The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
Hiring to Win: Secrets to Sourcing and Selecting Top TalentHuman Capital Media
Savvy organizations know top talent is a critical driver of their ability to succeed. But at the same time, more and more top performing companies are concerned about talent shortages. They realize their ability to locate and land top talent will be a competitive differentiator in the years to come. What is your plan to win this war for talent?
Join Mollie Lombardi, research director for Aberdeen's human capital management practice, as she reveals findings from her 2011 study of talent acquisition strategies to help your company source, select and put to work the top talent that will power organizational results.
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
Hiring to Win: Secrets to Sourcing and Selecting Top TalentHuman Capital Media
Savvy organizations know top talent is a critical driver of their ability to succeed. But at the same time, more and more top performing companies are concerned about talent shortages. They realize their ability to locate and land top talent will be a competitive differentiator in the years to come. What is your plan to win this war for talent?
Join Mollie Lombardi, research director for Aberdeen's human capital management practice, as she reveals findings from her 2011 study of talent acquisition strategies to help your company source, select and put to work the top talent that will power organizational results.
The turbulent economy of the past 18-months has impacted the profitability, productivity and potentially future growth of many companies. At Profitiviti, we can help. We have a powerful, proven analytics framework to help optimize business faster, cheaper and more accurately than ever before. Take a look and let us know if you are interested in more discussion. All the best.
Steve
info@profitiviti.com
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s WorkforceHuman Capital Media
Do you know the skills and types of workers you need for tomorrow? How do you decide if you should hire a contract worker, transition a baby boomer to part time or hire a new employee? Join Stacia Garr, senior analyst with Bersin & Associates, for her discussion of the tools organizations can use to more effectively identify talent needs, how organizations use that information to develop a strategy to fill talent gaps and the benefits and drawbacks of different talent sources necessary to execute that strategy.
After attending this session, listeners will understand the value of workforce analytics in mapping talent needs to organizational strategy and objectives and specific approaches to doing this effectively. You will know the risks and rewards of build, buy and lease talent strategies and have examples of how to do each effectively.
In the following PPT you can observe the types of intelligence, as well as abilities and how to improve, also the professional profiles.
This PPT help you recognize waht kind of intelligence you have. Come on see it!
Kualitas presentasi yang standar dan tidak menarik desebabkan oleh rendahnya pengetahuan karyawan dalam mewarnai presentasi. Disisi lain, kurangnya penguasaan teknik dan sistematika pemikiran presentasi juga dapat memberikan pengaruh pada presentasi yang datar. Tetapi, faktor paling penting adalah ketidakpercayaan diri karyawan yang berpengaruh secara langsung pada berbagai faktor lain. Ketidakpercayaan diri merupakan representasi dari tingginya hambatan metal dan pikir seseorang yang apabila tidak diperbaiki akan merusak perfomansi presentasi walaupun pada dasarnya orang tersebut sudah menguasai pengetahuan dan teknik untuk presentasi yang memikat.
The turbulent economy of the past 18-months has impacted the profitability, productivity and potentially future growth of many companies. At Profitiviti, we can help. We have a powerful, proven analytics framework to help optimize business faster, cheaper and more accurately than ever before. Take a look and let us know if you are interested in more discussion. All the best.
Steve
info@profitiviti.com
Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s WorkforceHuman Capital Media
Do you know the skills and types of workers you need for tomorrow? How do you decide if you should hire a contract worker, transition a baby boomer to part time or hire a new employee? Join Stacia Garr, senior analyst with Bersin & Associates, for her discussion of the tools organizations can use to more effectively identify talent needs, how organizations use that information to develop a strategy to fill talent gaps and the benefits and drawbacks of different talent sources necessary to execute that strategy.
After attending this session, listeners will understand the value of workforce analytics in mapping talent needs to organizational strategy and objectives and specific approaches to doing this effectively. You will know the risks and rewards of build, buy and lease talent strategies and have examples of how to do each effectively.
In the following PPT you can observe the types of intelligence, as well as abilities and how to improve, also the professional profiles.
This PPT help you recognize waht kind of intelligence you have. Come on see it!
Kualitas presentasi yang standar dan tidak menarik desebabkan oleh rendahnya pengetahuan karyawan dalam mewarnai presentasi. Disisi lain, kurangnya penguasaan teknik dan sistematika pemikiran presentasi juga dapat memberikan pengaruh pada presentasi yang datar. Tetapi, faktor paling penting adalah ketidakpercayaan diri karyawan yang berpengaruh secara langsung pada berbagai faktor lain. Ketidakpercayaan diri merupakan representasi dari tingginya hambatan metal dan pikir seseorang yang apabila tidak diperbaiki akan merusak perfomansi presentasi walaupun pada dasarnya orang tersebut sudah menguasai pengetahuan dan teknik untuk presentasi yang memikat.
How to Pass IQ and Aptitude Tests: Practice Sample Questions and Answers with...How2become Ltd
Learn how to pass IQ and Aptitude Tests with ease with How2become. This presentation details the types of Aptitude tests you may come across and how to answer them. Full of expert tips and advice from the UK's leading careers specialist website. For 100s of free aptitude tests, try out our online psychometric tests here: http://www.mypsychometrictests.com/
A presentation that examines the following intelligence theories:
Multiple Intelligences by Gardner
Practical Intelligence by Sternberg
Emotional Intelligence by Goleman
Cultural impact on these theories
Test produces similar results when given at two points in time. Two versions of the same test produce similar results. Different parts of the same test produce similar results.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
Leadership Impacts the Bottom Line...Is leadership development a key componen...Arseth Insights
Strong leadership is a strategic imperative in today's competitive market place. What critical skills are emerging in this new environment and how do you develop them?
Arseth Insights is an executive coaching firm offering executive leadership coaching and leadership development services.
Hiring is broken. Turnover and retention haven’t improved in over 30 years.
In particular, there are 6.5 million small businesses (with payroll) in North America, spending $60 billion on hiring … But most small businesses still don't know how to find the best job candidates, or how to hire accurately and legally. They waste a lot of time guessing – and about half of the time, they make mistakes that really damage their business.
Similar to Talent Intelligence: Using Measurement to Better Manage the Workforce and HR - IHRIM Affinity Group (20)
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/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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).
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
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
2. About Knowledge Infusion
Founded in 2004 by Jason Averbook and Heidi Spirgi
History
Leader in HCM and talent management consulting and
advisory services
Total Employees Approximately 35, Across North America
Headquarters & Offices Minneapolis, MN; Offices throughout US
Target Markets Fortune 2000, Mid-market, Public Sector
Number of Customers Over 200
Areas of Expertise HCM and talent management, portals and self-service,
performance, succession, recruitment, learning &
development, talent/workforce planning, analytics,
collaborative technologies
Nordstrom, MetLife, Yahoo!, Turner Broadcasting, Intuit,
Notable Customers
Safeway, Luxottica, Health Net, AAA, Target, US Postal
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3. Agenda
•HR’s Role in Decision Support
•Talent Intelligence: Better
Management of the Workforce
and HR
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4. HR’S ROLE IN DECISION
SUPPORT
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8. quot;Think, Blink or Sleep on It? The Impact of Modes of Thought on
Complex Decision Making,quot; University of New South Wales and the
University of Essex in England, 2008
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10. 2009 HR Needs
Balance of People Management with Lower Cost-to-Serve
What is the role of talent in supporting both short-term
and long-term business goals?
Surviving in the Short-term Planning for the Long-Term
• Short-term Goals • Long-term Goals
• cut costs • grow mindshare/walletshare
• Role of Talent • enter new markets
• provide products • improve operational efficiencies
• execute • Role of Talent
• focus on efficiency • provide products
• execute
• develop and position for growth
• innovate new products and
services
• grow new markets
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11. Key Statistics from New EIU Study
(% Who Agree)
Slowdown presents an opportunity to
59%
streamline by eliminating reduncancy
Becoming increasingly difficult to recruit
53%
and retain talented employees
Will improve training and development in
47%
the next 12 months to retain employees
Expect the organization will actively target
42%
employees made redundant elsewhere
Redeployment of talent will be important
36%
part of recruiting strategy over next 3 years
0% 10% 20% 30% 40% 50% 60% 70%
N = 484 Senior HR and Non-HR Executives
Source: Economist Intelligence Unit, StepStone, 2009
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12. Metrics Not Heavily Utilized
Metrics exist to measure and model
effective workforce management and 35%
deployment decisions
The organization accurately forecasts the
demand for labor (size and skills) over 40%
various time periods
Metrics are used to provide input into
49%
strategic workforce planning decisions
0% 10% 20% 30% 40% 50% 60%
Source: Integrated Talent Management, Part 1 - Understanding the
Opportunities for Success, IBM, HCI, 2008
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13. Why Doesn’t HR Measure?
• “We are not very sophisticated, with no regular metrics in place.
And I don’t think the staff would know what to do with metrics [if
they had them].”
• Talent Management Director
• “In terms of tracking metrics, we don’t do well at all. It’s ad hoc,
manual and burdensome. We have several systems. No two of
them are integrated.”
• HRIT Director
• “We need better metrics, particularly for ID’ing & retaining Hi-Po’s.”
• Manager of Leadership and Succession
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15. Defining Talent Intelligence
The management of workforce and business information to drive
better business decisions in support of organizational goals.
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16. What is a MEASURE? A METRIC?
ANALYTIC? KPI?
• Measure: Single data point indicating the timing or order of
magnitude of a transaction or process.
• Example: Date of hire
• Metric: Meaningful information, derived from data, that
answers a basic question about a process(s) or event(s)
• Example: Number of new hires in 2008
• Analytic: Actionable information that enables business
leaders to arrive at a realistic and/ or optimal decision based
on relationships among metrics and/or measures
• Example: Total cost of undesirable turnover amongst the class of 2008
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17. Intelligence Framework: Types of Metrics & Analytics
Talent Workforce &
People Corporate
HR Strategic
HR
Management Organizational
Departmental Scorecard
Pillars & KPIs
Operations Effectiveness Performance
Metrics
Examples: Examples: Examples:
- Attraction
- Time-to-Hire - Dollars Booked
- Retention
- HR-Staff -per-FTE - # of Deals Assigned
- Bench Strength
- Training Hours -per-FTE - Customer Service
- Mobility
- % On-Time Perf Reviews - # of Errors / 1,000
- Diversity - Average Issue Resolution Time
- HR Cost Revenue Percentage
Analytics
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Joint Accountability
HR Stakeholders Accountable Non -HR Stakeholders Accountable
again. If the red x still appears, y ou may hav e to delete the image and then insert it again.
Data
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18. Analytics that Span Categories
• Dollars booked per advisor
• Impact of billable utilization rate on company profitability
• Cost per vacancy
• New-hire time-to-productivity
• Revenue per total workforce spend
• Level 3 and Level 4 training analytics
• Total cost of ‘Hi-Po / Hi-Per’ voluntary turnover
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19. Application: Metrics & Analytics in Tough Times
Question Examples of Data, Metrics & Analytics
Where can we afford to E.g., Headcount, total compensation, cost of
reduce staff levels? voluntary turnover packages, productivity
measures
Where can we NOT afford E.g., Employee productivity, skills & competencies
to reduce staff levels? data, average manager span of control, average
total compensation across geographies, position
vacancy rate in ‘key’ or ‘critical’ roles
How do we ensure the E.g., percentage of promotable employees in key
organization is able to talent pools, relative compensation, flight risk,
thrive when the economy development plans, development actions and
recovers? Who will lead Kirkpatrick measures
us?
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20. 20
People, Process and Technology
40 – 40 - 20
PEOPLE
PROCESS
TECHNOLOGY
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21. Know Who and What You Have
• Obtain visibility into talent that exists within the
enterprise
• HIPOs, Leaders, Top Performers
In turbulent times more than any
other, there is not only the
• Knowledge, skills, abilities, interests
opportunity, but the need for HR
• Standardize talent review processes to provide leadership to the
business. The ability to attract
• Ask: and retain workers when times
are tough really requires leaders
• Do we have the talent we need? to be at their best.
• Can we mobilize it?
Dave Gartenberg, HR Director
at Microsoft UK
• Can we develop it?
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22. Case Study: Inventorying Internal Talent Supply
• Global Property & Casualty Insurer
transitioning from COE to Geo org structure
• Goal: Inventory talent and enable global
mobility
• Skills, knowledge, prior experience/jobs, career
preferences, relo preferences, languages
• Leveraging core HR system and pieces of
Talent Management suite
• HR and managers able to access data on
internal talent, support business decisions
• Building on success with mobility to better
manage talent in terms of development and
retention
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23. Single View of the Employee/Contractor/Candidate
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24. Single View of the Team
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25. Single View of the Organization (Select Metrics)
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29. Summary
• Think, blink or sleep on it: Data, metrics and analytics help
make tough decisions smart decisions
• Good storytelling also helps; Numbers only part of the picture
• Talent metrics are business metrics
• HR & TM data support business decisions
• Ensure short-term gains do not lead to long-term losses
• Ensure adequate supply of talent, particularly for critical roles
• Talent management is much more effective when
accompanied by an intelligence strategy and capability
• Talent intelligence comprises people, process, technology
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30. Talent Intelligence Check-List
Identify client stakeholders with tough decisions to
make.
Beg, borrow and steal analytic competencies.
Keep HR and non-HR stakeholders appropriately
engaged.
Standardize metrics and analytics definitions and
data sources.
Pick the most cost-effective tools for delivering metrics
and analytics to the stakeholders who need them –
new or existing.
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31. Wrap-Up
Questions and Discussion
Mike.Brennan@KnowledgeInfusion.com
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32. Continue the Conversation
• http://www.knowledgeinfusion.com/coe/groups/talent-intelligence
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