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
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
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.
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
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.
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
Have you ever had to coach a struggling employee only to find yourself struggling to provide them with meaningful feedback? You're not alone. While most nonprofit leaders recognize the importance of effective performance management, many are uncertain about how best to provide support. Consistent coaching and feedback is essential to maintaining a high performing culture and ensures that employee development remains firmly aligned with an organization's mission and culture.
Join the Cornerstone OnDemand Foundation and Gayle Loving, Practice Leader of Business Consulting, for this special presentation on Coaching and Performance Feedback for Nonprofit Leaders.
Viewers will learn:
• How to effectively integrate coaching and feedback into your performance evaluation process
• Best practices for providing meaningful and useful feedback and coaching to address performance issues
• How to work with your management team to ensure coaching is included in the performance evaluation process
Watch the recording at http://www.cornerstoneondemand.org/resources?type=2.
HR Summit and Expo Africa 2015 - Assessments for high performance workforceThe HR Observer
Presentation by Samantha Carr, Assessment and Business Development Consultant, MAC Assessment & Development.
Scientific and rigorous assessments have been shown to increase productivity significantly, reduce costs and grow the bottom line. Join this session to will learn how to conduct effective job analysis, structured interviews and leverage the best assessment methods for organisational excellence.
How to Unlock the Hidden Value in Your Emerging Leaders | Webinar 12.23.15BizLibrary
In this program, Chris Osborn of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
Succession Planning and the Development of Your High Potentials | Webinar 08....BizLibrary
In this webinar we will discuss emerging thought leadership on the organizational and employee perspective on succession planning. We'll provide practical suggestions for development your own high potential employees.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
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.
5 Ways to Unlock the Hidden Value in Your Emerging Leaders BizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
- 5 best practices to unlock the hidden value in your emerging leaders
- The business impact of investing in your current talent
- How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
Similar to Talent management 4.0 - An innovative approach to a changing workforce (20)
learn how to rewire your brain, understand the thinking, beliefs, and habits that enable you to move through stress, overwhelm and anxiety and become the best version of yourself.
Build the HR capabilities to manage, map and match people to the organisation in a fast and fluid way. Enhance and manage performance to build and sustain and business transformation. Mobilise and enable employees to master new skills faster than ever before. Learn how to design future and transitional structures, capabilities, leadership, talent and culture for a sustainable competitive advantage.
Old business and people engagement models are no longer relevant. By applying the neuroscience and bio-chemistry of learning, change, stress, resilience and peak performance, we can accelerate learning and unleash potential, creativity, focus, energy and enhanced performance.
We need blended organisational structures, capabilities, leadership, talent and culture for a sustainable competitive advantage. We need collaboration across boundaries, innovation, agility, digital enablement, culture engagement and strategic and embedded change management. We need leaders and HC to design, drive and enable organisational responsiveness.
We need people who are intensely curious, originally creative, courageously committed, consciously choosing, critical thinkers, trust-building collaborators, change navigators
and generous community contributors.
We explore how to use the latest brain and behavioural science to rapidly build the mindsets and habits required across these 8 capabilities.
Why your organisation's future demands a new kind of HR
How do you adopt an operating model of the future to upgrade the HR function’s strategy and management and help them achieve their goals of agility, customer centricity and operational efficiency?
Before the current pandemic, changing technologies and new ways of working were already disrupting jobs and the skills employees need to do them. Unpack how your organisation can meet this challenge in relation to your current talent strategy.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
3. 80% of CEO’s globally believe the biggest
challenge their organization faces in meeting their
strategic objectives is having a sufficiently agile
workforce.
4. Top Human Capital risks
Source: Mercer Global Talent Trends 2019
Excessive time
to fill positions
Low or
declining
employee
engagement
Inadequate
diversity
Thin leadership
pipeline
Ineffective
hiring decisions
Slow
decision-
making
Lagging
productivity
8. THE BIG DATA REVOLUTION –
CHANGING EXPECTATION FOR HR LEADERS
• HR professionals spend 11 hours a week creating reports.
• Competitive advantage for any HR team: the art to mine data,
identifying relationships, patterns, hypothesis and testing them
• HR needs to be agile in harnessing big data for business
performance and results.
What HR Managers do
What HR Managers should do
Talk about human capital in business terms
Use data and analytics to help make workforce decisions
78
69
34
70
Use an accurate and complete view of workforce costs to evaluate decisions
33
31
9. ORGANISATIONS WHO MAKE USE OF CUTTING-EDGE
HR ANALYTICS HAVE A 79% GREATER RETURN ON EQUITY
QUANTIFIED ORGANIZATION
Better BI Process Maturity
More Manager Access toAnalytics
More Categories of Metrics
More Data Sources
BI ProcessMaturity
3.2
Effective
Managers with BI access
74%
Metrics categories Tracked
4.2
BI Sources
4.8
BI Sources
2.4
Managers with BI access
20%
Metrics categories Tracked
2.8
BI ProcessMaturity
1.8
Efficient
NOT QUANTIFIED
10. TALENT DATA ANALYTICS
• Create pools of on-demand talent that
can be tracked and tapped into at any
time
• See key risk areas in your teams with
advanced warnings that action might be
required
• Helps leaders to think internal first and tap
into talent that they may not have
considered previously
11. FUTURE DRIVEN ANALYSIS USING AI & MACHINE LEARNING
• Arrange your data to train algorithms, feed analytics and power AI
• How will you predict behavior (e.g. who will leave the business?
• Who will be in conflict? Who will perform best in the financial
year? Who will gain most from a new project challenge?)
• Powerful tool to predict future needs
12. Evolution of Talent: 3.0 – 4.0
PLAN
• Strategy, philosophy & principles
Business case
• Process & calendar
• Workforce planning and
segmentation
• Succession planning
Evolving thinking
Agile organisation design … teams … HR
Plan for capabilities vs plan for roles
Rapid re-alignment capability
Questions
• Do we know what the organisation of the
future will look like?
• How do you plan for roles and skills that may
not exist yet?
• How do we enable the gig economy – and
align to culture, EVP and brand?
• Levels of work, performance standards, roles
and jobs architecture - still relevant?
• How do we manage different needs and
levels of maturity – fit for purpose
• Clarity, consistency, equity vs constraint to
flexibility, innovation and playing to strengths
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology
13. Globally, up to 375 million workers need to switch
occupational categories and learn new skills
Nr of workers needing to move out of current occupational category to go find work (2016-2030)
Up to 375 million workers (14% of all workers affected) by 2030
Source: McKinsey future of jobs report
17. Performance management 4.0
In 2018, 76% of companies were in the process of reinventing their performance management
process
Research (Korn Ferry, Bersin & Deloitte, Mercer, ATD) shows that traditional performance
management:
• Is highly ineffective (does not improve actual employee performance)
• Is not trusted by executives or employees to deliver business value
• is damaging employee engagement, alienating high performers, and costing managers
valuable time.
• Majority of rated top performers were not actually the most valuable to the company
Leading organizations are scrapping the annual evaluation cycle and replacing it with ongoing
feedback and coaching designed to promote continuous employee development. (e.g Deloitte,
FedEx, Adobe, Zappos, Microsoft, IBM, Unilever, Netflix)
The purpose of performance management has changed:
Traditional: comparison assessment –
put people in 9 box grid, decide who
should get biggest bonus, who was
ready for promotion etc.
Now: the main focus is growth and
development. Research showed lowest
performing companies were 50% more likely to
say their performance process was focused on
compensation and promotion
18. The changed focus of performance management
In the past Evolving to …
Annual appraisal and ratings Continuous feedback and coaching
Forced ranking No forced ranking
Annual goals and objectives that are rigid
and unclear
Quarterly goal setting with flexible goals that are clear and simple
(OKR)
Annual talent reviews by team (feedback
once a year)
Continuous talent reviews by peers and manager (frequent
feedback)
Development as afterthought
Development as core, manager rewarded for talent production
not talent hoarding
Focus on growth Focus on delivery
Recognition by manager Recognition by manager, peers, team leaders
Career plan for promotion and HiPo’s Career plan for everybody, open movement and mobility
Focus on moving up or out Focus on moving across, down, up, around (internal mobility)
Compensation based on ratings
Compensation based on performance, growth, market demand
for position, customer impact
Bell-curve distribution of raises and financial
returns
High performers receive higher level of compensation than
median and middle
Individual focus
Companies that include team, project or company objectives in
their process far outperform those that focus only on individuals
Manager training: disciplinary process,
accountability and judgement
Manager training: giving good feedback and coaching
19. Relying on a new science
• Mindsets: Encourage Growth vs
fixed mindset (Dweck)
• Neuroscience: Minimize threat,
maximise reward - SCARF model.
• Positive psychology: positive
encouragement is 3 x more
impactful. Use terms such as not yet
• Coaching to facilitate insight: Allow
solution to appear from the
subconscious using powerful
questions, reflection, mindfulness
20. Evolution of Talent: 3.0 – 4.0
PERFORM
• Performance philosophy
• Performance standards
• Role profiles
• Performance contracts
• Link to reward
Evolving thinking
Strategic alignment, agile goals, check-ins,
focus on development, multiple feedback
and recognition sources, career mobility, key
person/mentor/manager as chief engager,
measured on talent value, compensation on
talent value
Questions
• How do we reinvent performance
management that is agile, relevant,
developmental, brain friendly, strategically
aligned AND holds people accountable, plays
to strengths, focuses on positive affirmations
and informs relative reward?
• How do we balance clarity, fairness and
reward for performance with freedom to
innovate and adapt quickly?
• How do we balance time vs employee
experience OR clarity and accountability vs
free-loaders
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology
21. Unintended outcomes – no ratings
1. Manager conversation quality declines by 14% because managers struggle
to explain to employees how they performed in the past and what steps to
take to improve future performance.
2. Time spent on informal conversations decrease by 10 hours because
managers do save time, but don’t shift that time to ongoing, informal
performance conversations
3. Top performers are less satisfied (by 8%) with pay differentiation, because
managers have trouble explaining how pay decisions are made and linked
to individual contributions
4. Employee engagement drops by 6% because managers are unable to do
the very things that are proven to engage employees – setting expectations,
holding clear performance and development conversations, and providing
appropriate rewards and recognition.
22. Manage performance on a continuum
• Formal performance
management
• Focus on
measurement and
historical ratings
• Rated by manager
• No formal
performance
management
• Informal conversations
with leaders
• Agile performance
management
• Linked to projects or
work packets
• Rated by team or
squad leader
EITHER
OR?
BOTH
AND?
WHY??
Time Costs: HR and managers spend way too much time on
them that could be well spent elsewhere.
ROI: Companies are not seeing them have enough of a
positive impact on performance.
Morale: Lack of capability for crucial conversations means
PM reviews can end up causing more harm than good.
23. Group discussion
• Formal performance
management
• Focus on
measurement and
historical ratings
• Rated by manager
• No formal
performance
management
• Informal conversations
with leaders
• Agile performance
management
• Linked to projects or
work packets
• Rated by team or
squad leader
EITHER
OR?
BOTH
AND?
Questions
1. Where are we as an organisation on this continuum
2. Where do we need shift from and to
3. What is one thing that I can do to influence this
25. Using AI to bring “intelligence” to the talent
acquisition process
• Highest performing companies are 90% more
likely to use “non-resume” factors in selection
• We’re seeing an increase in the need for
personal communication skills, divergent
thinking and learning agility – none of which
can be assessed through traditional selection
interviews
• Enter:
• Volume based AI/ predictive assessments
(Assessfirst, Pymetrics etc.)
• Video interviewing (Hirevue, Talegent etc.)
• Gamified assessments and simulations
(Zyvo, Cut-e, Revelian etc.)
26. PREDICTIVE ANALYTICS (THE MOVE AWAY FROM
NORM GROUPS)
• AI-driven predictive models
• This provides reliable indicators
about an individual’s capacity to
succeed and to thrive over the
long term
• Using AI to identify the best person
for the (very specific) job
27. Evolution of Talent: 3.0 – 4.0
IDENTIFY
• Levels of work
Competency standards
Segmentation
Identification of potential
• Assessment
• Talent pools
Evolving thinking
Shifting definitions of potential
Talent readiness & capabilities vs role succession
Personalisation vs segmentation (both)
Expansion of talent – internal, external, gig
Gamified assessment - employee experience
Enabling recognition of talent at all levels
Talent data validity – manager, person, assessments
Just in time updates of data
Questions
• How do we assess for potential in a way that is
fast, friendly, fun (mobile, gamified) AND
credible?
• Which attributes or skills will enable success
regardless of the environment or role?
• How do we attract and access the talent of
the contractors in the gig economy?
• How do we look broader and deeper to find
the talent gems that have been overlooked
before through poor education or opportunity
but that have the potential to shine?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology
31. Group discussion
Questions
1. Where are we as an organisation in terms of identifying and
segmenting talent
2. Where do we need shift from and to
3. What is one thing that I can do to influence this
33. GAMIFIED ASSESSMENTS
• Powerful way of enhancing
engagement in the recruitment process
and selling your unique EVP for
potential talent as a innovative
employer
• Especially useful for graduate talent
& tech talent
• Especially useful to assess neuro-cognitive
capabilities as well as response under
pressure (agility, resilience, adaptability,
problem solving etc.)
34. VIRTUAL REALITY & SIMULATIONS
• Gauge the behavioral & cognitive
fit of candidates in real-life
simulations
• Built on spatial data structures and
the latest academic research in
the fields of neuroscience,
psychology and machine learning
• Monitors candidate output
collecting thousands of data
sources
• Apply deep learning methodologies
to classify structured data into
essential insights for recruiters( eg
personality traits, cognitive and
managerial skills etc.)
35. Evolution of Talent: 3.0 – 4.0
FIND
• Strategic sourcing
• Head hunting
• Staff incentives to recruit
• Attraction and EVP
• External talent pipelines
(alumni)
• On-boarding
Evolving thinking
Differentiated and personalize EVP – Comm Bank
Talent mapping external talent pipelines (alumni/Gig
economy/outsource)
Social sourcing
AI and gamification in filtering top candidates
Questions
• How can we utilise sourcing technologies,
social media and search algorithms in an
appropriate and ethical manner? Data
validity and bias?
• How deep and wide do we invest in building
our future pipelines of critical skills?
• Does it help to communicate an EVP promise
… when the reality is often different and
individual?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology
36. VOLUME SCREENING & AI-ENABLED PREDICTION
• AI analysis of success profiles
• Volume screening of candidates
using assessments
• Automatic ranking of candidates
against success profile
• Assists recruiter to make objective
decisions about best-fit candidates
38. LATEST TECHNOLOGY TRENDS:
THE AGE OF VIDEO
• 87% of millennials cite access to professional development and
career growth as the most important factor in a job
• Video will be responsible for 80 percent of the Internet traffic
around the world by 2020
• This places video at the heart of modern eLearning strategies
since 90% of information transmitted to the brain is visual, and
visuals are processed 60,000X faster in the brain than text.
• Studies have also shown that viewers reported retaining 95% of
a message when they watch it in a video compared to 10%
when reading it in text.
39. LATEST TECHNOLOGY TRENDS:
SOCIAL LEARNING
• Utilizing the power of technology to
create platforms
• Allow people to share content,
experiences, thoughts, discuss topics
and collaborate
• Learning Management Systems with
Social Learning and Knowledge
Collaboration tools like Discussion
Forums, Communities, Blog, Twitter
etc. will be the stars in the coming
years.
40. LATEST TECHNOLOGY TRENDS:
MICRO LEARNING
• We have devolved from a 12 second average attention span
in the year 2000 to an 8 second average attention span in
2015.
• It just makes more sense to deliver content to learners as small
chunks of information rather than huge chunks of data.
• By providing learning in small,
specific bursts of learning, it has
been proven to improve the
“Sticking Factor” of the learning by
a factor of 10
• Micro learning also offers
advantages to the organisation as
it decreases the time learners are
away from their jobs while
attending training
41. LATEST TECHNOLOGY TRENDS:
ADAPTIVE LEARNING
• Employees don’t want to wait for the company
to send them on training – they want to learn all
the time and want to control how and when
they learn
• Modern learning systems can now essentially
learn the way people learn, and adapt learning
material to each learner.
• As you go through a course, the learning
technologies in place track which elements of
the course you work well with, and which ones
are more challenging, so that it can adjust the
course path and course materials based on
your performance.
42. TRAINING GAMES
• Engaging training games that improve comprehension, engagement and
changes behavior.
• Each game is designed to marry learning with game play.
• Used for: new-employee on-boarding, sales and product training, leadership
development, safety, security, compliance, systems & processes, customer
service, and many other training topics.
43. Evolution of Talent: 3.0 – 4.0
DEVELOP
• Talent pool management
Accelerated talent programs -
elite
Deployment/mobility options
Planned learning
• Coaching & mentoring
• Succession management
Evolving thinking
• FROM: a transactional, siloed, controlled,
reactive, face-to-face, prescriptive, unquantified
impact learning function (with pockets of
excellence)
• TO: an agile, digitally enabled, collaborative and
facilitated learner driven experience that focuses
on performance and impact at scale
Questions
• To what extent can you accelerate
development when it takes time and
experience to learn the really important
leadership lessons?
• How can we provide access to learning,
equip learners to be self-directed and build
leadership capability to encourage and
support continuous learning?
• How do we address the social aspect of
learning in a busy digital world?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology
44. Learning Design Principles
Real-life, real-work challenges
Self-driven, personalised learning
journeys
Learning readiness
Leadership DNA
Learning culture
Commitment and accountability
Collaboration and co-creation
Challenge comfort zones
Accelerated learning design
Optimal mix of activities
Digital learning
Access to learning
45. Skills or identity shifts required
Curious
Creative
Courage
Conscious
Critical thinker
Collaborative
Change influencer
Contributor
CHOICE
From indifferent spectator…
To curious explorer
From cautious dreamer …
To possibility connector
From passive hitch hiker …
To maze navigator
From status consumer …
To community builder
From independent competitor
… To trust cultivator
From default thinker …
To meaning maker
From controlled critic …
To courageous adventurer
From distracted operator …
To wise discerner
47. The move from talent management to talent
experience
Move away from end-to-end talent management systems (designed for HR) to platforms
that help employees manage their own talent experience
What employees want:
• Assess their skills, and take training to grow &
develop
• Find cool projects that will help them grow/
progress their career
• Understand what they need to do to get
promoted to the job they really want and
apply when they’re ready
• Share their goals and aspirations with their
managers and team
• Get feedback from others on how they’re
performing
• Give feedback to their managers and peers
What HR wants:
• Aggregate talent needs and plans to
determine budget needs
• Data analytics (risk, planning, decision-
making)
• Process tracking
• Record keeping (job levels, benefits,
performance scores etc.)
• Integration with entire HR value chain
49. LATEST TECHNOLOGY TRENDS: CAREER
PATHING FOUSED ON EMPLOYEE
EXPERIENCE
• Employees want to manage their own
careers and volunteer for gigs or
assignments to develop their skills and
broaden their careers
• Companies with best-in-class career
development practices see 3x more
revenue per employee and up to 50%
reduction in employee churn.
• Use the aspirations, talents, skills, and
interests, of your employees and
match them to career path
opportunities within the business.
• Powerful gap analysis enables
employees to clearly see what skills
they currently have and the areas
they need to
50. Focus on employee experience
(source: Bersin by Deloitte)
1
Reimagine
your
organisation
as an
institution
with
citizenship &
purpose
2
Listen to your
employees
and
stakeholders
at all levels
3
Reinvent
your HR
practices –
focused on
teams, agility
and inclusion
4
Adopt a
growth
mindset and
enable every
employee at
any age to
grow
5
Act local,
empowering
managemen
t to do what’s
right in every
community
51. Evolution of Talent: 3.0 – 4.0
RETAIN
5 greats:
• Great Company
• Great Rewards
• Great Leaders
• Great Culture
• Great Careers
Evolving thinking
• Employee experience
• Integrated and life stage flex
• Design thinking – personas (personalization)
• Social recognition and rewards
• Purpose, contribution, flexibility
Questions
• How can we use design thinking to develop
retention strategies focused on the
“user/talent experience”?
• Reward is just a hygiene factor. How can we
utilise the other aspects of retention such as a
great reputation, an enabling, inclusive
culture, inspirational leaders and challenging
roles to really keep people interested,
motivated and engaged?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology
52. Evolution of Talent: 3.0 – 4.0
REVIEW & MANAGE
• Strategic Talent Review
• Talent Data
• Accountability
Capability
• Technology
Evolving thinking
• Systems enablement
• Data and trend analysis
• Self-driven data with validation
• Leaders accountable for talent value
• Talent risk response strategies
• Integrated talent management
Questions
• How can we utilise technologies to review
talent continuously without the annual
strategic talent review that requires loads of
time and attention
• How do we still get the leadership attention on
talent risks and decision (not becoming an HR
data and numbers exercise)?
• Is there a future Facebook for talent?
Plan
Identify
Perform
Develop
Retain
Find
Review
Manage
Analytics
Risks & responses
Accountability
Capability
Technology
54. Contact
us
Lome Koekemoer
Head of People Development
+27 82 453 8132
lome@yellowseed.co.za
Debbie Craig
CEO of Catalyst Consulting
+27 82 872 5429
debbie@catalystconsulting.co.za