Talent management involves processes to increase value from human capital, including goal alignment, candidate selection, performance management, employee development, and rewards. It aims to have a workforce that is suitable, engaged, flexible, productive. Good talent management involves ownership across levels, business objectives guiding the system, measuring results in business terms, hiring the right people and helping them advance. Effective talent management identifies key roles, assesses talent management skills, measures the right things, and provides process-wide feedback. It focuses on aligning people to motivating work, providing coaching/mentoring, and developing critical skills. Talent acquisition moves beyond filling roles to proactively building needed skillsets, and retaining top performers who may not be actively looking
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
Categories in employee engagement
Engaged
Not engaged
Actively disengaged
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Aon Hewitt’s Engagement Model-
Aon Hewitt’s employee engagement research represents a variety of companies, industries, and geographic regions throughout countries in Asia-Pacific, Europe, Latin America, and North America. Research has shown that there are 21 areas, shown in the following diagram, known as “Engagement Drivers,” that can potentially drive people’s engagement.The Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance.
http://www.gallup.com/topic/employee_engagement.aspx
Every organization in the world is facing the issues of developing & retaining the talent. Talent Management is itself is the huge and ambiguous area in HR. Every CEO, HR professional have different understanding about Talent Management. It is like the story of blinds and elephant where each blind perceives the elephant differently. Talent Management is itself is a puzzle where you need to solve it with holistic but practical approach.
There are some research which shows that if organizations have solid talent management processes and practices, it has higher positive impact on the business.
Hence to understand Talent Management better following things are important to understand firsts,
1) What is talent?
2) What is the TM process?
3) When TM is effective?
4) What are the different TM models?
This presentation will give the answers of above...
competency mapping is one of the least discussed topic of human resources even though it has its own importance and value in each sector. so here I discussed what exactly competency mapping is and few other aspects of it.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
Categories in employee engagement
Engaged
Not engaged
Actively disengaged
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Aon Hewitt’s Engagement Model-
Aon Hewitt’s employee engagement research represents a variety of companies, industries, and geographic regions throughout countries in Asia-Pacific, Europe, Latin America, and North America. Research has shown that there are 21 areas, shown in the following diagram, known as “Engagement Drivers,” that can potentially drive people’s engagement.The Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance.
http://www.gallup.com/topic/employee_engagement.aspx
Every organization in the world is facing the issues of developing & retaining the talent. Talent Management is itself is the huge and ambiguous area in HR. Every CEO, HR professional have different understanding about Talent Management. It is like the story of blinds and elephant where each blind perceives the elephant differently. Talent Management is itself is a puzzle where you need to solve it with holistic but practical approach.
There are some research which shows that if organizations have solid talent management processes and practices, it has higher positive impact on the business.
Hence to understand Talent Management better following things are important to understand firsts,
1) What is talent?
2) What is the TM process?
3) When TM is effective?
4) What are the different TM models?
This presentation will give the answers of above...
competency mapping is one of the least discussed topic of human resources even though it has its own importance and value in each sector. so here I discussed what exactly competency mapping is and few other aspects of it.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Research married n unmarried parent hoodMyWritings
Information shared by M.Ali Lahore for the benefits of society. Get positive feedback after reading and serve the human being just through knowledge/money.You will get reward here and hereafter.Its depends upon you how you will use information for sake of ALLAH.You will be responsible for doing wrongs otherwise ALLAH have created human being for NAIKEE(Good Works).
Contact for More Information : MERITEHREER786@gmail.com
Nancy Combs-Morgan
MidAmerica Coordinator of Emerging Youth and Young Adult Ministries
Dori Davenport Thexton
Faith Development and Growth Director, Central Midwest District UUA
Faith and social media - The Hashtag Generation - Catholic Youth Ministry FayAnn D'souza
This is a presentation I gave at Catholic Youth Ministry, Perth, in relation to faith and social media. I am passionate about the Catholic faith and was super happy to be able to present here! Resources and questions are referenced from Jab, Jab, Jab, Right hook by Gary Vaynerchuk.
"It's not about a program, but a process" is what being incarnational (that is, truth in the flesh) leads us to become as we minister to youth. I would love to come to your group and speak about this important lifestyle. This was developed after my attending a wonderful master's level class at IWU for a training session of volunteers I was to lead.
Good to Great Servant Youth LeadershipRUBEN LICERA
(www.rubenlicera.com) - This is the presentation I prepared and delivered to a religious youth organization in Cebu, Philippines. This presentation provides an depth of understanding of the levels of leadership (according to John Maxwells principles) with inputs on Good-to-Great Team Principles (by Jim Collins).
This ebook was written for the small‐church youth leader who volunteers their time from a huge heart for students but has very little training and even feels a little lost in this whole youth ministry thing.
DiscipleShift 2 From Informing to EquippingJohan Setiawan
DISCIPLESHIFT: Five Steps that Helps Your Church to Make Disciples Who Make Disciples
(JIM PUTTMAN, BOBBY HARRINGTON, ROBERT COLEMAN)
From Reaching to Making
From Informing to Equipping
From Program to Purpose
From Activity to Relationship
From Accumulating to Deploying
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
The presentation is about how talent management is different from performance management, advantages and disadvantages of talent management, strategic point of view of TM and talent retention strategy.
Definition of Talent management
Elements of talent management
The resource strategy
Career management
Attraction strategies
Retention strategies
Importance of talent management
Talent gap
Human resource management
Management
Talent
Risk analysis
Factors affecting retention
Attraction
Retention
Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
Prevention and elimination of disrespect and abuse during childbirthVijaya Sawant,PMP, OCP
Worldwide many women experience disrespectful and abusive treatment during childbirth in facilities. Such treatment violets the rights of women to respectful care. It can threaten their rights to life, health, bodily integrity, and freedom from discrimination. This WHO statement calls for greater action, dialogue, research and advocacy on the important public health and human rights issue.
Christian Berthelot’s photography is focused on caesarean births. He prepared himself by training in a surgical environment and sought permission from the doctors and mothers he would be working with. The mothers receive a photo in return for their participation – a stunning image of their child’s birth.
http://www.christianberthelot.com
Every day more than 500 women are dying during the child birth. Majority of deaths are preventable if we give them access to reproductive health information. This presentations shows how to reach pregnant women to give them information about how to take care of themselves and their child.
Heredity is the passing on of characteristics from one generation to the next. It is the reason why offspring look like their parents. It also explains why cats always give birth to kittens and never puppies. The process of heredity occurs among all living things including animals, plants, bacteria, protists and fungi. The study of heredity is called genetics and scientists that study heredity are called geneticists.
Through heredity, living things inherit traits from their parents. Traits are physical characteristics. You resemble your parents because you inherited your hair and skin color, nose shape, height, and other traits from them.
Cells are the basic unit of structure and function of all living things. Tiny biochemical structures inside each cell called genes carry traits from one generation to the next. Genes are made of a chemical called DNA (deoxyribonucleic acid). Genes are strung together to form long chains of DNA in structures known as chromosomes. Genes are like blueprints for building a house, except that they carry the plans for building cells, tissues, organs, and bodies. They have the instructions for making the thousands of chemical building blocks in the body. These building blocks are called proteins. Proteins are made of smaller units called amino acids. Differences in genes cause the building of different amino acids and proteins. These differences cause individuals to have different traits such as hair color or blood types.
A gene gives only the potential for the development of a trait. How this potential is achieved depends partly on the interaction of the gene with other genes. But it also depends partly on the environment. For example, a person may have a genetic tendency toward being overweight. But the person's actual weight will depend on such environmental factors as how what kinds of food the person eats and how much exercise that person does.
In India, China, ancient Greece, medieval Europe, and other civilizations food is inextricably linked to spiritual and physical health. "You are what you eat".
“ आपल्याला काही वेदना किंवा दु:ख सहन करण्याची भीती वाटते तर आपण त्याबद्दल काय करू शकता याचे शक्य असल्यास परीक्षण करावे. जर आपण त्याबद्दल काहीही करू शकत नाही, तर त्याची काळजी करण्याची आवश्यकता नाही आहे."
चौदावा दलाई लामा
Women differ widely in their reaction to childbirth. Some women are giving evidence of great distress and others maintaining a high degree of equanimity throughout labor. Dolorimetry is a laboratory method of measuring painfulness to obtain reliable estimates of spontaneous and experimentally induced pain intensity. Dim lights, peaceful surroundings, privacy, and warmth will create a calm environment for a woman to enjoy birthing experience. The comforting activities will relieve woman's fear about labor pain directly or indirectly. Many comforting activities are inexpensive.
Over 500 children die from AIDS every day because they lack access to the treatments necessary to keep them alive and thriving. Yet they continue to lag woefully behind adults when it comes to HIV treatment coverage. Children cannot continue to be left behind in the HIV/AIDS epidemic, they must be a global priority.
14. Characteristics Of Good Talent Management Ownership and involvement Business objectives permeate every aspect of the system The system is measured in real business terms and results are acted upon Hire the right people. Acclimate new employees Discuss career interests with employees Identify developmental opportunities Identify training opportunities Offer appropriate rewards and recognition Help employees to advance Create a workplace that has meaning and purpose
15. MANAGING TALENT EFFECTIVELY… Identify key roles Take an inventory of your talent management skills Measure the right things Set up a process-wide feedback
16. The Develop-Deploy-Connect Model Alignment: Connecting people to work that is motivating. Commitment: Providing coaching and mentoring. Capability: Developing critical skills to ensure success.
17. Acquiring talent Value Propostion Education & Development Talent Management Process Building Leadership Supply Requires an integrated Approach Which Addresses the Following Areas: Assessing new and current talent Developing talent Transitioning Talent Retention
23. Old Mindset A vague notion that “People are our most important asset” HR is responsible for people management Two days succession planning I work with the people I inherit
24. New Mindset A new conviction that talent leads to better corporate performance All managers are accountable Talent managers is a central part I take bold actions to build the talent pool I need
26. THE CHANGING CAREER PARADIGMS OLD PARADIGMS Job Security Longitudinal Career Paths Job/Person Fit Organizational Loyalty Career Success Academic Degree Position/Title Full-Time Employment Retirement Single Jobs/Careers Change in jobs based on fear Promotion highly tenure based NEW PARADIGMS Employability Security Alternate Career Paths Person/Organization Fit Job/Task Loyalty Work/Family Balance Continuous Relearning Competencies/Development Contract Employment Career Sabbaticals Multiple Jobs/Careers Change in jobs based on growth Promotion highly performance based
27. Contributions from Inducements from the Individual the Organization • Effort • Pay • Ability • Job security • Loyalty • Benefits • Skills • Career opportunities • Time • Status • Competencies • Promotion opportunities THE PSYCHOLOGICAL CONTRACT The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.
28. CAREER MANAGEMENT PROCESS STEP 1INDIVIDUAL ASSESSMENT STEP 2 INTERPERSONAL ASSESSMENT STEP 3 ORGANIZATIONAL ASSESSMENT STEP 4 ACTION PLANNING Who am I? (Career Stage, Path Preference, Political Style) How do other see me?(Self-insight, image, political style, personality) What are my options within the organization? (Knowledge of the organization, future trends, options, opportunities) How do I achieve my goals?(Motivation, confidence, goal setting, action planning)
33. LEADERSHIP MANAGEMENT Interpersonal Skills Communications Teamwork Flexibility Build appropriate relationships Leadership Abilities Visioning Process Coach and Train Peers and Subordinates Create and Lead Teams Implement Employee Involvement Strategies
41. EXECUTIVE COACHING Aimed at business executives in work environment Help to improve effectiveness in terms of leadership and decision making Difference between Personal and executive coaching Goal setting is business oriented. Business leader can discuss weakness in confidential and safe environment Focus can be on: Leadership Training Financial Awareness Management Training Time Management Project Management Team Building
42. TEAM BULIDING It is the process of enabling that group of people to achieve that goal Group of people common objective high quality results , who work together and enjoy their work. Members should be valued and have sense of belonging. Individuals should be given challenging tasks and assignments to achieve teams objective. Five key issues to be considered in team building: Interdependence Goal specification Cohesiveness Roles and Norms Communication
45. Determining workforce trends and predictionsBenefits of Succession planning: Better Retention Valuable training goals Increased preparation for leadership Greater employee satisfaction Enhanced commitment to work and workplace Improved corporate image
46. TALENT RETENTION FACTS Over 50% of the people recruited into an organization will leave within 2 years. 1 in 4 people recruited will leave within 6 months. Nearly 70% of organizations report that staff turnover has a negative impact. Nearly 70% of organizations report having difficulties in replacing staff. Approximately 50% of organizations experience regular problems with employee retention.
47. Why is retention becoming one of the top issues in HR? The enormous cost associated with staff turnover. The difficulties experienced in replacing people (on average positions go unfilled for over 9 weeks). Despite advances in recruitment practices recruitment is still a less than perfect science – each new recruit represents risk. Costs associated with training. The overall impact on the organizations ability to meet the needs of its customers
48. TALENT RETENTION TOOLS Career development opportunity Sense of accomplishment Job security Confidence in future Good compensation Recognition Fairly evaluating job performance