onboarding, and performance management.
Mobile Learning Handout - Key Points and ResourcesTaleo Research
This document discusses mobile learning (mLearning) by addressing who participates, where it occurs, when it's useful, what types of content and activities are involved, why it's effective, and how to implement it. It notes that mLearning audiences include those with busy schedules who want just-in-time, short learning segments on mobile devices. Content includes courses, job aids and microlearning to support formal learning and job performance. mLearning provides learning opportunities whenever and wherever users have spare moments. The document provides additional resources on mLearning best practices and trends.
Death of the Newspaper Industy: Bad News for YouTaleo Research
This is a session I did at Training 2012. The key argument in this presentation is that there are key parallels between newspaper reporters and learning professionals and that in order to avoid a similar fate, we need to rethink our roles and soon. The key shift is from instructional conduit to platform and strategy design.
The document discusses new approaches to blended learning that blend different learning paradigms, not just different versions of the same paradigm. It argues that social and informal learning models can plug holes in top-down approaches by providing more flexibility and expanding what's possible. This represents a shift for learning professionals from being a "pipe" that delivers content to a "plumber" that facilitates social learning. Specific strategies are provided for leadership development, onboarding, initiatives/rollouts, compliance, certification, and extended enterprise using social tools like blogs, forums and communities.
This document discusses the decline of the newspaper industry due to the rise of social media and how other industries like marketing and recruiting have also been disrupted. It recommends that learning professionals partner with other groups like marketing to understand social media, invest in their own skills to stay relevant, and leverage their strengths in areas like instructional design, community building, and facilitation to demonstrate how they can add value to social enterprise initiatives. Learning professionals need to get involved before social systems cannibalize spending on learning.
This document discusses rethinking blended learning approaches. It argues that the traditional definition of blended learning is outdated and no longer fits modern learning needs. Blended learning should leverage more informal and social learning opportunities. Examples are provided of how leadership training, new hire onboarding, and software rollouts could incorporate more social and collaborative elements like cohort groups, discussion forums, and peer feedback. The key is developing flexible blends that evolve over time based on variables like audiences and topics. A blended approach should also consider compliance and certification needs. Technology can help blend formal and informal content through tailored portals and self-service configurations. The overall message is that blended learning requires rethinking traditional models to better support real-world, social and mobile
Finding and-developing-emerging-leaders-finalTaleo Research
This document discusses developing emerging leaders within organizations. It emphasizes that frontline leaders are important drivers of business success through increased employee engagement, retention, productivity and financial performance. However, many companies are facing leadership gaps and shortages. The document recommends that organizations focus on leadership development through identifying the key competencies, experiences, and personal attributes needed for success; assessing current employees' fit; and providing developmental experiences to grow internal leaders. Developing leaders internally is highlighted as more effective than external hiring due to faster productivity and increased respect from employees.
Leading by Example: Social Technologies and ASTD Chapter PracticesTaleo Research
This document summarizes a presentation on using social technologies for training chapters. It discusses:
- Polls on which social media attendees use personally and for learning and development roles.
- Definitions of "social learning" and how chapters are applying it.
- Options for social media "hubs" like YouTube, Facebook, Twitter, and blogs that can be content-centric or people-centric.
- A model for organizational learning that is emergent, collaborative, or codified. Examples given of how different industries apply each approach.
- An exercise where attendees assess their chapter's learning needs against this model.
- Possible social interventions like discussions, wikis, microblogs, or
The document outlines numerous considerations for organizations adopting a social learning strategy, including culture, approach, planning, launch activities, technical aspects, and community management. It emphasizes that social learning involves transformational change and requires addressing issues like culture, autonomy, transparency, learning models, communities of practice, policies, moderation, and skills development of learning professionals. Success requires a comprehensive plan addressing all relevant factors.
Historic inevitability of social everythingTaleo Research
This document discusses how crowdsourcing and open collaboration can allow organizations to harness more talent and innovation. It provides examples like how Innocentive has helped solve over 1,200 challenges by tapping into a network of 250,000 solvers from around the world, and how gamers on Foldit solved a protein structure that had stumped scientists for a decade in just three weeks. The document argues that by breaking problems into smaller pieces and allowing organic collaboration, organizations can achieve more than any group working alone. It suggests ways professional associations like ASTD could adopt these principles to expand their reach and impact.
Government agency, like their private sector cousins, are facing real challenges in terms of budgets, Boomer retirement, and reallocating the workforce in response to changing organizational needs. In this presentation, we discuss why Talent Intelligence is a necessary part of the solution. Understanding and tracking relevant talent data in a single, unified talent profile, connecting the dots between disparate talent data to surface new insights, and arming line of business managers and executives with this information at the point of action, in their workflow.What is
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
2. IN A WORLD WHERE…
THIS MEANS MORE OF THIS
LEARNING & RESKILLING ARE
BUSINESS IMPERATIVES
3. (1) Talent pools are global, shallow, and getting shallower
(2) Quality-of-hire is down; time-to-fill is up
(3) Business is faster, more connected, and more complex
(4) Govt and educational institutions are part of the problem
(5) US businesses have abdicated responsibility
TALENT INTELLIGENCE
4. (1) Know the team you have
(2) Know the team you need
(3) Invest in long-term capability development
(4) Empower your team to do this themselves
(5) Switch your default to reskilling and hiring from within
TALENT INTELLIGENCE
8. “34 percent of CHROs in
growth markets say they
anticipate increasing
headcount in North
America over the next
three years, while 37
percent plan additional
investment in Western
Europe. This includes
companies from
India, where 45 percent of
respondents indicated
they plan to increase
headcount in North
America and 44 percent in
Western Europe.”
TALENT INTELLIGENCE
11. CHART 8: AMOUNT OF TIME TO BRING NEW
MANAGEMENT / SPECIALIZED WORKERS UP TO SPEED -
RISEN OR FALLEN IN LAST TWO YEARS
TALENT INTELLIGENCE
12. CHART 9: WHICH OF THE FOLLOWING BENEFITS DOES YOUR
FIRM CURRENTLY USE TO ATTRACT AND RETAIN
MANAGEMENT AND/OR SPECIALIZED WORKERS (TOP
RESPONSES)
TALENT INTELLIGENCE
13. “It is possible that companies
are resigning themselves to the
relative scarcity of experienced
workers who can immediately
perform to the highest level in
a new and responsible role.
To compensate for this
shortage, a growing number
seek to recruit raw potential
and then rely on developing
this potential themselves.”
TALENT INTELLIGENCE
16. AND THE FUTURE LOOKS WORSE
› Georgetown University Center on Education and the Workforce
on shortfall of college grads in 2018
3,000,000
› Accenture study from 2006 showed that STEM enrollments
would need to increase by
2016 to meet demand
20-30% between 2006-
Instead, enrollments have GONE DOWN.
TALENT INTELLIGENCE
17. EDUCATION, WORKFORCE MISMATCH
New Jobs
› In the last ten years:
Up 4.6% Knowledge Work
All others
85%
› Over the last few years, average graduation of law students Is
45,000 against openings of 25,000
› Skills mismatch is inherent in our educational model
TALENT INTELLIGENCE
18. “Firms have jobs, but can’t find
appropriate workers. The
workers want to work, but can’t
find appropriate jobs. …
Whatever the source, though, it
is hard to see how the Fed can do
much to cure this problem.
Monetary stimulus has provided
conditions so that manufacturing
plants want to hire new workers.
But the Fed does not have a
means to transform
construction workers into
manufacturing workers.”
18 TALENT INTELLIGENCE
19. AGING WORKFORCES WORLD-WIDE Country % Growth
Russia -8%
› Summary
Population Growth 2010-2020
Japan -5%
– Slow growth, negative growth in developed world
Germany -4%
– Faster growth in developing world Poland -4%
– In US, UK growth fueled through immigration Italy -1%
Greece 0%
– Less developed = more growth
France 5%
UK 7%
› Implications China 7%
– Talent shortages is a global phenomenon Brazil 13%
USA 14%
– Developing world all competing for same pool
Mexico 15%
– As developing world matures, pressures from there Turkey 17%
– Reverse immigration to Poland, India, Mexico India 24%
– Deep, narrow talent pools vs wide and shallow Nigeria 46%
http://data.un.org/Data.aspx?d=PopDiv&f=variableID%3a12
20. AGING WORKFORCES WORLD-WIDE Country % Growth
Russia -8%
› Summary
Population Growth 2010-2020
Japan -5%
– Slow growth, negative growth in developed world
Germany -4%
– Faster growth in developing world Poland -4%
– In US, UK growth fueled through immigration Italy -1%
Greece 0%
– Less developed = more growth
France 5%
UK 7%
› Implications China 7%
– Talent shortages is a global phenomenon Brazil 13%
USA 14%
– Developing world all competing for same pool
Mexico 15%
– As developing world matures, pressures from there Turkey 17%
– Reverse immigration to Poland, India, Mexico India 24%
– Deep, narrow talent pools vs wide and shallow Nigeria 46%
http://data.un.org/Data.aspx?d=PopDiv&f=variableID%3a12
21. 15 years of survey data from 100 US and European firms found:
Simplicity Complexity
The cost of complexity?
• Managers spend 40% of
their time writing reports
• 30% to 60% of their time
in coordination meetings
• Leaving 0-30% to
manage their teams…
TALENT INTELLIGENCE
22. “While today’s rhetoric focuses
on telling businesses to “create
new jobs,” we believe that the
creation of new jobs ¡s
inextricably tied to providing
the right skills for those jobs
through education, training and
retraining. We must invest in
the future by taking on the
long-term task of training new
talent and retraining existing
talent.”
TALENT INTELLIGENCE
24. ADDRESSING THE PROBLEM
1. Know the team you have
2. Know the team you need
3. Invest in long-term capability development
4. Empower workers to do this themselves
5. Switch your default to hiring from within
TALENT INTELLIGENCE
25. (1)
› Job history
Know Your Team
› Work experience prior to current role
› Expertise developed outside of work
› Self-identified expertise & peer-identified expertise
› Career aspirations
› Top performers and high potentials
› Flight risk
TALENT INTELLIGENCE
26. TOP PERFORMER AND HI-PO DATA IS UGLY
› 80% of companies don’t know who is a flight risk.
› 78% of companies don’t know who is on a succession plan.
› 80% of companies don’t know who has a career path.
› 65% of companies don’t know much about who they’re
retaining.
› 84% of companies don’t if their development plans are working.
› 65% of companies don’t know much about Hi-Po’s.
TALENT INTELLIGENCE
27. KNOW THE PEOPLE YOU HAVE
48%
say that their skills go
unnoticed
feel that their work
history & experiences
are not leveraged by
their employer
75%
27 TALENT INTELLIGENCE
28. WHO UNDERSTANDS WORKERS BEST?
Professional & work
capabilities
Other None of the
1% above
Don’t know 3% My family /
5% partner
21%
My line manager
22%
My friends
outside of work
4%
HR software /
systems
1%
My colleagues
and peers
43%
TALENT INTELLIGENCE
29. WHO UNDERSTANDS WORKERS BEST?
Professional & work Professional & work
capabilities aspirations / ambitions
None of the
Other None of the Other above
1% above 1%
My family / 6%
Don’t know 3% Don’t know My family /
5% partner 5% partner
21% 43%
My line manager
My line manager 13%
22%
My friends
HR software /
outside of work
systems
4%
1%
HR software /
systems
1% My colleagues
My colleagues and peers
and peers 22% My friends
43% outside of work
9%
TALENT INTELLIGENCE
30. WHO UNDERSTANDS WORKERS BEST?
Professional & work Professional & work
capabilities aspirations / ambitions
None of the
Other None of the Other above
1% above 1%
My family / 6%
Don’t know 3% Don’t know My family /
5% partner 5% partner
21% 43%
My line manager
My line manager 13%
22%
My friends
HR software /
outside of work
systems
4%
1%
HR software /
systems
1% My colleagues
My colleagues and peers
and peers 22% My friends
43% outside of work
9%
TALENT INTELLIGENCE
31. (2) Here to There
› Understand the capability requirements
– New strategic plans
– Geographic expansion
› Map the gaps: what are you missing in order to meet objectives
› Assess the best approach to fill-in gaps
– Hiring or contract
– Skill, knowledge, capability development
– Talent transfer
TALENT INTELLIGENCE
34. (3) Long-term Roadmap
› What is the relationship between various roles?
› Which roles commonly lead to which other roles?
› What paths did top performers take?
› What skills, role assignments, knowledge are required?
› Which roles share similar requirements?
› For critical and strategic roles, we need to think differently:
– Use paradigms of leadership development, cohorts and stages
– Use paradigms of pilot and surgeon training
– Scaffolding models, coupled with social models
TALENT INTELLIGENCE
35. COMPETENCIES ARE WELL-ESTABLISHED
› 75% of companies use job / role
competencies for selection & promotion
› Over half of organizations tie
competencies to career planning
› 91% report training improvements when
training is tied to competencies
The next step is to think about building capability.
Capability is about business execution and implies not
just competency, but experience, judgment, decision-
making. You *develop* capability over time.
TALENT INTELLIGENCE
36. (4) Empower the Team
› Employees need to own their own career development
– Make sure it’s easier to move in your company than leave it
– Enable personal gap assessment between current skills and
capabilities and desired career objectives
› Map capability requirements to training and learning interventions
– Formal content: WBT, classes, video, documents
– Social content: CoP, discussions, expert location, wikis
– Action learning: related roles, activities, stretch assignments
› Involve the team in defining needs and interventions
TALENT INTELLIGENCE
37. (4) Empower the Team
› Employees need to own their own career development
– Make sure it’s easier to move in your company than leave it
– Enable personal gap assessment between current skills and
capabilities and desired career objectives
› Map capability requirements to training and learning interventions
– Formal content: WBT, classes, video, documents
– Social content: CoP, discussions, expert location, wikis
– Action learning: related roles, activities, stretch assignments
› Involve the team in defining needs and interventions
TALENT INTELLIGENCE
38. (5) Switch Your Default
› External hiring costs 18-20% more than internal hiring
› External hires perform worse on performance evals for 24 months
› High external hiring rates increase risk to existing team
– #1 reason for dysfunctional turnover in mature economies?
Lack of career opportunities
– #1 contributor to job satisfaction? “more opportunities to do
what I do best,” “career development opportunities and training”
(tie)
› Hiring from within means lower cost to new hires, better
performance, higher engagement, and reduced turnover
TALENT INTELLIGENCE
39. LAY THE GROUNDWORK
› You can’t hire from within effectively unless you have:
– Strong succession plans at all levels in the org
– Clear visibility into open roles
– Manager *and* peer-driven process
– Culture of development that rewards talent mobility and
encourages on-going skill and capability growth
– Clear linkages between strategic direction, required
capabilities, and development options
› Get social fast – user-generated content and p2p models send
a clear message about employee empowerment
TALENT INTELLIGENCE
41. YOUR STRATEGIC ROLE
› Senior leaders are thinking about talent; it’s a key concern
› Agility is also top of mind due to recent and current world events
– Demographic shifts will increase this focus in coming years
– Competitive global pressures will increase this focus
– Educational shortfalls will increase this focus
› Get ahead of this need by focusing of capabilities-driven
learning programs
– Understand strategic direction for the future
– Map the gaps
– Develop a plan
– Earn your seat
TALENT INTELLIGENCE
Source for chart: Economist Intelligence Unit: Global Talent Index ReportSource for highlight: World Economic Forum, “Global Talent Risk, Seven Responses 2011
Talent Edge 2020: Redrafting talent strategies for an uneven economy, Jan 2012
Talent Edge 2020: Redrafting talent strategies for an uneven economy, Jan 2012Source: IBM: “Working beyond Borders” (Jan, 2011)Source: World Economic Forum, “Global Talent Risk, Seven Responses 2011
Talent Edge 2020: Redrafting talent strategies for an uneven economy, Jan 2012Source: IBM: “Working beyond Borders” (Jan, 2011)Source: World Economic Forum, “Global Talent Risk, Seven Responses 2011
Talent Edge 2020: Redrafting talent strategies for an uneven economy, Jan 2012
Talent Edge 2020: Redrafting talent strategies for an uneven economy, Jan 2012
McKinsey: http://www.mckinseyquarterly.com/Marketing/Digital_Marketing/The_productivity_imperative_2630US Census BureauForbes: http://www.forbes.com/sites/shenegotiates/2012/03/13/no-job-student-loans-due-consider-the-alternative/
This is not a US problem. This is a problem for every industrialized country, and in fact, when you compare the US to the rest of the world, we’re on the good end of the spectrum. What this means is that the entire developed world will be competing for talent, and as technology and telecommunications gets better, we’ll be trying to “win” talent in other regions while “defending” our own talent from other regions.Real world example?Some estimates in China show a need for as many as 75,000 executive leaders capable of driving expansion into international markets over the next decade or so. Today, however, only about 3,000 to 5,000 of such leaders can be found in China, according to China Daily's Industry Updates. http://www.hreonline.com/HRE/story.jsp?storyId=5669906
This is not a US problem. This is a problem for every industrialized country, and in fact, when you compare the US to the rest of the world, we’re on the good end of the spectrum. What this means is that the entire developed world will be competing for talent, and as technology and telecommunications gets better, we’ll be trying to “win” talent in other regions while “defending” our own talent from other regions.Real world example?Some estimates in China show a need for as many as 75,000 executive leaders capable of driving expansion into international markets over the next decade or so. Today, however, only about 3,000 to 5,000 of such leaders can be found in China, according to China Daily's Industry Updates. http://www.hreonline.com/HRE/story.jsp?storyId=5669906
Source: HBR, “Embracing Complexity,” September 2011
Source: World Economic Forum, “Global Talent Risk, Seven Responses 2011
Taleo Research, UK Social Talent Management Report - http://www.taleo.com/researchpaper/uk-social-talent-management-report-2012
Taleo Research, UK Social Talent Management Report - http://www.taleo.com/researchpaper/uk-social-talent-management-report-2012
Taleo Research, UK Social Talent Management Report - http://www.taleo.com/researchpaper/uk-social-talent-management-report-2012Rob Cross – Driving Results Through Social Networks
Taleo Research, UK Social Talent Management Report - http://www.taleo.com/researchpaper/uk-social-talent-management-report-2012Rob Cross – Driving Results Through Social Networks