In today's business world, never has the Talent Architecture and its associated strategy & management processes been so important in large companies. Read what The Greenhouse Project has to say about it.
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
Social networking has been part of the recruiting landscape for some time, but as prospective hires become employees, companies are using social tools to streamline work processes associated with onboarding new hires.
Companies are finding that by leveraging social technologies they can create communities for new employees that provide opportunities for learning, mentorship and peer identification quickly reducing training time and strengthening company culture at the same time.
During this session you’ll hear how companies are delivering gold-medal onboarding by:
Pre-distributing benefits and learning materials
Facilitating employee introductions and collaboration prior to new hire orientation
Pinpointing mentors and birds of a feather
Using 360º performance reviews and transparency of actions to provide true measure of employee success.
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
Social networking has been part of the recruiting landscape for some time, but as prospective hires become employees, companies are using social tools to streamline work processes associated with onboarding new hires.
Companies are finding that by leveraging social technologies they can create communities for new employees that provide opportunities for learning, mentorship and peer identification quickly reducing training time and strengthening company culture at the same time.
During this session you’ll hear how companies are delivering gold-medal onboarding by:
Pre-distributing benefits and learning materials
Facilitating employee introductions and collaboration prior to new hire orientation
Pinpointing mentors and birds of a feather
Using 360º performance reviews and transparency of actions to provide true measure of employee success.
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
Empower Your Managers to Own New Employee OnboardingEnboarder
What do you need to build a good (and great) onboarding experience?
How can you boost the success of your employee onboarding program (and by extension your organization's overall performance)?
How do you get managers involved in the onboarding process for new hires?
This guide from Enboarder provides the framework and answers for all these questions, and more.
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
What does it take to be a relevant HR leader? This presentation will show you what you should be doing to enhance the credibility and respect your brand deserves.
Today’s business world is increasingly complex, virtual and requires proficient English skills — and companies are struggling to find the right learning solution.
Join CEO of Fuel50 and Co-Author of The Career Engagement Game, Anne Fulton, as she speaks key findings of 2017 and the ever-trending performance conversation revolution. Enable and empower your employees today! Visit fuel50.com for more info.
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.
For every dream and desire, there are limitless paths to get there. This workshop will help you create your personal vision of success and happiness. Whether you are clear on what you want to do or still trying to find your way, you will gain clarity and create a plan to overcome barriers. If you are willing to address your weaknesses, capitalize on your strengths and take control of your future, this workshop is for you.
Learning Objective: Enhance professional and career awareness
Outcome-At the end of this session, participants will be able to:
A. Conduct individual career assessments
B. Explore 10 insights that lead to creative opportunities
C. Identify strengths, preferences, values, and weaknesses
D. Use a model to break out of “all-or nothing” decision making
Job Descriptions - The Driving Force Behind Successful Compensation and Perfo...HRTMS
Join us as Don Berman, an industry thought-leader in the area of Job Descriptions, shares how you can create and maintain job descriptions you'll love by sharing the next and best practices for managing effective job descriptions.
Managing talent is no longer an episodic exercise. Leading companies are taking a holistic view, from building their employer brand, to attracting new people, to developing their best people, to crafting succession strategies. Korn Ferry can deliver all this and more through a consistent methodology, IP framework, and global team of experts.
This guide provides the definitive list of Korn Ferry’s integrated talent solutions. It includes information on what each of them does and how we can use them to meet your organization’s unique needs.
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
Empower Your Managers to Own New Employee OnboardingEnboarder
What do you need to build a good (and great) onboarding experience?
How can you boost the success of your employee onboarding program (and by extension your organization's overall performance)?
How do you get managers involved in the onboarding process for new hires?
This guide from Enboarder provides the framework and answers for all these questions, and more.
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
What does it take to be a relevant HR leader? This presentation will show you what you should be doing to enhance the credibility and respect your brand deserves.
Today’s business world is increasingly complex, virtual and requires proficient English skills — and companies are struggling to find the right learning solution.
Join CEO of Fuel50 and Co-Author of The Career Engagement Game, Anne Fulton, as she speaks key findings of 2017 and the ever-trending performance conversation revolution. Enable and empower your employees today! Visit fuel50.com for more info.
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.
For every dream and desire, there are limitless paths to get there. This workshop will help you create your personal vision of success and happiness. Whether you are clear on what you want to do or still trying to find your way, you will gain clarity and create a plan to overcome barriers. If you are willing to address your weaknesses, capitalize on your strengths and take control of your future, this workshop is for you.
Learning Objective: Enhance professional and career awareness
Outcome-At the end of this session, participants will be able to:
A. Conduct individual career assessments
B. Explore 10 insights that lead to creative opportunities
C. Identify strengths, preferences, values, and weaknesses
D. Use a model to break out of “all-or nothing” decision making
Job Descriptions - The Driving Force Behind Successful Compensation and Perfo...HRTMS
Join us as Don Berman, an industry thought-leader in the area of Job Descriptions, shares how you can create and maintain job descriptions you'll love by sharing the next and best practices for managing effective job descriptions.
Managing talent is no longer an episodic exercise. Leading companies are taking a holistic view, from building their employer brand, to attracting new people, to developing their best people, to crafting succession strategies. Korn Ferry can deliver all this and more through a consistent methodology, IP framework, and global team of experts.
This guide provides the definitive list of Korn Ferry’s integrated talent solutions. It includes information on what each of them does and how we can use them to meet your organization’s unique needs.
In today's work environment, career can be an ambiguous thing. Yet, employees still want to know if they have a future with their company, and if the company is committed to their future development.
Meanwhile, managers shy away from the topic of career, as changes in the organization and a lack of clear career options tend to make the conversation challenging.
Join us for this TrainingIndustry.com webinar, sponsored by GP Strategies, in reviewing recent research findings around career, discussing employee expectations and exploring how organizations can best support employees’ ambitions while also driving organizational performance.
As the picture of career evolves, so must our approaches to career management, and the attention we pay to culture and the tools we deploy.
During this webinar, Mary Ann Masarech, a lead consultant of the employee engagement practice at BlessingWhite, a GP Strategies division, provides easy-to-understand insights on:
•Why the concept of career is central to organizational performance
•What employees are looking for
•What organizations are doing to support career development
•What the most successful career development initiatives do and don’t do
JobLink™, Aon Hewitt's global job levelling approach, offers an option of using a traditional points factor methodology, or a career levelling approach, or both in harmony. Descriptors and wording can be adjusted to fit your terminology, ensuring that JobLink™ is flexibly aligned to your organisational requirements.
This case study presents Mayotus' work with a mobility major to re-engineer their job leveling architecture in entirety, re-designing job roles, levels and job grading design, primarily to prepare the organization for the expected business growth & potential expansion while also being in line with industry trends in this space.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
#TalentMeasured
leading and managing graduate recruitment and development, including talent management / human resources professionals, career development advisors, service providers and professional associations.
The Seven Biggest Mistakes Companies Make with Leadership DevelopmentAntoinette Oglethorpe
From her experience in helping grow high-tech companies, Antoinette Oglethorpe shares the seven leadership development mistakes that get in the way of sustaining the growth they're aiming for.
Great People. Great Organizations. Great Results.
GO provides the information, inspiration, and perspective HR leaders, managers, and practitioners—as well as those from outside of HR—need to make their leaders more effective, make their organizations more successful, and make themselves proud of the work they do.
Andy Dolby, Head of RPO, Capita Resourcing
We examine the significant social shifts that are influencing the future of work.
We look at how businesses need to alter the way they remain relevant in the talent market place.
We look at how these changes are pushing businesses to redefine the talent they want/need and how to find, attract, and retain people.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
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...!!!
How to ditch objectives (and find a simpler way to manage performance)Hedda Bird
What to do when the CEO says 'DON'T waste time setting goals' and 'DO manage performance'. This innovative case study explores a powerful alternative to traditional objectives.
LinkedIn provided a course at how to win the retention game? finding the perfect employee for the job is a very hard task, despite some saying everyone is replaceable, read here why and how to win back your loyal employees and how to retain others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
2. The world
of work
has
changed
The world of work has altered radically in
the past decade thanks to the
globalisation of business, the advance of
technology and the change in attitudes of
the workforce.
3. People who joined the workforce in the last 10 years have a widely different
agenda.
They are less patient, less tolerant of bureaucracy, excited by working in
start ups and find it easier than ever to find another job if they want to
move.
Big corporates need to be careful to make sure they are still attractive for
the best talent to work at!
66%
66% will leave by
2020
63%
63% say their
leadership skills are
not being developed
54%
54% expect to have
up to five employers
in their lifetime
52%
52% say career
progression is top
priority
DELOITTE PWC
4. Many businesses still need to adapt to
these changes and operate talent
strategies which have relevance to today’s
workplace.
5. What is it?
• Kevin has a job for life
• He will work his way up from
post room to boardroom
• He puts the job first, even at
weekends
• He knows what is next job is
and is willing to wait
• No one at his firm is part time
• His wife does not work
• He works in manufacturing
• He manages people and
budgets from an early stage
• He certainly does not type
• You don’t have to worry about
Kevin
• Sam moves jobs every three
years
• He is willing to change career
• He sees work life balance as a
right not a luxury
• He expects to believe in the
vision and direction of the
business
• His girlfriend earns more than
he does
• He works in data
• He has specialist skills
• He types
• You have to worry about Sam
SAM KEVIN
6. What is it?
• Deidre has a job not a career
• She does not expect to be
promoted
• The job is chosen to fit around
the family
• She knows what the next job is,
it is the same one
• Earns less than her husband
• She works for a man in a
support role
• She has support skills
• You don’t have to worry about
Deidre
• Sam moves jobs every three
years
• She is willing to change career
• She is ambitious for
progressions
• She sees work life balance as a
right not a luxury
• She expects her career to go at
different speeds and to decide
this herself
• She earns more than her
boyfriend
• She works in data
• She has specialist skills
• You have to worry about Sam
SAMANTHA DEIDRE
7. Sam’s progress to the top is halted because they lack the senior
management and leadership skills required. Like dozens of others, they have
been trained for task excellence, not for organisational leadership.
They are stuck and the business does not have a leadership succession
pipeline.
8. The challenge is that the organisation has developed and paid Sam as a specialist
because their skills are in demand in the new workforce. Why get Sam to manage
people when they’re so valuable in what they do?
This becomes a problem for Sam and the organisation when it comes to filling
more senior manager roles. They simply do not have the breadth and track
record in leadership to get the job. It’s problem for the boss too because they
need a replacement to be able to move on. The classic succession gap
9. What has
happened?
THE BOWTIE BOMBSHELL
graduates
Middle management
Senior executives Most companies are struggling with the
bowtie model which demands, and funnels
its brightest people into, specialism at the
expense of future leadership skills.
In knowledge based businesses specialism
is what drives career and salary progression
for the first few years.
You don’t fix this by creating a new breed
of generalists at the bottom. You fix this by
working with the new talent dynamics up
and down the business.
Breadth
of skills
10. 10
Execs &
Top Teams
Specialists
Back office and support
Staff
Individual contributors in
front line roles
Contingent labour
Middle
Managers
First line
manager
Senior Commercial
Role
Execs &
Top Teams
Expert
Back office and support
Staff
Individual contributors in
front line roles
Contingent labour
Specialists
Senior
specialist
Senior Commercial
Role
Middle
Managers
First line
manager
Past Now
The new talent dynamics of specialism means where the value is generated in business has
shifted dramatically. This is driven by digital technologies and globalisation
11. This leaves us three major problems
Talented people like Sam have no where to go but to the exit door
There is a gap and leadership cannot be replaced from within
1
2
Organisations are growing fat middles as they add more specialists3
12. SENIOR
MIDDLE
JUNIOR
MIDDLE
JUNIOR
SENIOR
SENIOR
Sam will not wait around in middle
management for years. They will jump ship
to senior management elsewhere or run
their own show. They will not end up
running your company, but someone else’s.
For the first time there is a real alternative
for senior specialists rather than staying
inside a big corporate, waiting
YOUR CORP THEIR CORPHIS CORP
What
happens
to Sam?
13. 1 million senior managers will leave their
jobs to become independent consultants
by 2020
MBA&CO
FACT
14. CEO
MIDDLE
JUNIOR
YOUR CORP
Filled from outside with untried,
more expensive external hires
What
happens
to Sam’s
boss?
RETIREMENT
Sam’s career path as a specialist
means they have a leadership
breadth so are not considered
for promotion to the first rungs
of senior leadership.
There is a leadership succession
gap.
15. Nearly 9 out of 10 global HR and
business leaders (86 percent) cited
leadership as a top issue.
Yet only 6 percent of organizations
believe their leadership pipeline is
“very ready”—pointing to a
staggering capability gap.
DELOITTE
FACT
16. The result The Fat Middle
Organisations are getting blocked up
in the middle. People are not
progressing and are blocking the
progress for people below. It does
not matter how much you add below
they only rise so far then move out.
At the same time the blocked middle
does not have the new skills so more
and more senior specialists are
added. And the middle does not
have what the top needs in terms of
leadership depth, causing external
hires and further cementing the
middle in place as they have no
where to go
17. The internal talent response to date has had limited success
“Every year our talent review tells us that we have a massive succession problem, and it is as
though that is the end of the talent story. But it’s not, I want to know we are changing it!”
CMO FTSE 100 business
More activity and more talent initiatives than ever, often not integrated, supported by a
proliferation of new tools and new solutions often with a strong humanistic and L&D slant
1
2
3
A reliance on process to drive Talent outcomes. But exec teams and line managers are
questioning the value of the investment of time and energy as they are not seeing results
An increased ability to identify where the gaps are and why people are not
suitable. But less progress on showing how to fill the gap.
18. What you see and hear
when your talent system
is not aligned, integrated
and calibrated
HiPo programmes that increase peoples expectations
of progression when there are no jobs leading to your
best people who you have spent money on leaving
Grad schemes that create generalists when the
business is crying out for specialists
Leadership frameworks that do not predict leadership
success but fit the world view of the last HR director
All the money is spent on the development needs of
the top execs
Everyone says line management is not good enough,
but nothing is in place to tell line managers what they
should be doing or help them transition into the role
It is easier to find a job elsewhere than move internally
in the company
LinkedIn knows more about your people than you do
Expensive potential systems which don’t lead to action
Disproportionate investment in sophisticated recruitment
tools and processes when most jobs are internally filled
with a tap on the shoulder based on who you know
Career paths that can not deliver the experiences that
are needed for progression
Continuous urgent, expensive hiring in new skill areas
when demand is predictable and development is possible
Using out of date competency frameworks that everyone
knows is irrelevant
Performance management systems that everyone knows
neither help with performance or management
19. Too often when Talent is designed and implemented
badly it seriously damages the critical element of
Trust
Expectation mismanagement
Sense of fairness
The system is capricious
• HiPos with no where to go
• Graduates promised leadership
• Potential identification processes then nothing happens
Future prospects taken away
• Senior people and the “chosen ones” getting all the investment
• External hires when I think I could do the job
• People get jobs because of who they know
• My boss asks me to write my own performance goals and review
• There is a clear differencee between what we are taught and what is done
• Reliance on some psychometric tool no one can explain
• I can’t see how I am progressing or how I can progress
• I am not learning anything useful anymore
• Spending 10 years as a good citizen seems to count against me now
20. How can we help?
We help organisations to
see how their Talent and
their business strategy is
an inter-related system
and how the different
parts link to each other
directly and over time.
Only then can you make
the right choices that
really add value over time
21. Understand the flows and the shifts in talent demand in terms
of numbers and needs to identify the areas to focus on
Three stage approach to
get the system working
1
2 Design the talent strategy that identifies where and how
talent activities can add most value to the business strategy
3 Design the coherent talent system that deliver the value through
the integrated mix of routines, initiatives and processes
22. 22
Talent teams needs a dynamic
model that links
the growth of the business
the exit rates
the external hiring rate
the internal promotion
the need for potential
by level, region and skill clusters
which can be used to forecast
demand
We start with a base case using
the “as is” numbers. This is useful
in its own right.
We have not found a business yet
that does not have the data to do
this
Promotion opportunities
Exits
Intra functional and
intra level moves
External hires
End # Roles Vacancies
to fill
Promotion opportunities
Promotion opportunities
Exits
Intra functional and
intra level moves
External hires
End # Roles Vacancies
to fill
Promotion in
Exits
Intra functional and
intra level moves
External hires
End # Roles Vacancies
to fill
“How many new
starters am I going
to need to recruit
and induct over the
next 3 years”
“What is my
demand for Level 4
leaders over the
next 3 years”
”How many high
potentials do I need at
each level to satisfy
my expected demand
for promotions”
Level 4
Level 5
Level 6
“What % of each
level can I expect to
be promoted each
year”
23. 23
This model has to be
driven by not just the
underlying numbers, but
by carefully interrogating
the business about how
they see the challenges of
delivering the business
strategy in terms of skills,
critical experiences and
critical roles
Level6Level4Level5Level2+3Exec
“We are expecting
attrition rates to
increase at level 4
as there are very
few progression
opportunities and
lots of that level
have been in role
for 3+ years”
“We expect our
delivery teams to
have fewer but
more senior
people”
“We need to bring
in new innovation
and service delivery
skills which we just
don’t have at the
junior level”
Level6Level4Level5Level2+3Exec
Scenario 1 - Steady state Scenario 2 – Changes in
24. Level 6 Level 4Level 5 Level 2 +3 Exec
Extrapolation of future business shape by end of 2018
The process of understanding business strategy and the
challenges of delivering the strategy is based on a set of
structured interviews we have developed over time which
use some clever short cuts to get to the heart of the talent
challenge.
The focus is very much on understanding the different
functional and team contexts and using this to build an
aggregate picture which recognises their differences.
This is supplemented by looking at any relevant external
supply factors.
25. 25
Level 6 Level 4Level 5 Level 2 +3 Exec
25%
50%
70% 70%
75% 50%
30%
30%
Internal
promotions
External
hires
17% 12% 10%Exit rate
The combination of this
work gets the client to
the point where they
clearly understand
the magnitude of the
different challenges
a view of dynamic
relationships between
choices
where are the high
leverage points which
impact the whole
system
26. This insight on where you can have most impact on the system is
the foundation of designing a Talent Strategy that will deliver value
over time by linking the dynamics of the system together
Where to build and invest
Where to buy and rent
1
2
Where to cut
3
27. The insight on where you play and how you win then needs to be
designed into an aligned, integrated and calibrated Talent System
that defines how talent will deliver
Why aligned?
If it is not aligned to the
business strategy the
outcomes will not add up to
more than the sum of their
parts
Why integrated?
If the components of the
systems aren’t designed as an
integrated whole then, despite
good intentions, the parts
compete and either cancel
each other out or make things
worse
Why calibrated?
We need to know if our
investment is really adding
value. This is measurable as
both leading indicators and
value outcomes so you can see
if the design is delivering the
results
28. Extrapolation of future business shape by end of 2018
You know where to invest across the business to have the biggest
impact on getting the right people with the right skills in the right
roles
What happens when you get this right?
Your people understand the value of talent for the business and how
they fit into it, from the shop floor to the board
Trust increases, leading to higher engagement and higher productivity
Talent is no longer a process but the strategic tool it should be
29. Who we are
A niche consultancy based in London who help businesses to make sure they have the right early talent strategies and initiatives to deliver their
business strategy
Why do we think talent needs a new approach?
We believe talent is about more than senior leadership succession.
To be successful talent needs to be a conversation around how do we get the right talent at every level, how are we attracting and retaining the new
generation of specialists and how are we designing career paths that deliver what our people and the business need to succeed
Where do we come from?
We started at the graduate stage of the talent journey, helping companies of all sizes develop and deliver great graduate entry schemes. This also
gave us a strong insight into what needed to happen at the levels above, the expectations of people joining business’s today and what career paths
look like in the middle of the organisation
Over the last 5 years we have worked with a range of large international players to help them improve their end to end talent approach and to grow
more of the Talent that they need to succeed.
THE GREENHOUSE PROJECT
30. In the last 14 years we have helped over 25 leading companies develop
and deliver core components of the Early in Career Talent strategy and
their core Talent strategy
Here are some recent clients we have worked with
We led the design, development and
delivery of a new European Graduate
programme and new Digital programme
We analysed, developed and
rolled out a new vision & set of
workshops for their global
Graduate programme
We analysed and created a new
vision for their Supply Chain and
Commercial global Early in Career
talent segment
We analysed, developed and created
the group Talent vision and strategy
for both Boots UK and their Global
Brands business
We designed and delivered key
workshops and personal
learning interactions for the
Graduate programme
We analysed and created a new
Early in Career talent strategy
for their new Graduate
programme
We designed a new and
challenging approach to develop
Retail Graduate Talent and
supporting measurement
We led the design of the Global
Early in Career Talent strategy