To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
In part one of this webinar, we discussed engaging employees through goal and development plans. In part two, we will further explore key performance strategies through the creation and development of your organization’s leadership pipeline. Having a succession plan in place for your top employees will enable you to proactively assess, rate and manage development paths so that you may fully leverage your employees’ potential for the long haul.
This document discusses succession planning and developing future leaders. It begins by defining succession planning as ensuring the continued effective performance of an organization through replacing key people over time. It then discusses that despite time spent on succession management, only 28% of current leaders were pre-identified. The rest of the document outlines various strategies for identifying high potential employees and developing them into future leaders, including coaching, simulations, training programs, and rotational assignments. The goal is to prepare the leadership bench for a variety of potential futures and assess leadership needs based on achieving strategic goals.
This document provides an overview of succession planning best practices. It discusses workforce planning, key themes in succession planning like identifying talent and developing successors. It outlines steps to adopt succession planning like establishing strategic alignment and implementing succession management plans. The document also discusses performance and potential assessment, common mistakes to avoid, and criticisms of traditional succession planning approaches. It concludes with questions about applying succession planning.
The document discusses career planning and succession planning. It defines career as a succession of related jobs over a person's life. Career planning is a process where individuals select career goals and paths to achieve them, while also meeting organizational needs. Effective career planning requires top management support, clear goals, proper selection, and a fair promotion policy. Succession planning ensures a steady flow of internal talent to fill important vacancies and encourages employee development and career growth within an organization.
This succession management matrix allows managers to assess employees' performance and potential. It plots employees in cells based on their performance and potential, with recommendations for development or actions. Managers should understand each cell to identify leadership potential and plot current staff. The matrix is then used to help employees improve their ranking through addressing issues, developing skills, or considering reassignments.
This document provides information about the Talent Management Solutions 2010 conference being held on April 14-15, 2010 in Arlington, VA. The conference will focus on topics related to talent management, such as understanding the changing landscape of talent management, establishing a strong talent pipeline, creating an effective onboarding process, and using an ROI approach to talent retention. Speakers will provide insights and case studies on these topics. The document outlines the agenda, speaker biographies, registration information, and logistics for the two-day conference.
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on workforce management strategies to sustain organizations through turbulent times. Sessions will cover succession planning, developing high-potential employees, evaluating the workforce, and creating strong employer brands. Attendees can earn up to 12 HRCI credits and 15 CPE credits. The summit aims to provide HR professionals with the tools to align succession plans with organizational goals and strengthen their organizations.
This document discusses succession planning and developing future leaders. It begins by defining succession planning as ensuring the continued effective performance of an organization through replacing key people over time. It then discusses that despite time spent on succession management, only 28% of current leaders were pre-identified. The rest of the document outlines various strategies for identifying high potential employees and developing them into future leaders, including coaching, simulations, training programs, and rotational assignments. The goal is to prepare the leadership bench for a variety of potential futures and assess leadership needs based on achieving strategic goals.
This document provides an overview of succession planning best practices. It discusses workforce planning, key themes in succession planning like identifying talent and developing successors. It outlines steps to adopt succession planning like establishing strategic alignment and implementing succession management plans. The document also discusses performance and potential assessment, common mistakes to avoid, and criticisms of traditional succession planning approaches. It concludes with questions about applying succession planning.
The document discusses career planning and succession planning. It defines career as a succession of related jobs over a person's life. Career planning is a process where individuals select career goals and paths to achieve them, while also meeting organizational needs. Effective career planning requires top management support, clear goals, proper selection, and a fair promotion policy. Succession planning ensures a steady flow of internal talent to fill important vacancies and encourages employee development and career growth within an organization.
This succession management matrix allows managers to assess employees' performance and potential. It plots employees in cells based on their performance and potential, with recommendations for development or actions. Managers should understand each cell to identify leadership potential and plot current staff. The matrix is then used to help employees improve their ranking through addressing issues, developing skills, or considering reassignments.
This document provides information about the Talent Management Solutions 2010 conference being held on April 14-15, 2010 in Arlington, VA. The conference will focus on topics related to talent management, such as understanding the changing landscape of talent management, establishing a strong talent pipeline, creating an effective onboarding process, and using an ROI approach to talent retention. Speakers will provide insights and case studies on these topics. The document outlines the agenda, speaker biographies, registration information, and logistics for the two-day conference.
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on workforce management strategies to sustain organizations through turbulent times. Sessions will cover succession planning, developing high-potential employees, evaluating the workforce, and creating strong employer brands. Attendees can earn up to 12 HRCI credits and 15 CPE credits. The summit aims to provide HR professionals with the tools to align succession plans with organizational goals and strengthen their organizations.
IWAM: Ignite Performance By Unlocking Your Leadership & Organizational Motiva...Denise Corcoran
What if you could ...
* Easily predict the performance of your leaders, employees and organization?
* Gain access to the underlying motivators that drive your employees and yourself to do their best work?
* Eliminate costly hiring mistakes and determine in advance to what extent a candidate will perform well on the job or which candidate would be the best fit?
Learn how IWAM -- a unique assessment uncovering your underlying motivation patterns -- has helped many companies ignite a new level of performance.
IWAM (Inventory of Work Attitudes and Motivations) is the only online assessment that uncovers motivation and attitude patterns that drive employee and organizational behaviors, performance and results.
Using the IWAM assessment has helped other companies: 1.) increase revenues as much as 33% in 6 months; 2.) hire a high performing sales team; 3.) reduce turnover by 62%; 4.) increase the leadership team’s communication and effectiveness; and more.
Other popular applications include: synergistic team development, conflict resolution, leadership coaching, employee engagement and motivation, culture analysis and change, and many more.
Based on the latest cognitive science findings, IWAM is the highest predictor of human performance and a key predictor of Emotional Intelligence than any other available assessment. Also includes a Model of Excellence capability to profile the key patterns of top performers.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Day one will cover topics such as talent management strategies, workforce planning, employee branding, and using social media for engagement. Day two will discuss communication strategies, employee retention, leadership development, and succession planning. The document provides details on registration, hotel accommodations, speakers, and session content to help attendees understand how the conference will address current challenges in talent management.
The document discusses creating high performing teams and covers topics like the difference between managing and leading, key leadership behaviors, stages of team development, Belbin's team roles, and characteristics of high performing teams. It aims to support managers in leading teams to ensure competent, motivated staff that consistently deliver above expectations.
This document discusses integrating talent management practices and measures. It outlines a model for how organizations progress through different stages in adopting a strategic approach to talent management. The stages include developing an enterprise leader's mindset, building talent management processes, forming a guiding coalition, empowering managers as talent leaders, and enabling employees to take initiative in their careers. The document emphasizes that talent should be viewed as an asset rather than a cost. It also provides examples of key talent metrics organizations should track to measure success.
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 provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for communication, branding, and leadership development.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can learn how to develop comprehensive talent management strategies to build a thriving workforce.
This document provides information about the Talent Management Solutions 2010 conference to be held on April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, employee onboarding and retention. Speakers will provide case studies and techniques for communication, leadership development, and succession planning. The conference aims to help attendees create comprehensive talent management strategies.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
Here are some key things that excite me as a leader:
1. Developing and empowering others to reach their full potential. I find it extremely rewarding to help people grow in their skills and careers.
2. Tackling complex challenges and problems. I enjoy the process of analyzing difficult situations, developing innovative solutions, and driving results.
3. Building high-performing teams. Bringing together individuals with diverse strengths and backgrounds to work towards a common goal in a collaborative way is very motivating.
4. Achieving meaningful goals and objectives. I'm energized by setting an ambitious vision and strategy, then executing on it to deliver tangible outcomes and impact.
5. Continuous learning and self-
This document provides an agenda for the 2010 Government HR Innovations conference taking place June 15-17 in Arlington, VA. The conference features six tracks: 1) workforce planning, 2) strategic recruitment, 3) talent onboarding, 4) employee engagement, 5) the blended workforce, and 6) HR metrics. Day one includes keynote addresses and sessions within tracks A and B. Day two includes sessions within tracks C through F. Day three includes workshops on succession planning and leadership development programs. The conference aims to provide HR managers at the federal, state, and local levels with the most comprehensive event of the year to address key HR issues.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
(1) Social media allows companies to engage with current and prospective employees to positively influence perceptions of the company. (2) It can be used for recruitment, onboarding, training, communication, and retention from prospect to employee. (3) When implemented strategically through a phased approach, social media provides measurable returns through improved hiring metrics and reduced costs versus traditional sources.
Marc Effron, author of One Page Talent Management: Eliminating Complexity, Adding Value (Harvard Business Press) showed how companies have buried talent processes under layers of bureaucracy and complexity that make them unusable and unused. More importantly, he’ll show you how to cut through the clutter with One Page Talent Management (OPTM), a powerfully simple approach that significantly accelerates a company's ability to develop better talent faster. The OPTM approach combines the best behavioral science research with lean process design to create easy to use talent processes that managers truly value. This webinar is for anyone who leads a team or wants to one day.
This document provides an overview of managing talent effectively in 2013. It discusses key topics such as defining talent and talent management, the talent matrix, strategic perspectives on talent management, key focus areas, principal talent processes, recommendations, examining organizational culture, and developing an integrated talent management system. The document aims to help organizations better understand talent management strategies and processes.
10+ Tips To Improve Employee Motivation, Satisfaction & RetentionWrite Speak Sell
No-cost or low-cost tips to improve employee satisfaction and retention. The idea for this presentation came from a conversation with a friend who works for one of the largest companies and best-known brands in the world. Yet the company sucks at employee motivation. If they haven’t got it figured out, then heaven’s knows many other companies are still in the dark, too, about what kinds of things motivate employees and lead to employee satisfaction and retention. He gave an example that was almost laughable. The company held an off-site to reward their biggest producers. Yet, the budget didn’t include money for lunch, which had to come out of the pockets of the attendees. The advertised “atta-boy” program devolved into here are your numbers for next year, with the implied threat that you won’t be at next year’s pep rally or even the company if you don’t come up big. Not much of a motivator.
I’m not naïve. A salary increase or bonus are great motivators. But other things cam motivate employees, too. It all comes down to employee communication: saying what you mean and meaning what you say in clear, concise language.
The document summarizes a webinar on building employee retention vs loyalty. It provides instructions on how to listen via phone or computer. It introduces the speakers and agenda which includes setting goals, using compensation to promote retention, leveraging career options, and supporting generational differences.
Employee retention involves strategies employed by organizations to encourage employees to remain with the company. It is beneficial for both the organization and employees. Key factors that influence retention are compensation, relationships, work environment, growth opportunities, and support. Common retention strategies used by employers include hiring the right people, empowering employees, showing appreciation, providing feedback, and creating a healthy work environment. Maintaining low turnover is important as it reduces costs and prevents loss of talent, knowledge, and goodwill.
Last year in one of our most popular webinars ever, we revealed "The Stay Interview Secret". Now that people have heard and read about Stay Interviews, and the HR world is buzzing about them, the question we get is - how do we get started with Stay Interviews?
Lucky for you we have invited the predominant Stay Interview expert and best-selling SHRM author, Dick Finnegan, back to show you how. Based upon his book, The Power of Stay Interviews (the best-selling book in SHRM history) you will learn the inside secrets being used by strategic HR departments to easily setup successful Stay Interview programs that are creating dramatic retention results.
For the first time ever, Dick Finnegan will be sharing in a public webinar the “how-to” of Stay Interviews. This webinar will provide a quick start plan for the structure, strategies and the systems you need to easily start your own Stay Interview program today! We will also share successful case studies on how others are using Stay Interviews to cut turnover, and reveal helpful tips for managers from Dick’s upcoming book.
In this content-packed webinar, you will learn:
1. The 5 best questions to ask in a Stay Interview
2. How to setup a successful Stay Plan
3. Easy ways to forecast and measure retention improvement
4. Tips for teaching managers how to become Stay Interview masters
Don’t miss this limited opportunity to learn the structure and strategy behind successful Stay Interviews with Dick Finnegan. After the webinar, Dick will be taking your live questions to help get you started.
Plus! Win a chance for a free Stay Interview manager training for your company!
HP has implemented various strategies to promote employee retention, engagement, and career development. They strive to create a supportive work environment and foster a collaborative culture. HP offers training, mentoring, and leadership development programs to help employees advance their careers. Surveys and feedback from employees help HP identify areas for improvement. HP's focus on employees has helped the company retain talent and remain competitive in the technology industry.
This document discusses various types of working practices:
- Full time work means working a set number of hours per week, usually 9-5 Monday to Friday. It provides stability but lacks flexibility.
- Part time work means a reduced number of hours, either per day or per week. It provides flexibility but may be costly for employers.
- Flexi time allows employees to choose their own start and end times as long as they work the required weekly hours and are present during core hours. This benefits both employees and employers.
- Job share splits one full time role between two part time employees who share responsibilities and resources. This retains valued employees and increases available skills.
- Homeworking allows employees
IWAM: Ignite Performance By Unlocking Your Leadership & Organizational Motiva...Denise Corcoran
What if you could ...
* Easily predict the performance of your leaders, employees and organization?
* Gain access to the underlying motivators that drive your employees and yourself to do their best work?
* Eliminate costly hiring mistakes and determine in advance to what extent a candidate will perform well on the job or which candidate would be the best fit?
Learn how IWAM -- a unique assessment uncovering your underlying motivation patterns -- has helped many companies ignite a new level of performance.
IWAM (Inventory of Work Attitudes and Motivations) is the only online assessment that uncovers motivation and attitude patterns that drive employee and organizational behaviors, performance and results.
Using the IWAM assessment has helped other companies: 1.) increase revenues as much as 33% in 6 months; 2.) hire a high performing sales team; 3.) reduce turnover by 62%; 4.) increase the leadership team’s communication and effectiveness; and more.
Other popular applications include: synergistic team development, conflict resolution, leadership coaching, employee engagement and motivation, culture analysis and change, and many more.
Based on the latest cognitive science findings, IWAM is the highest predictor of human performance and a key predictor of Emotional Intelligence than any other available assessment. Also includes a Model of Excellence capability to profile the key patterns of top performers.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Day one will cover topics such as talent management strategies, workforce planning, employee branding, and using social media for engagement. Day two will discuss communication strategies, employee retention, leadership development, and succession planning. The document provides details on registration, hotel accommodations, speakers, and session content to help attendees understand how the conference will address current challenges in talent management.
The document discusses creating high performing teams and covers topics like the difference between managing and leading, key leadership behaviors, stages of team development, Belbin's team roles, and characteristics of high performing teams. It aims to support managers in leading teams to ensure competent, motivated staff that consistently deliver above expectations.
This document discusses integrating talent management practices and measures. It outlines a model for how organizations progress through different stages in adopting a strategic approach to talent management. The stages include developing an enterprise leader's mindset, building talent management processes, forming a guiding coalition, empowering managers as talent leaders, and enabling employees to take initiative in their careers. The document emphasizes that talent should be viewed as an asset rather than a cost. It also provides examples of key talent metrics organizations should track to measure success.
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 provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for communication, branding, and leadership development.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can learn how to develop comprehensive talent management strategies to build a thriving workforce.
This document provides information about the Talent Management Solutions 2010 conference to be held on April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, employee onboarding and retention. Speakers will provide case studies and techniques for communication, leadership development, and succession planning. The conference aims to help attendees create comprehensive talent management strategies.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
Here are some key things that excite me as a leader:
1. Developing and empowering others to reach their full potential. I find it extremely rewarding to help people grow in their skills and careers.
2. Tackling complex challenges and problems. I enjoy the process of analyzing difficult situations, developing innovative solutions, and driving results.
3. Building high-performing teams. Bringing together individuals with diverse strengths and backgrounds to work towards a common goal in a collaborative way is very motivating.
4. Achieving meaningful goals and objectives. I'm energized by setting an ambitious vision and strategy, then executing on it to deliver tangible outcomes and impact.
5. Continuous learning and self-
This document provides an agenda for the 2010 Government HR Innovations conference taking place June 15-17 in Arlington, VA. The conference features six tracks: 1) workforce planning, 2) strategic recruitment, 3) talent onboarding, 4) employee engagement, 5) the blended workforce, and 6) HR metrics. Day one includes keynote addresses and sessions within tracks A and B. Day two includes sessions within tracks C through F. Day three includes workshops on succession planning and leadership development programs. The conference aims to provide HR managers at the federal, state, and local levels with the most comprehensive event of the year to address key HR issues.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
(1) Social media allows companies to engage with current and prospective employees to positively influence perceptions of the company. (2) It can be used for recruitment, onboarding, training, communication, and retention from prospect to employee. (3) When implemented strategically through a phased approach, social media provides measurable returns through improved hiring metrics and reduced costs versus traditional sources.
Marc Effron, author of One Page Talent Management: Eliminating Complexity, Adding Value (Harvard Business Press) showed how companies have buried talent processes under layers of bureaucracy and complexity that make them unusable and unused. More importantly, he’ll show you how to cut through the clutter with One Page Talent Management (OPTM), a powerfully simple approach that significantly accelerates a company's ability to develop better talent faster. The OPTM approach combines the best behavioral science research with lean process design to create easy to use talent processes that managers truly value. This webinar is for anyone who leads a team or wants to one day.
This document provides an overview of managing talent effectively in 2013. It discusses key topics such as defining talent and talent management, the talent matrix, strategic perspectives on talent management, key focus areas, principal talent processes, recommendations, examining organizational culture, and developing an integrated talent management system. The document aims to help organizations better understand talent management strategies and processes.
10+ Tips To Improve Employee Motivation, Satisfaction & RetentionWrite Speak Sell
No-cost or low-cost tips to improve employee satisfaction and retention. The idea for this presentation came from a conversation with a friend who works for one of the largest companies and best-known brands in the world. Yet the company sucks at employee motivation. If they haven’t got it figured out, then heaven’s knows many other companies are still in the dark, too, about what kinds of things motivate employees and lead to employee satisfaction and retention. He gave an example that was almost laughable. The company held an off-site to reward their biggest producers. Yet, the budget didn’t include money for lunch, which had to come out of the pockets of the attendees. The advertised “atta-boy” program devolved into here are your numbers for next year, with the implied threat that you won’t be at next year’s pep rally or even the company if you don’t come up big. Not much of a motivator.
I’m not naïve. A salary increase or bonus are great motivators. But other things cam motivate employees, too. It all comes down to employee communication: saying what you mean and meaning what you say in clear, concise language.
The document summarizes a webinar on building employee retention vs loyalty. It provides instructions on how to listen via phone or computer. It introduces the speakers and agenda which includes setting goals, using compensation to promote retention, leveraging career options, and supporting generational differences.
Employee retention involves strategies employed by organizations to encourage employees to remain with the company. It is beneficial for both the organization and employees. Key factors that influence retention are compensation, relationships, work environment, growth opportunities, and support. Common retention strategies used by employers include hiring the right people, empowering employees, showing appreciation, providing feedback, and creating a healthy work environment. Maintaining low turnover is important as it reduces costs and prevents loss of talent, knowledge, and goodwill.
Last year in one of our most popular webinars ever, we revealed "The Stay Interview Secret". Now that people have heard and read about Stay Interviews, and the HR world is buzzing about them, the question we get is - how do we get started with Stay Interviews?
Lucky for you we have invited the predominant Stay Interview expert and best-selling SHRM author, Dick Finnegan, back to show you how. Based upon his book, The Power of Stay Interviews (the best-selling book in SHRM history) you will learn the inside secrets being used by strategic HR departments to easily setup successful Stay Interview programs that are creating dramatic retention results.
For the first time ever, Dick Finnegan will be sharing in a public webinar the “how-to” of Stay Interviews. This webinar will provide a quick start plan for the structure, strategies and the systems you need to easily start your own Stay Interview program today! We will also share successful case studies on how others are using Stay Interviews to cut turnover, and reveal helpful tips for managers from Dick’s upcoming book.
In this content-packed webinar, you will learn:
1. The 5 best questions to ask in a Stay Interview
2. How to setup a successful Stay Plan
3. Easy ways to forecast and measure retention improvement
4. Tips for teaching managers how to become Stay Interview masters
Don’t miss this limited opportunity to learn the structure and strategy behind successful Stay Interviews with Dick Finnegan. After the webinar, Dick will be taking your live questions to help get you started.
Plus! Win a chance for a free Stay Interview manager training for your company!
HP has implemented various strategies to promote employee retention, engagement, and career development. They strive to create a supportive work environment and foster a collaborative culture. HP offers training, mentoring, and leadership development programs to help employees advance their careers. Surveys and feedback from employees help HP identify areas for improvement. HP's focus on employees has helped the company retain talent and remain competitive in the technology industry.
This document discusses various types of working practices:
- Full time work means working a set number of hours per week, usually 9-5 Monday to Friday. It provides stability but lacks flexibility.
- Part time work means a reduced number of hours, either per day or per week. It provides flexibility but may be costly for employers.
- Flexi time allows employees to choose their own start and end times as long as they work the required weekly hours and are present during core hours. This benefits both employees and employers.
- Job share splits one full time role between two part time employees who share responsibilities and resources. This retains valued employees and increases available skills.
- Homeworking allows employees
Mencari karyawan berpotensi itu "mudah" tapi mempertahankan mereka itu ibarat menyusuri lorong sebuah lorong gelap nan jauh...karena hati dan pikiran manusia siapa yang menduga ? Nah dengan memahami tentang hali ini paling tidak dapat sedikit mengobati produga tersebut. Selamat Minikmati...!!!
Samsung has a powerful influence on South Korea's economy and was a major driver of its growth. It aims to create a truly global leadership culture that brings innovation to diverse markets through products like phones, entertainment, education, and healthcare technologies. Samsung is looking for outstanding global talents to join them and help shape their future. The document then discusses Samsung's employee retention strategies, which include hiring the right people, empowering employees, treating them as valuable assets, providing feedback and recognition, and maintaining a healthy work environment. It also covers reasons why employees leave, the retention process, and the importance of managers in retention.
Social Learning: the changing face of workplace learningJane Hart
Social learning is changing how employees learn at work. Employees are using social tools like social media and enterprise social networks to build personal learning networks with colleagues, ask questions, share resources, and learn from each other. Learning and development professionals are supporting this change by helping teams use social tools to collaborate, share knowledge, and learn together through formal online social learning experiences and informal mentoring in the enterprise social network.
The document discusses managing diversity in the workforce. It covers trends in the changing demographics of the US workforce including more women working and increasing ethnic diversity. It discusses government policies promoting equal employment opportunities. Effective diversity management practices that companies can adopt are outlined, including recruitment, support for minority employees, and work-life balance programs. Managing diversity brings competitive advantages like attracting diverse talent and better serving diverse customer bases.
References:
Mathis, Robert L. Jackson, John H (2010). Human Resource Management 13th Edition. South-Western Cengage Learning. ISBN 9780538453158
Employee Retention. Retrieved from: http://www.whatishumanresource.com/employee-retention
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
Strategies to Improve Employee Retention in a Diverse Workforce Part One: Eng...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
Join us for part one of this two-part webinar series and learn key steps to improving employee engagement through goal and development plans that allow everyone in your workforce to share the same vision of success and the tools to get them there.
In 1997, McKinsey and Company released the War for Talent and awakened a new wave of interest in organizations to attract, develop, retain, and maximize the performance of their talent. Two decades later, the war drums are still beating and the battle continues to rage. With effectiveness in HR and Talent Management mostly unchanged over the past decade, organizations are looking for ways to innovate and disrupt Talent Management practices.
During this session, Zac Upchurch will share research conducted by the Talent Strategy Group. It outlines the surprisingly long journey of Talent Management, the state of Talent Management today, and how Talent Management can innovate to add value to the organization unlike ever before.
The document discusses disruptors to talent management and how organizations can evolve their talent strategies in response. Some key points:
- Artificial intelligence, gamification, video and social learning are changing how talent is identified, developed and retained. New tools like predictive assessments and simulations can identify talent.
- Performance management is shifting from annual reviews to continuous feedback. Agile goal-setting and a focus on development replaces rigid ratings.
- Big data and analytics allow organizations to better understand workforce needs and risks. Talent pools and internal mobility can be improved through data-driven insights.
- A talent management 4.0 approach embraces these disruptors through strategies like personalized development, talent mapping, social sourcing
The Power of a Plan: Unlocking the Full Value of an HR Strategic PlanJason Lauritsen
Strategic planning in HR is less about the plan than it is about the process. It's a tool that can allow you to take control of the "story of HR" within your organization.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
Two Sides of the Same Coin: Recruiting and RetentionAggregage
In this webinar, Caitlin MacGregor will explore how predictive science helps organizations engage, attract and retain high-performing talent. Attendees will gain insight into understanding candidates’ human potential to unlock opportunity for their organizations to add value to their talent strategies.
Here are some key questions to assess an individual's problem-solving skills through 360 degree feedback:
26. Does this employee identify issues/problems independently and propose effective solutions?
27. How well does the employee analyze complex problems and break them down into more manageable parts?
28. Does the employee consider different perspectives and alternatives before deciding on the best solution?
29. How good is the employee at prioritizing multiple problems based on urgency and impact?
30. Does the employee involve relevant stakeholders while solving problems and building consensus?
31. How well does the employee communicate problems and proposed solutions to others?
32. Does the employee follow through on problem resolution and ensure issues don't recur
The document discusses talent management, defining it as a strategic process of attracting, developing, and retaining the right people to meet organizational needs. It outlines key aspects of talent management including defining talent, the purpose of talent management, benefits like retaining top talent and better hiring, processes involved like recruitment and performance management. Recent trends discussed include the talent war, increasing role of technology, focus on internal talent promotion, and impact of demographic changes. Effective talent management requires finding competent candidates, employee development planning, and a system to identify and track high potentials.
This document discusses talent management and succession planning strategies. It outlines five key components of talent management: strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Each component is described in 1-2 sentences. Succession planning aims to identify high-potential employees and develop a pipeline of future leaders by understanding key role competencies and identifying development needs. A systematic selection process using clear criteria is recommended to accurately identify potential successors. Individual development plans should be created to address gaps and prepare employees for future roles. High potential pools can be established based on organizational levels to focus development efforts.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
A structured process results in high quality management decisions about leadership development, succession, and career planning. The business benefits from better leaders and greater employee motivation which means improved retention of key talent and a lower cost of turnover.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
The document outlines the facilitation process used by an HRD department to plan corporate strategies. It involves 7 stages: 1) engaging senior leadership, 2) pre-meeting analysis, 3) strategy formulation, 4) prioritizing strategies, 5) communicating strategies, 6) aligning department plans, and 7) quarterly reviews. The process brings together information from various stakeholders and uses techniques like situation analysis, diagnostics, and prioritization matrices. The HRD department acts as a facilitator and business partner to ensure an effective strategy planning process.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
Managing and retaining talent is one of the biggest challenges facing management, particularly in terms of attracting and retaining the right people, building high performance teams, as well as dealing with the risks associated with compliance and employment regulation. Our webinar will consider these issues and strategies you can develop to manage them.
The Future Of Performance Management In An Era Of Uncertainty American Airl...Claudia Rubino
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The document analyzes the leadership situation at Bank of Ceylon and provides a plan to develop leadership skills for future requirements. It identifies current leadership styles and skills gaps through a skills audit and 360 degree feedback. The analysis considers the impact of management and leadership theories on organizational strategy. It then plans leadership development through programs, rotations, coaching and seminars to support the bank's direction. These methods will help skills development and prepare the bank for potential future scenarios like mergers or strategic alliances.
Success(ion) Planning: Preparing Leaders for the Workforce of the FutureHuman Capital Media
As the demographic landscape of the workforce continues to change, leadership gaps will be created in many organizations. Preparing a pool of talent to fill critical leadership roles will be a necessary component of a succession plan. In this experiential presentation, participants will learn how the Tennessee Department of Human Resources dramatically changed the workforce landscape in state government by designing and implementing a succession plan to develop its workforce by means of creating a learning environment. Participants will discover how learning and development programs were designed, were successfully implemented to create a pool of talent ready to assume vacated leadership positions, and gained support from the Governor and executive agency leaders . Transferable templates, and practical and applicable tools that can be used to design a succession plan for any organization wil be presented.
Participants will...
Gain an understanding of the need for a succession plan to ensure organizational success in the future.
Discover the key steps in designing, developing and implementing learning and development strategies within an organization.
Take away lessons learned from the experience of the Tennessee Dept. of Human Resources as it created a successful learning environment within state government as part of its succession plan.
This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves:
1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes.
2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements.
3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class.
The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.
My MAP is Metroland's talent development initiative to help employees learn, grow, and develop skills continuously. Through online assessments, My MAP identifies an employee's competency levels and creates a customized learning plan to guide them. Employees work with their manager to evaluate skills, structure a development plan, and find opportunities to apply new skills on the job. The goal is for employees to acquire changing skills needed for their roles and potentially other careers within Metroland.
Similar to Strategies to Improve Employee Retention in a Diverse Workforce Part Two: Succession Planning (20)
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
This document summarizes key trends in employee experience from a 2020 global study. The top 3 trends are: 1) Feedback matters - having feedback programs boosts engagement; 2) Change is constant - listening during times of change is important; 3) Managers and learning & development matter - investing in managers and L&D improves engagement and retention. Examples are given showing the impact of acting on feedback, empowering employees during change, and providing learning opportunities. Overall it stresses the importance of listening to employees, acting on insights, and supporting managers and professional growth to drive engagement.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNEDHuman Capital Media
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENTHuman Capital Media
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENTHuman Capital Media
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLDHuman Capital Media
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMYHuman Capital Media
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...Human Capital Media
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
In this webinar, you’ll learn:
3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluencyHuman Capital Media
Data science and AI are impacting many industries globally, from healthcare and government to agriculture and finance. Everybody needs to be able to work with data the way everybody needed to start using email 20 years ago. As we wrote in Harvard Business Review, “Very few companies expect only professional writers to know how to write. So why ask only professional data scientists to understand and analyze data, at least at a basic level?”
But what value can data fluency actually add, what are best practices to build it into your organization, and what are the biggest challenges that businesses encounter in data-driven transformations?
To answer these questions and more, we conducted a survey of over 300 Learning and Development leaders from diverse industries including healthcare, technology, consumer goods, government, and finance. Join this webinar with Dr. Hugo Bowne-Anderson, a data scientist and educator at DataCamp, to find out what we discovered and what 300 L&D leaders have learned about building data fluency.
Learning Objectives:
What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.”
LEARNING OBJECTIVES:
1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special?
2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
The document promotes Ryan Berman and his company Courage Brands. It introduces Berman as the creator of Courage Brands and author of the book "Return on Courage". Berman helps brands build courage through storytelling and consulting. He has worked with major companies and founded Sock Problems, a sock brand that donates to causes. Courage Brands aims to help companies liberate themselves from fears through holistic internal and external change.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Dpboss Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka
dpboss,Sattamatka,satta,matka,satta matka,kalyan weekly chart.kalyan chart. Kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta, fix fix fix Satta matka nambar,Sattamatka Win Provide The Best strategy to win a lot of money and Get Best Satta Matka Tips On Every Market & Fix Fix Fix Satta Namber, Satta Matka, Kalyan Matka, Matka Guessing, Satta Matka Result, and Matka Bazar. Satta Bazar, Matka Game, Kalyan Panel Chart, Sattaking143 Number Weekly Jodi, Matka Guessing Final Ank Open Close. Fix Fix FixSatta Nambar prabhat satta. Kalyan panel chart 2020–2010 Kalyan Night Chart, Indian Satta King Satta. Matka Result, Fix Matka, Satta Market, Matka Market, Matka, sattamatka, main ratan panel chart, mumbai panel chart. Milan panel chart, Matka one, simple matka guessing, param matka guessing trick 143 surya alex, satta, Dpboss, sattamatka, boss matka, matka boss,Satta Boss Tara Matka, Rajdhani Night Chart, and Golden Dubai Matka.Sattamatka Madhur Satta, Fastest Matka Satka Batta. Matka 420 Matka Boss, Kalyan Wapka Mobi Site 100 Tricks,Kalyan Night Panel Chart. Milan night panel chart, time bazar khiladi 420. Sona matka 111 420, boss 440, matka india net, weekly Indian Satta fix ank otg. Satta Matka Cool Tag- matka result, matka guessing, satta matta matka 143, dpboss, matka guessing fix Jodi, matka guessing 143, matka guessing dpboss, kalyan chart, Fix fix 3 ank today, Fix fix 3 ank 143, kalyan chart, kalyan final, kalyan open fix pana, fix fix 3 ank 4 ank, fix fix 3 ank time bazar, kalyan chart fix open to close Fix fix 3 ank kalyan, Fix fix 3 ank chart, fix fix fix open, 100 fix ank, , kalyan fix open 143, kalyan fix open guessing, kalyan open, kalyan 100 fix open today,
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Easy Earnings Through Refer and Earn Apps Without KYC.pptxFx Lotus
Learn how to make extra money with refer and earn apps that don’t require KYC. Find out the advantages, top apps, and strategies to boost your earnings quickly and easily.
Enabling Digital Sustainability by Jutta EcksteinJutta Eckstein
This is a New Zealand wide meetup event with meetup groups from Auckland, Wellington and Christchurch attending and open to anyone with an interest in digital sustainability or agile. All welcome. Joke, this is how it started. Jutta is now also available in Germany, i.e. hosted by Berlin/Brandenburg
According to the World Economic Forum, digital technologies can help reduce global carbon emissions by up to 15%. However, digitalization also comes with some challenges. Thus, if we want to make a positive impact by increasing sustainability, we need to address challenges like the digital divide, energy consumption of IT, or the rise of electronic waste. In this talk, I want to explore how Agile can help to leverage Digital Sustainability.
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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
Revolutionizing Surface Protection Xlcoatings Nano Based SolutionsExcel coatings
Excelcoating Transforming surface protection with their cutting-edge, eco-friendly nano-based coatings. This presentation delves into their innovative product lineup, including Excel CoolCoat for roof cooling, Excel NanoSeal for cement surfaces, Excel StayCool for UV-filtering glass, Excel StayClean for solar panels, Excel CoolTile for heat-reflective tiles, and Excel InsulX for film insulation.
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
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...
Strategies to Improve Employee Retention in a Diverse Workforce Part Two: Succession Planning
1. Strategies to Improve Employee Retention in a
Diverse Workforce Part Two: Succession Planning
Speaker: Tracy McCarthy
Senior Vice President of Human Resources
SilkRoad Technology
Christa Sorenson
Senior Vice President of Organization and Talent Development
Equity Residential
Moderator: Daniel Margolis
Managing Editor
Talent Management magazine
#TMwebinar
2. • Q&A
– Click on the Q&A icon
on your floating toolbar
in the bottom right
corner.
– Type in your question in
the space at the bottom.
– Click on “Send.”
#TMwebinar
3. Tools You Can Use
• Polling
– Polling question will
appear in the
“Polling” panel.
– Select your
response and click
on “Submit.”
#TMwebinar
4. Frequently Asked Questions
1. Will I receive a copy of the slides after the webinar?
YES
2. Will I receive a copy of the webinar recording?
YES
Please allow up to 2 business days to receive these materials.
#TMwebinar
5. Strategies to Improve Employee Retention in a
Diverse Workforce
Part Two: Succession Planning
Daniel Margolis
Managing Editor
Talent Management magazine
#TMwebinar
6. Strategies to Improve Employee Retention in a Diverse
Workforce
Part Two: Succession Planning
Tracy McCarthy
Senior Vice President of Human Resources
SilkRoad Technology
Christa Sorenson
Senior Vice President of Organization and
Talent Development
Equity Residential
#TMwebinar
7. STRATEGIES
TO
IMPROVE
EMPLOYEE
RETENTION
IN
A
DIVERSE
WORKFORCE
PART
TWO:
SUCCESSION
PLANNING
8. “FROM
NOW
ON,
CHOOSING
MY
SUCCESSOR
IS
THE
MOST
IMPORTANT
DECISION
I’LL
MAKE.
IT
OCCUPIES
A
CONSIDERABLE
AMOUNT
OF
THOUGHT
ALMOST
EVERY
DAY.”
JACK
WELCH,
CEO
GENERAL
ELECTRIC,
1991
9. ObjecAve
and
Approach
Objec&ve:
To
provide
you
with
key
strategies
to
support
and
align
individual
development
through
the
crea&on
and
development
of
your
organiza&on’s
leadership
pipeline.
Approach:
To
share
insights
and
successes
rela&ng
to
prac&cal,
real
world
solu&ons.
Share
different
perspec&ves.
10. Succession:
Three
Approaches
Replacement
Planning
– Narrow
focus,
upper
management,
insurance
policy,
secreNve
Succession
Planning
– Broader
focus,
management
or
key
leaders,
may
be
interacNve
or
not,
retenNon
driven
Succession
Management
– Right
people
in
the
right
jobs,
development
focus,
larger
talent
pools,
strategy
driven,
future
needs
not
just
replacement
needs
11. Poll:
What
is
the
most
criAcal
succession
management
issue
facing
your
company
today?
• PrevenNng
knowledge
loss
• Improving
retenNon
• Lack
of
bench
strength
in
key
posiNons
• Replacement
planning
• Enhancing
diversity
across
leadership
ranks
• Build
breadth
and
depth
of
talent
needed
for
the
future
12. IdenAfying
the
“Why”
Background
• Direct
markeNng
• 700
people
• Growing
organically
25%
a
year
• Leaders
see
no
value
in
succession
management
– Buy
vs.
Build
mentality
• Employees
saw
no
room
for
growth
Business
Opportunity
• Along
comes
an
acquisiNon
opportunity….
• Let’s
Do
It!
• Are
we
ready?
– Do
we
have
the
right
people
to
be
successful?
13. Undercover
Succession
Management
SWOT
–
Key
weakness:
Lack
of
bench
strength
–
Key
threat:
Current
business
decline
Outcome
– We
didn’t
go
through
with
the
acquisiNon
– Leaders
were
highly
disappointed
BUT
now
saw
the
need
for
succession
management
– We
formed
a
Talent
Review
team
and
began
an
informal
succession
process
14. Succession
Management
Components
• Why
is
it
important
for
the
Company
• SWOT
–
current
and
emerging
changes
Why?
• Determine
the
philosophy/approach
15. Determining
Key
PosiAons
and
KSAs
Talent
Review
Team
• Cross
funcNonal
business
unit
leaders
• Defined
key
posiNons
– Focused
on
posiNons
and
not
people
– Single
points
of
failure
(no
back
up,
long
learning
curve)
• Defined
KSA’s
needed
– Now
(opportunity
to
reevaluate
current
staff)
– For
acquisiNon
or
other
business
strategy
– 3
years
from
now
16. Succession
Management
Components
• Why
is
it
important
for
the
Company
• SWOT
–
current
and
emerging
changes
Why?
• Determine
the
philosophy/approach
• ID
key
posiNons
(SPF,
long
learning
curves,
industry
specific)
• ID
KSA’s
needed
to
achieve
strategy
PosiNons
17. Succession
Management
Components
• Why
is
it
important
for
the
Company
• SWOT
–
current
and
emerging
changes
Why?
• ID
key
posiNons
• ID
KSA’s
needed
to
achieve
strategy
PosiNons
• Determine
how
to
assess
employees
• Determine
who
shall
parNcipate
People
• ID
current
KSA’s
19. 2010
Talent
Review
Assessment
Report
1.
PERFORMANCE:
To
what
degree
did
this
leader
achieve
his
or
her
performance
goals
this
year?
What
contributed
to
his
or
her
performance
(e.g.
skills,
behaviors,
challenges,
etc.)?
2.
MINDSET:
Mindset:
how
this
leader
goes
about
his/her
work
and
relaNonships,
especially
in
high
pressure
situaNons.
a. To
what
degree
did
this
leader
live
out
Equity’s
10
Ways?
b. To
what
degree
does
this
leader’s
aLtude
contribute
posi&vely
to
moving
your
group
forward?
c. What
mindsets
could
this
leader
show
more
of?
What
mindsets
could
this
leader
show
less
of?
20. 2010
Talent
Review
Assessment
Report
3.
SKILLSET:
Equity
has
two
criNcal
leverage
competencies
for
leaders:
Adaptable
to
Change
and
Learning
on
the
Fly.
Adaptable
to
Change:
The
ability
to
be
flexible
and
producNve
during
Nmes
of
change,
and
expects
and
welcomes
the
next
change
as
an
opportunity
to
improve
oneself
and
the
workplace.
To
what
extent
is
this
leader
Adaptable
to
Change?
What
are
some
specific
examples
of
how
is
leader
was
Adaptable
to
Change?
Learning
on
the
Fly:
Learns
quickly
when
faced
with
new
challenges
or
ways
of
doing
business
To
what
extent
did
this
leader
demonstrate
Learning
on
the
Fly?
What
are
some
specific
examples
of
how
this
leader
demonstrated
Learning
on
the
Fly?
4.
AREAS
OF
EXPERTISE:
To
what
degree
does
his
leader’s
func&onal
and
industry
exper&se
make
a
value-‐added
contribu&on?
What
is
included
in
this
leader’s
toolset?
(e.g.
func&onal
and
industry
exper&se,
especially
with
processes,
use
of
systems
and
tools)
21. 2010
Talent
Review
Assessment
Report
5.
LEADERSHIP:
The
overall
way
this
person
approaches
his/her
role
and
contribuNons
as
a
leader,
including:
• Being
known
as
a
change
champion,
and
a
curious
and
conNnuous
learner
• Sharing
their
funcNonal
knowledge
and
tools
generously
and
effecNvely
with
others
• Having
a
reputaNon
as
a
role
model
for
the
Equity
way
of
doing
business
To
what
degree
is
this
person
demonstra&ng
leadership?
Provide
specific
details
of
what
type
of
leadership
this
person
is
demonstra&ng.
6.
PROMOTIONAL
CONSIDERATION:
A. Is
this
leader
currently
prepared/ready
for
a
promo&on
this
year?
B. What
tells
you
this
leader
is
ready
for
a
promo&on?
C. Are
there
any
addi&onal
skillsets
or
aWributes
that
contribute
to
this
leader’s
success?
24. How
Wide
is
Your
Chasm?
Gap
Analysis
• Compared
needed
KSA’s
for
key
posiNons
for
‘Now’,
‘AcquisiNon’,
and
‘Future’
with
current
KSA’s
based
on
performance
scores
and
personal
experiences
– Green
–
Strong
KSA’s
– Yellow
–
Missing
some
KSA’s
– Red
–
Weak
KSA’s
• Focused
on
reds
then
yellows
25. Succession
Management
Components
• Analyze
the
gaps
between
current
and
future
KSA
needs
GAPS
• PrioriNze
the
KSA
needs
• ID
development
acNviNes
AcNviNes
• ID
how
to
integrate
with
other
key
processes
26.
27. Succession
Management
Components
• Analyze
the
gaps
between
current
and
future
KSA
needs
Gaps
• ID
development
acNviNes
AcNviNes
• ID
how
to
integrate
with
other
key
processes
• Determine
how
to
track,
manage,
hold
people
accountable
Manage
• Determine
how
to
support
parNcipants
28. Systems
and
Technology
• Technology
will
magnify
the
process
–
make
a
good
process
beler
and
a
bad
process
glaringly
obvious
• Technology
can
link
succession
development
acNviNes
to
other
employee
lifecycle
events
• Technology
can
facilitate
the
process
and
automate
some
tasks
• Technology
can
act
as
the
system
of
record
for
all
the
succession
management
acNviNes
30. Summary
• Succession
Management
is
not
an
end
but
an
integral
part
of
the
strategic
planning
process
• Succession
Management
is
as
much
about
art
as
it
is
science
–
no
single
“playbook”
• Don’t
build
in
complexity;
keep
it
simple
to
make
it
sNck
• Succession
Management
is
a
priority
for
successful
companies
32. Best
PracAces
in
Succession
Management
• Make
the
succession
process
part
of
your
company
culture
– Periodic
talent
reviews
as
a
part
of
the
talent
planning
process
– Be
inclusive
and
develop
large
pools
of
talent
rather
than
focusing
on
one
or
two
• Development
orientaNon
– Management
owns
succession
planning/process
and
are
accountable
for
developing
employees
– Encourage
and
reward
coaching
and
individual
growth
of
all
employees
– Emphasize
on-‐the-‐job
development
and
not
just
classroom
training(Consider
job
rotaNons,
mentoring)
– Create
progressive
assignments
– Help
people
make
crucial
connecNons,
parNcularly
management
(40%
fail
in
18
months)
• Keep
the
process
simple
–
don’t
let
the
process
dominate
the
discussions
– Start
simple
–
don’t
bite
off
more
than
you
can
chew
– Flexibility
-‐ConNnued
reinvenNon
of
the
process
as
the
company/environment
change
– A
system
that
is
easy
to
use
• Once
a
successor
is
in
new
role,
there
needs
to
be
a
process
in
place
to
support
the
person
through
the
transiNon
– Help
people
make
crucial
connecNons,
parNcularly
management
(40%
fail
in
18
months)
– Leaders
learn
best
from
experience,
mentors
and
being
coached
33. CriAcal
QuesAons
• What
is
it
for?
• Who
is
it
for?
• Who
decides
what?
• How
do
they
decide?
• What
systems
and
support
are
required?
Succession
management
doesn’t
have
to
be
complicated
and
only
for
large
corporaNons.
It’s
a
chance
to
assess
your
organizaNons
current
KSA’s
and
determine
how
they
will
support
the
future
of
your
organizaNon.
34. Keys
to
Success
• Easy
to
use
• Flexible
• Developmentally
oriented
• Built
around
conNnual
reinvenNon
• Aligned
with
strategic
plan
• Top
leader
support
• Owned
by
Sr.
Mgmt
• Willing
parNcipaNon
• Credibility
in
the
HR/OD
FuncNon
35. Succession
AcAviAes…to
name
a
few
• Coaching
• Real
Nme
learning
(people
learn
best
by
doing)
• Cross
training
• Task
forces
or
special
projects
• AddiNonal
job
assignments
• Mentoring
programs
• Formal
training
• CommuniNes
of
pracNce
36. Ideas
to
Overcome
Lack
of
Management
Support
• Talk
their
language
– Compare
to
Sports
Analogies
• Basketball
Bench,
Baseball
Farm
Team
– Show
the
$
and
Cents
(Finance)
• Succession
management
is
like
interest
on
your
investments
(growing
people)
– People
Maintenance
(OperaNons)
• Just
like
we
invest
in
our
capital
purchases
(regular
machine
maintenance),
we
should
do
the
same
with
our
people
(our
number
2
expense)
37. Thoughbul
Reading
SuggesAons
• The
Leadership
Pipeline:
how
to
build
the
leadership
powered
company
– Ram
Charan,
Stephen
Droler
and
James
Noel
• One
Page
Talent
Management:
EliminaNng
Complexity,
Adding
Talent
– Marc
Effron
and
Miriam
Ort
• FYI:
For
Your
Improvement,
A
Guide
for
Development
and
Coaching
– Lombardo
&
Eichinger
38. Questions and Answers
Tracy McCarthy
Senior Vice President of Human Resources
SilkRoad Technology
Tracy.McCarthy@silkroad.com
Christa Sorenson
Senior Vice President of Organization and
Talent Development
Equity Residential
Csorenson@eqrworld.com
For sales inquires please contact:
sales@silkroad.com.
39.
–
Full
Two-‐Day
Virtual
Event
from
9:15
a.m.
to
6:00
p.m.
ET.
–
4
Keynote
Sessions,
9
Workshops
&
over
10
Networking
Breaks.
–
Live
&
On-‐Demand.
–
RegistraNon
is
FREE!
For
more
informaNon
&
to
register
visit
HCMconvenAoncenter.com
40. Join Our Next TM Webinar
Tuesday, July 26, 2011
•
Navigating Through the Storm
TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for upcoming TM Webinars at
www.talentmgt.com/events
Join the Talent Management magazine Network
http://network.talentmgt.com/
#TMwebinar