Achieving Results With Talent Mobility: Case Studies and LessonsHuman Capital Media
This document summarizes a webinar on achieving results with talent mobility. The webinar discussed research showing that many organizations lack integrated talent management strategies and systems to effectively manage talent mobility. Case studies showed that organizations with integrated talent management outperform those without. The webinar also provided examples of how organizations have improved talent sourcing, retention and alignment through implementing talent mobility programs using talent management technology platforms.
PWC: Мобильность персонала в перспективе 2020 г.Victor Gridnev
The document discusses how global mobility is changing due to demographic shifts and urbanization trends over the next decade. Populations are aging in many Western countries and growing younger in Asia and Africa. At the same time, the world's urban population is projected to increase 72% by 2050, with growth concentrated in the developing world. As populations change locations and age structures, companies will need to adapt talent and mobility strategies to source skills from new markets and manage a multi-generational workforce.
Achieving Results With Talent Mobility: Case Studies and LessonsHuman Capital Media
This document summarizes a webinar on achieving results with talent mobility. The webinar discussed research showing that many organizations lack integrated talent management strategies and systems to effectively manage talent mobility. Case studies showed that organizations with integrated talent management outperform those without. The webinar also provided examples of how organizations have improved talent sourcing, retention and alignment through implementing talent mobility programs using talent management technology platforms.
PWC: Мобильность персонала в перспективе 2020 г.Victor Gridnev
The document discusses how global mobility is changing due to demographic shifts and urbanization trends over the next decade. Populations are aging in many Western countries and growing younger in Asia and Africa. At the same time, the world's urban population is projected to increase 72% by 2050, with growth concentrated in the developing world. As populations change locations and age structures, companies will need to adapt talent and mobility strategies to source skills from new markets and manage a multi-generational workforce.
This document discusses Royal Philips' transformation of its sourcing and talent attraction functions through the use of data analytics. It overviews Philips' sourcing team structure and recruitment marketing team approach. Philips takes a multi-pronged approach, applying data to redefine hiring profiles, getting hiring manager buy-in, applying competitor intelligence to refine employer value propositions, and launching targeted campaigns. Initial results include substantial growth in talent pipelines and an improved ability to hire from high-value target companies and segments.
Talent Mobility Model at the National Level: A Case Study of Industrial Techn...Songphon Munkongsujarit
This is a presentation of my academic paper of the same title at PICMET 2014 conference in Kanazawa, Japan. The slide explains the pilot model of "Talent Mobility" scheme in Thailand.
Career management, much like performance management, is undergoing a transformation. At one time, both were distinct, separate activities a part from the regular rhythm of the business; now they’re becoming a part of an organization’s ongoing practices.
A number of drivers are causing companies to re-think their approach and enable greater internal talent mobility:
To win the war for talent, employees are a critical asset to retain
To maintain a competitive market position, cost containment and nimbleness are critical and can both be achieved through increased retention rates
To motivate and engage employees in today’s flattened corporate hierarchies, it is important to show them a future path
Responding to the strategic motivators above requires a collaborative and integrated approach that aligns the career aspirations of employees with the company’s strategic needs.
In this webinar, we will share how to:
Create a formula for talent mobility within your company
Make mobility work, using a practical case study example as a guide
Enable career management within your talent management system
Intro Session Global Workforce Mobility for Talent ManagementRussell Klosk (智能虎)
Strategic workforce mobility aims to optimize talent development and retention. The presentation discusses frameworks for executing global mobility to increase talent optimization and retention. It covers global mobility across continuums of traditional mobility, modern mobile workforces, and globally integrated enterprises. The objectives are to provide common definitions for workforce management, talent management, and global mobility, and to discuss how to design positions and organizations for increased mobility.
Talent mobility (mit careerloft am Goethe Institut Barcelona)careerloft
Talent Mobility within the EU!
Wir von careerloft waren beim Goethe Institut in Barcelona vor Ort und haben an verschiedenen Workshops teilgenommen. Übrigens: Ein Dutzend careerloft-Mitglieder hatten wir auch im Gepäck. Was für eine Erfahrung :)
http://bit.ly/1fFq1yl
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.
This document discusses succession planning and talent management. It aims to foster leadership development across business lines and functions by identifying high potential employees and providing them opportunities like rotations and training. This helps retain talent, build organizational capabilities, and facilitate succession. Elements of talent management include assessing individual abilities and potential, communicating career opportunities, and providing career counseling. Succession planning involves systematically identifying and preparing potential successors for key roles to ensure leadership continuity.
This document discusses the importance of talent mobility for driving economic growth. It notes that while talent is crucial for economic success, there are imbalances in talent markets with shortages in some areas and high unemployment in others. Collaboration between multiple stakeholders like governments, businesses, academic institutions and NGOs is seen as key to addressing these imbalances through effective talent mobility practices. The document provides examples of successful collaborative talent mobility initiatives and calls for more action to harness the full potential of talent mobility.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
Dimension Data shifted its business strategy from a focus on hardware and infrastructure to digital services and solutions. To enable this new strategy and increase agility, Dimension Data took several steps:
1) It mapped existing jobs and established core competencies for technical employees.
2) It developed a competency framework to provide clarity on skills and careers.
3) It linked the competency framework to an online careers portal for employees to self-populate profiles and explore development opportunities.
This allowed Dimension Data to better understand and develop its workforce's skills to support the new business strategy.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
Talent Mobility: The Key to Engagement, Retention, and PerformanceBen Eubanks
Talent mobility is the practice of leveraging internal talent for projects and other long-term work instead of seeking external talent. This presentation includes case studies from companies such as Hootsuite, Tata Consultancy Services, World Bank Group, and Chipotle.
รางวัล Baldrige award 2014
องค์กรที่ได้รับรางวัล ได้แก่
PricewaterhouseCoopers Public Sector Practice, McLean, Va. (service)
Hill Country Memorial, Fredericksburg, Texas (health care)
St. David’s HealthCare, Austin, Texas (health care)
Elevations Credit Union, Boulder, Colo. (nonprofit)
Four U.S. Organizations Honored With 2014 Baldrige National Quality Award
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
The document discusses the American Heart Association's focus on strategic talent mobility. It defines talent mobility and explains why it is important for employee retention and organizational needs. The AHA has implemented processes like internal-first hiring and succession planning to develop current employees and fill roles from within. While there were initial bumps, communication and transparency improvements have helped strengthen the talent mobility program. Future goals include enhancing skills data and career development resources to continue prioritizing internal growth opportunities.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
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.
This document discusses Royal Philips' transformation of its sourcing and talent attraction functions through the use of data analytics. It overviews Philips' sourcing team structure and recruitment marketing team approach. Philips takes a multi-pronged approach, applying data to redefine hiring profiles, getting hiring manager buy-in, applying competitor intelligence to refine employer value propositions, and launching targeted campaigns. Initial results include substantial growth in talent pipelines and an improved ability to hire from high-value target companies and segments.
Talent Mobility Model at the National Level: A Case Study of Industrial Techn...Songphon Munkongsujarit
This is a presentation of my academic paper of the same title at PICMET 2014 conference in Kanazawa, Japan. The slide explains the pilot model of "Talent Mobility" scheme in Thailand.
Career management, much like performance management, is undergoing a transformation. At one time, both were distinct, separate activities a part from the regular rhythm of the business; now they’re becoming a part of an organization’s ongoing practices.
A number of drivers are causing companies to re-think their approach and enable greater internal talent mobility:
To win the war for talent, employees are a critical asset to retain
To maintain a competitive market position, cost containment and nimbleness are critical and can both be achieved through increased retention rates
To motivate and engage employees in today’s flattened corporate hierarchies, it is important to show them a future path
Responding to the strategic motivators above requires a collaborative and integrated approach that aligns the career aspirations of employees with the company’s strategic needs.
In this webinar, we will share how to:
Create a formula for talent mobility within your company
Make mobility work, using a practical case study example as a guide
Enable career management within your talent management system
Intro Session Global Workforce Mobility for Talent ManagementRussell Klosk (智能虎)
Strategic workforce mobility aims to optimize talent development and retention. The presentation discusses frameworks for executing global mobility to increase talent optimization and retention. It covers global mobility across continuums of traditional mobility, modern mobile workforces, and globally integrated enterprises. The objectives are to provide common definitions for workforce management, talent management, and global mobility, and to discuss how to design positions and organizations for increased mobility.
Talent mobility (mit careerloft am Goethe Institut Barcelona)careerloft
Talent Mobility within the EU!
Wir von careerloft waren beim Goethe Institut in Barcelona vor Ort und haben an verschiedenen Workshops teilgenommen. Übrigens: Ein Dutzend careerloft-Mitglieder hatten wir auch im Gepäck. Was für eine Erfahrung :)
http://bit.ly/1fFq1yl
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.
This document discusses succession planning and talent management. It aims to foster leadership development across business lines and functions by identifying high potential employees and providing them opportunities like rotations and training. This helps retain talent, build organizational capabilities, and facilitate succession. Elements of talent management include assessing individual abilities and potential, communicating career opportunities, and providing career counseling. Succession planning involves systematically identifying and preparing potential successors for key roles to ensure leadership continuity.
This document discusses the importance of talent mobility for driving economic growth. It notes that while talent is crucial for economic success, there are imbalances in talent markets with shortages in some areas and high unemployment in others. Collaboration between multiple stakeholders like governments, businesses, academic institutions and NGOs is seen as key to addressing these imbalances through effective talent mobility practices. The document provides examples of successful collaborative talent mobility initiatives and calls for more action to harness the full potential of talent mobility.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
Dimension Data shifted its business strategy from a focus on hardware and infrastructure to digital services and solutions. To enable this new strategy and increase agility, Dimension Data took several steps:
1) It mapped existing jobs and established core competencies for technical employees.
2) It developed a competency framework to provide clarity on skills and careers.
3) It linked the competency framework to an online careers portal for employees to self-populate profiles and explore development opportunities.
This allowed Dimension Data to better understand and develop its workforce's skills to support the new business strategy.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
Talent Mobility: The Key to Engagement, Retention, and PerformanceBen Eubanks
Talent mobility is the practice of leveraging internal talent for projects and other long-term work instead of seeking external talent. This presentation includes case studies from companies such as Hootsuite, Tata Consultancy Services, World Bank Group, and Chipotle.
รางวัล Baldrige award 2014
องค์กรที่ได้รับรางวัล ได้แก่
PricewaterhouseCoopers Public Sector Practice, McLean, Va. (service)
Hill Country Memorial, Fredericksburg, Texas (health care)
St. David’s HealthCare, Austin, Texas (health care)
Elevations Credit Union, Boulder, Colo. (nonprofit)
Four U.S. Organizations Honored With 2014 Baldrige National Quality Award
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
The document discusses the American Heart Association's focus on strategic talent mobility. It defines talent mobility and explains why it is important for employee retention and organizational needs. The AHA has implemented processes like internal-first hiring and succession planning to develop current employees and fill roles from within. While there were initial bumps, communication and transparency improvements have helped strengthen the talent mobility program. Future goals include enhancing skills data and career development resources to continue prioritizing internal growth opportunities.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
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.
Innovation 101 (Achievement Motivation & Improvement)
- Technology readiness level : Science to Commercial
- Gap in Research development and Innovation
- Technology readiness levels applied to Medical Device Development
Startup Thailand Magazine ISSUE 23 : AUGUST 2019 : LOCAL STARTUPSPeerasak C.
Startup
Thai companies whose solutions, services and platforms provide a business advantage in the highly competitive market and a better life for people
JOIN THE STARTUP COMMUNITY: https://ecosystem.startupthailand.org/
STARTUP THAILAND ACADEMY: http://www.startupthailandacademy.org/
---
Pattaya Startups meetup has been held normally every two weeks on Friday from 7:30PM - 10PM at rPod Coworking Space in Pattaya City, Thailand, see more: http://rpod.net.
ใช้ข้อมูลจาก UN statistics division
http://data.un.org/Data.aspx?d=SNAAMA&f=grID%3A101%3BcurrID%3AUSD%3BpcFlag%3A1
แกน y คือ % change in CO2 emission 1992-2006
แกน x คือ % change in GDP, 1992-2006
ต้องการ highlight ว่า เรายังใช้พลังงานอย่างขาดประสิทธิภาพ เมื่อเทียบกับจีน ซึ่งแม้จะมีอัตราการเพิ่มของการปล่อยคาร์บอนมากกว่าเราเล็กน้อยแต่อัตราการขยายตัวของจีดีพีสูงกว่า