Patients are every healthcare organization’s main focus. HCR ManorCare knew that to provide the best patient care, they needed to start with their biggest resource: their people. They discuss their approach to implementing a talent management strategy in this recording.
It was an ever-changing process as they welcomed a new COO, faced adjustments in the organization’s strategy, and had to manage struggles with funding as reimbursement changes in healthcare occurred. Their approach focused on improved employee learning, succession planning for key positions, and linking performance management to training and succession.
In this viewcast, you will learn:
• How to link your Talent Management approach to your organization’s strategy
• Strategies for adjusting your approach due to internal and external issues that will occur during implementation
• The importance of doing a full organizational assessment prior to implementing a Talent Management strategy
View our webinar, “Unified Talent Management: How HCR ManorCare Made Their People The Priority,“ to learn some strategies around developing an people-focused talent management strategy.
Performance appraisals strike back - Accelerating productivity on-the-goAlix Bourras
The fast paced, dynamic environment that makes SMBs so attractive to employees is also what prevents managers to give regular feedback to their employees. Yet regular feedback is probably the most important aspect of performance reviews, as those ongoing discussions are what will have the most positive impact on productivity in your business.
Companies such as GE, Accenture, Adobe and Deloitte have recently shifted away from annual performance reviews to an ongoing feedback model, for several reasons:
They are a chore, for managers and employees alike
One central conversation gets all the attention, when frequent, bite-size feedback is the most efficient
Worse, annual reviews tend to promote bad management.
Review this presentation to understand the new paradigm of performance appraisals, and its extended benefits to employee engagement and motivation (if you do it the right way).
HR Forum - The Latest HR Technology to Drive Productivity & Profit
NSWBC, Cornerstone OnDemand & AbilityMAP – July 14, 2016, Sydney Australia
Presentation covers key topics:
- A New World of Work in Australia and Beyond
- Mobility, and more important the rise of mobile devices, combined with social networking has changed our work models. Employees are now leveraging multiple devices to get work done no matter where they are.
- Data Driven - Organizations need deeper insights to solve for increasing skills gaps and talent shortages, developing future leaders, and improved employee engagement.
- Building your own Talent Management vision
Big data is not only transforming the way we make decisions, but also the way that organizations recruit, manage and develop their people, driving engagement, innovation and productivity to new peaks.
Explore the future of cloud-based human capital management, and demonstrate how what you do today will influence and energize your company for decades to come.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
Embracing Disruption: How One Multinational is Changing its ApproachCornerstone OnDemand
Digital disruption and flatter workplace organizations are changing employee expectations regarding corporate learning. Organizations must take advantage of the opportunities created by these changes and align existing organizational expertise to them in order to fulfill business objectives.
Performance appraisals strike back - Accelerating productivity on-the-goAlix Bourras
The fast paced, dynamic environment that makes SMBs so attractive to employees is also what prevents managers to give regular feedback to their employees. Yet regular feedback is probably the most important aspect of performance reviews, as those ongoing discussions are what will have the most positive impact on productivity in your business.
Companies such as GE, Accenture, Adobe and Deloitte have recently shifted away from annual performance reviews to an ongoing feedback model, for several reasons:
They are a chore, for managers and employees alike
One central conversation gets all the attention, when frequent, bite-size feedback is the most efficient
Worse, annual reviews tend to promote bad management.
Review this presentation to understand the new paradigm of performance appraisals, and its extended benefits to employee engagement and motivation (if you do it the right way).
HR Forum - The Latest HR Technology to Drive Productivity & Profit
NSWBC, Cornerstone OnDemand & AbilityMAP – July 14, 2016, Sydney Australia
Presentation covers key topics:
- A New World of Work in Australia and Beyond
- Mobility, and more important the rise of mobile devices, combined with social networking has changed our work models. Employees are now leveraging multiple devices to get work done no matter where they are.
- Data Driven - Organizations need deeper insights to solve for increasing skills gaps and talent shortages, developing future leaders, and improved employee engagement.
- Building your own Talent Management vision
Big data is not only transforming the way we make decisions, but also the way that organizations recruit, manage and develop their people, driving engagement, innovation and productivity to new peaks.
Explore the future of cloud-based human capital management, and demonstrate how what you do today will influence and energize your company for decades to come.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
Embracing Disruption: How One Multinational is Changing its ApproachCornerstone OnDemand
Digital disruption and flatter workplace organizations are changing employee expectations regarding corporate learning. Organizations must take advantage of the opportunities created by these changes and align existing organizational expertise to them in order to fulfill business objectives.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
From Local to Global: How HR Enabled the Evolution of Aramex InternationalThe HR Observer
From Local to Global: How HR Enabled the Evolution of Aramex International
As organisations evolve from operating in a single country to becoming global businesses, they face many challenges and potential pitfalls. Aramex International employed a unique strategy, focusing on talent management issues across the organisation, as it moved from a local player to a global competitor. Ayman, Aramex’s CHRO, talks about their unique workplace culture, the company’s HR evolution, and the resulting competitive advantage it developed. Aramex that employs approximately 13,000 people in over 353 locations across 60 countries.
Ayman Badawi, Chief Human Resource Officer, Aramex International
The world at large is ever-changing, and our organizations and employees are doing all we can to keep up. The days of going off to a strategic planning retreat, planning a five-year vision and executing it are gone. We now operate in a world that is VUCA — Volatile, Uncertain, Complex and Ambiguous. What do you as the HR leader have to do to adapt to this new and ever-changing world? We will identify common needs of HR functions today and give tips and suggestions to align HR with the changes in the organization, ensure you gain the resources you need and establish yourself as the visionary team member that is helping to drive your organization forward.
Learning objectives:
What is the VUCA world?
Evaluate what areas of HR will be impacted by changes.
Establishing and advocating for needs of HR and your employees.
Aligning processes with the new initiatives in your organization.
Presented by: Mike Erlin, Managing Director, Australia & New Zealand
Some questions we answer:
Compliance
•Where do the highest risk levels reside & why?
•What are my risks if employees do not finish a course on time?
Succession Planning
•Which employees are ready for a new role?
Career Mobility
•What are possible career paths based on current role and career interests?
Employee Growth
•What is my employee’s potential for new roles & how can I best develop them?
Learning & Development
•What courses drive the most impactful development?
•How can I effectively assign courses & optimise our catalog?
Sarah Brennan, Principal Consultant, Talent Acquisition at Cornerstone OnDemand, provides easy-to-understand insights on:
o Evolution of the role of recruiting in business from reactive to strategic partners
o How a unified approach to looking at talent acquisition can benefit core HR and business drivers
o The impact employment branding and candidate experience have on influencing employee engagement and retention (and vice versa)
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
A new approach in talent management, see how to apply an effective human resources talent management strategy using the agile methodologies. Is not about to work more, is about to work in a more effective way to achieve results in less time.
New technologies like Big Data and data analysis along with new tools to improve the talent management cycle, are helping today to create a different and disruptive way to manage talent in the company.
Jennifer McClure - The Future of HR: Delivering Competitive Advantage Through...Jennifer McClure
Today’s business climate continues to change at a rapid pace. Ongoing economic uncertainty and market volatility, combined with a changing global landscape, requires human resources professionals to possess a high level of business acumen and deliver value to multiple stakeholders both inside and outside of the company.
For HR to thrive and directly impact business results, the competencies and capabilities of today’s human resources professionals must evolve. HR must know the business, focus strategically, solve business problems and influence change to impact business results and deliver a strong competitive advantage for their organizations.
Keynote/Workshop by Jennifer McClure - President of Unbridled Talent LLC (http://unbridledtalent.com)
In this session, Jennifer McClure will define the four critical skills today's HR leaders must develop to fully participate as business leaders—not just human resources leaders—in an increasingly complex global environment.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
Big Trends in HR Tech for 2014 and Beyond - Human Resource Executive WebinarH3 HR Advisors, Inc.
Slides presented by Steve Boese, Co-Chair HR Technology Conference and Trish McFarlane, VP of HR Practice, Brandon Hall Group for a Human Resource Executive Webcast, August 2014.
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
The Talent Management Cookbook: Recipes for Successful Talent ManagementSaba Software
This document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their
organizations, including:
• Research—Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.
• Benchmarking—These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.
• Tools—Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.
• Analyst Support—Via telephone or email, our advisory services are supported by expert industry analysts who conduct our research.
• Strategic Advisory Services—Expert support for custom-tailored projects.
• Member Roundtables—A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.
• IMPACT Conference: The Business Of Talent—Attendance at special sessions of our annual IMPACT conference.
• Workshops—Bersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.
From Local to Global: How HR Enabled the Evolution of Aramex InternationalThe HR Observer
From Local to Global: How HR Enabled the Evolution of Aramex International
As organisations evolve from operating in a single country to becoming global businesses, they face many challenges and potential pitfalls. Aramex International employed a unique strategy, focusing on talent management issues across the organisation, as it moved from a local player to a global competitor. Ayman, Aramex’s CHRO, talks about their unique workplace culture, the company’s HR evolution, and the resulting competitive advantage it developed. Aramex that employs approximately 13,000 people in over 353 locations across 60 countries.
Ayman Badawi, Chief Human Resource Officer, Aramex International
The world at large is ever-changing, and our organizations and employees are doing all we can to keep up. The days of going off to a strategic planning retreat, planning a five-year vision and executing it are gone. We now operate in a world that is VUCA — Volatile, Uncertain, Complex and Ambiguous. What do you as the HR leader have to do to adapt to this new and ever-changing world? We will identify common needs of HR functions today and give tips and suggestions to align HR with the changes in the organization, ensure you gain the resources you need and establish yourself as the visionary team member that is helping to drive your organization forward.
Learning objectives:
What is the VUCA world?
Evaluate what areas of HR will be impacted by changes.
Establishing and advocating for needs of HR and your employees.
Aligning processes with the new initiatives in your organization.
Presented by: Mike Erlin, Managing Director, Australia & New Zealand
Some questions we answer:
Compliance
•Where do the highest risk levels reside & why?
•What are my risks if employees do not finish a course on time?
Succession Planning
•Which employees are ready for a new role?
Career Mobility
•What are possible career paths based on current role and career interests?
Employee Growth
•What is my employee’s potential for new roles & how can I best develop them?
Learning & Development
•What courses drive the most impactful development?
•How can I effectively assign courses & optimise our catalog?
Sarah Brennan, Principal Consultant, Talent Acquisition at Cornerstone OnDemand, provides easy-to-understand insights on:
o Evolution of the role of recruiting in business from reactive to strategic partners
o How a unified approach to looking at talent acquisition can benefit core HR and business drivers
o The impact employment branding and candidate experience have on influencing employee engagement and retention (and vice versa)
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
A new approach in talent management, see how to apply an effective human resources talent management strategy using the agile methodologies. Is not about to work more, is about to work in a more effective way to achieve results in less time.
New technologies like Big Data and data analysis along with new tools to improve the talent management cycle, are helping today to create a different and disruptive way to manage talent in the company.
Jennifer McClure - The Future of HR: Delivering Competitive Advantage Through...Jennifer McClure
Today’s business climate continues to change at a rapid pace. Ongoing economic uncertainty and market volatility, combined with a changing global landscape, requires human resources professionals to possess a high level of business acumen and deliver value to multiple stakeholders both inside and outside of the company.
For HR to thrive and directly impact business results, the competencies and capabilities of today’s human resources professionals must evolve. HR must know the business, focus strategically, solve business problems and influence change to impact business results and deliver a strong competitive advantage for their organizations.
Keynote/Workshop by Jennifer McClure - President of Unbridled Talent LLC (http://unbridledtalent.com)
In this session, Jennifer McClure will define the four critical skills today's HR leaders must develop to fully participate as business leaders—not just human resources leaders—in an increasingly complex global environment.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
Big Trends in HR Tech for 2014 and Beyond - Human Resource Executive WebinarH3 HR Advisors, Inc.
Slides presented by Steve Boese, Co-Chair HR Technology Conference and Trish McFarlane, VP of HR Practice, Brandon Hall Group for a Human Resource Executive Webcast, August 2014.
Strategic Partnerships to Infuse Technology in Student AffairsStephanie Cheney
This presentation will be delivered at NASPA in Chicago, March 09, 2010 by a team of Student Affairs and Academic Technology from Wentworth Institute of Technology.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
Flextime policies are powerful recruitment and retention incentives. And when implemented effectively they help employees feel more in control and supported by their managers. But what, exactly, does a workday on flextime look like? Flextime policies are particularly attractive for three types of workers: Millennials, working parents and semi-retirees. And for each demographic, a personalized schedule might play out in very different ways.
Revising your Enterprise Learning Strategy: It Starts with CommitmentCornerstone OnDemand
As a $1 billion growth company, AthenaHealth had grown rapidly over a relatively short period. As a result, their learning and development department was faced with new challenges related to leadership commitment, employee engagement and scalability to support the organization’s pace of change. During this spotlight webinar, AthenaHealth’s chief learning officer, Karen Hebert-Maccaro, shares how she stewarded the organization into the next phase of their enterprisewide learning strategy, through senior leadership commitment and the development of tailored learning experiences for each employee.
During this spotlight webinar, viewers will learn:
•How AthenaHealth took a contemporary approach in developing their learning strategy.
•Lessons learned as the organization underwent a significant change modernizing the L&D department and introducing a learner-centric culture.
•The risks and rewards in overhauling your organization’s learning strategy.
Onboarding in Healthcare that Sticks: It's More Than Just the PaperworkCornerstone OnDemand
Unfortunately, staff turnover in the healthcare industry has now become a characteristic of the sector. Research reports that half of the nurses leave their current positions after two years. Care centers report significant turnover that equates to a $7 million a year problem. Adding to that is a two-headed dragon: the workforce that is retiring 10,000 people per day, yet the average adult lifespan is increasing.
That’s why Cornerstone OnDemand is proud to present a four-part series that addresses weaknesses in employee development to shine a light on a persistent, yet fixable problem.
The first of the series will address onboarding issues. We know that hospitals on board their employees in just one day. The rationale for this timeframe is that healthcare in America is a ubiquitous industry; however, many onboarding programs in hospitals disregard the fact that each institution holds different values, beliefs, and shared norms, many of which can’t be fully addressed in one day.
Join Tom Tonkin, Principal Consultant, Thought-Leadership and Advisory Services at Cornerstone OnDemand, for the first webinar in our series on staff burnout in healthcare and how to treat it across the entire employee life cycle! Topics covered in this webinar include:
-The importance of strong onboarding on day 1
-How to set clear goals and expectations from the beginning
-The importance of opening up job-roll-specific training early in the onboarding process
Five Strategies to Expand Succession Planning in the Public SectorCornerstone OnDemand
Talent management is evolving, and implementing innovative solutions for succession planning, mentoring, training, and recruiting are critical steps for reaching agency goals.
Join us for our webinar to learn how you can efficiently build tomorrow's public sector workforce.
This webinar will teach you:
• Strategies for recruiting millennials
• Different methods and a model for identifying high potential employees
• Strategies and processes to identify, capture, structure, value, and share your organization’s intellectual assets
• How to expand your succession planning strategies to mid-level positions
• How to implement Unified Talent Management Processes and systems
Strategies to Recruit, Hire and Develop the Best Teachers for Your DistrictCornerstone OnDemand
While teacher quality is known to be the most significant factor both in student achievement and the overall success of a school district, the recruiting and hiring of teachers often lack a cohesive, comprehensive strategy. Hiring less-than-ideal candidates can have far-reaching consequences, negatively impacting student learning as well as strategic district initiatives, and contributing to high turnover and instability.
This seminar provides key strategies to more effectively recruit, hire and develop the best teachers for your district, from two professors of education who are published experts on teacher interviewing strategies, and a superintendent at a district conducting innovative on-boarding and professional development for new teachers.
Topics include:
-Tips for recruiting high quality teachers
-How to conduct more effective job interviews that identify highly effective potential teachers
-Strategies for on-boarding and helping new teachers develop
Scheduled speakers:
David Buck
Superintendent
Wright City R-II (Mo.) School District
Jennifer Hindman
Assistant Director, School-University Research Network, The College of William & Mary; Author, Effective Teacher Interviews
Mary Clement
Director, Center for Teaching Excellence
Berry College
A recent study categorized 130 hospitals as either low or high performers based on their talent management strategies. Discover how and why those top healthcare centers outperformed their lower performing counterparts.
Emerging Trends in Learning & Performance: Shift Your Performance Discussions...Cornerstone OnDemand
In Part 2 of this series, we discussed ways to increase engagement in your organization through learning strategies. Providing a variety of learning opportunities for employees is critical, as is having a clearly defined approach to talent development. In a recent survey by the Conference Education Board, 65% percent of millennials stated that the opportunity for personal development was the most influential factor in choosing their current job. As the shifting focus of performance management embraces a forward-looking approach, development opportunities for employees is taking center stage in those discussions.
In the final part of this series, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand will explore specific ways to shift performance discussions toward development, coaching and ways to encourage the career growth of your organization’s employees. Talent management professionals must be ready to have conversations that revolve around building skills and experience, career planning and helping team members network and succeed. Mr. Spake will share case studies and best practices from companies which have embraced employee development not as a trend, but as a talent and performance management priority.
Learning and Business Impact: Making the Case through Metrics and AnalyticsCornerstone OnDemand
Proving the impact of a single learning investment is relatively easy. Answering the broader question of "What impact is L&D having on the business?" is hard.
Delivering Learning to a Dispersed and Virtual Workforce [Webinar 07.14.15]BizLibrary
In this webinar, Chris Osborn, VP of Marketing and recognized leader on learning strategy, will discuss best practices for delivering employee training and learning for employees in a dispersed workforce. You will also learn valuable tips and ideas for spreading the benefits of social and informal learning to a dispersed workforce in today's environment while using next generation learning technology.
www.bizlibrary.com
Strengthening the connection between technical education and employmentMozammel Hoque
Changing the current nature of work/job rely on multi-level competencies though till now for many students and families, technical education is still considered as the path to a better future. In this seminar it is intended to demonstrate what approach could be followed by teachers-students and planners in order to meet the labor market.
It is all agreed that High-level Competency: a critical asset for Individuals, Businesses, and Country are the means of economic growth. We can attain it by linking Technical Education with Employment that must meet the labor market needs, which in turns meeting the strategic options of the poverty reduction agenda of the government. Hence STEP - Skills and Training Enhancement Project was adopted in 2010 through TVET - Technical and Vocational Education and Training system. Skill competition is one of many ways to promote TVET. “How can this Competence be generated by the Technical Education System?” is going to be disclosed here.
Next Generation Learning Strategy - Webinar 08.12.14BizLibrary
In this complimentary webinar we'll discuss how to develop a learning strategy to meet the needs of today and tomorrow's employees.
www.bizlibrary.com/webinars
Unlocking Potential: Releasing the potential of the business and its people t...Laura Overton
Today’s successful workplaces are fast moving, global and digital. Learning innovation, done well, delivers results that can support sustainable, agile workplaces. Business and learning leaders alike need to expect more. View the slides from our launch webinar with Laura Overton.
Mindset, skillset, toolset: transforming the digital landscapeJisc
Speakers:
Paula Philpott, head of learning academy, South Eastern Regional College (SERC).
Stefanie Campbell, deputy head of learning academy, South Eastern Regional College (SERC).
Through a clear digital strategy which integrates systems, technology, people and data, SERC has transformed its digital landscape. Integrated, centralised systems aggregate and disseminate data, enhancing efficiency whilst informing and shaping the curriculum and wider college strategy.
This presentation will explore a systematic approach which integrates systems, technology, people, and data; identify ways in which data analytics has transformed and shaped the curriculum and digital strategy; and explore how organisational culture can be shaped through strategic investment in technology, systems and people.
Similar to Talent Management - Aligning Implementation with Your Organization’s Needs (20)
Compliance is an essential part of HR, but it is always the bare minimum and should be assessed and analyzed as part of an overall culture strategy. Issuing a policy that says "We don't discriminate" is not the same as a comprehensive inclusion and diversity program.
Following the rules and filing reports are just part of creating a work environment where compliance happens on the way to larger goals for learning, performance, and wellness. But since HR never has to make the business case for compliance, it can be a persuasive approach to larger culture initiatives.
In this presentation, we survey compliance issues, who they affect, and why it's essential to see compliance as a culture issue.
You will learn:
- What compliance issues create risk for the organization.
- What compliance issues create risk for employees.
- Why people are the most important aspect of all compliance issues.
- When compliance problems are symptoms instead of causes.
- How to approach different compliance issues using tech, training, coaching and data.
- How to make compliance an effective part of a comprehensive approach to work culture and strategy.
The original webinar featured Mike Bollinger, Vice President-Thought Leadership and Advisory Services, Cornerstone OnDemand and Heather Bussing, Employment Attorney and Principal Analyst at HRExaminer.
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
Coffee with Cornerstone: How to Deliver Training to Franchisees and DealersCornerstone OnDemand
You know that educating your network of franchises, dealers, and partners is critical to your organization's success, but how can you best deliver training to an external audience?
Grab a coffee and join Cornerstone for a discussion and demonstration of some of the latest trends in franchisee and dealer training.
During the webinar, you'll see how you can:
• Deliver training content to franchisees and dealers
• Measure the impact of your training programs
• Generate revenue from training courses
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
Learning objectives:
• What is the VUCA world?
• Evaluate what areas of HR will be impacted by changes.
• Establishing and advocating for needs of HR and your employees.
• Aligning processes with the new initiatives in your organization.
Emerging Trends in Performance Management: Diagnose, Discern & Develop - Part 1Cornerstone OnDemand
In this session, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand, will explore several emerging trends through examining case studies of companies using these new performance management concepts. Discussing specific actions, Mr. Spake steps us through how to diagnose your current performance strategy, the benefits the latest trends have on employee engagement as it pertains to performance management, as well as discerning between learning activities and development achievement.
Preventing Staff Burnout: Strategies for Happier Staff and Healthier PatientsCornerstone OnDemand
There is a fine line between stress and passion in the workplace. Both require extreme dedication, time and commitment, however, one is not pleasant, while the other, completes the reason for your existence. The term ‘burnout’ in the workplace suggests that people are tired of working to the point that they no longer want to continue at their current pace. We often consider burnout as a ‘bad thing’ in the workplace and overall that is correct, however, this can emanate from both a stressful position as well as a passionate position.
According to of a comprehensive study conducted within the nursing ranks, there are three types of stress; eustress, distress and severe distress (i.e. burnout). Eustress is the kind of stress that generates either fear or excitement, often see to be ‘good stress.’ Distress is what we all think of when we speak of stress, the bad kind. Distress generates depression, sadness, and pessimism to name of few. Lastly, severe distress is extreme stress. This is the type of stress that causes emotional exhaustion to the point of coronary heart disease. Stress is no laughing matter and a very real issue in clinical operations. Arguably, organizations must address these issues intentionally and for multiple reasons.
In this session, Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss the challenges of dealing with both stress and passion in the workplace, both leading to staff burnout. He will go over the causes of stress in the clinical workplace as well as some struggles to help alleviate some of the issues.
Shifting Away From Annual Performance Reviews to Increase Productivity and En...Cornerstone OnDemand
Discover how shifting away from annual performance reviews can boost employee engagement and productivity within your organisation.
Presented by Geoffroy de Lestrange, Product Marketing Manager, EMEA Cornerstone
Driving Engagement: The Link Between Staff Buy-in and Quality CareCornerstone OnDemand
Employee engagement is good for both the employee as well as the organization; when employees are happy, they’re more productive, and the institution delivers higher levels of patient care while keeping overall costs down. As they say, it’s a win-win. Just 44% of healthcare workers are engaged (HBR) and engagement was the top variable for mortality rates (Forbes). What might be a good solution to boost engagement?
The crux of this issue is that employee engagement is 'over' defined. Search for the term on Google and you will get a myriad of definitions that lead to confusion about what you’re trying to solve and how to solve it. In this webinar, we will address the history of employee engagement, where the confusion lies, and implications for the clinical staff relevant to competency and patient outcomes. We will also propose some areas for immediate focus to get ahead of this issue.
In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
"Disruptive" Technology in Healthcare Implications for the Workforce & HR Pro...Cornerstone OnDemand
Electronic Medical Records, Meaningful Use, remote patient monitoring, and healthcare apps galore, just to name a few. The industry has recently seen a tremendous rise in new technologies that are changing the way healthcare is delivered today. These advancements have led to new standards of care but have also had a significant impact to the knowledge and skill-sets needed for healthcare staff to remain successful and deliver quality care.
However, rolling out new technology initiatives across organizations often come with their own set of challenges – possibly leading to a totally different type of “disruption”. Learn strategies for how your organization can minimize “growing pains” and realize the benefits of these new healthcare technologies sooner.
Join Elizabeth Robledo, Talent Management System Program Manager at Legacy Health and Rehan Mirza, Product & Verticals Marketing Manager at Cornerstone OnDemand as they discuss:
-Big health tech trends of 2016
-Impacts of new technology on the modern healthcare workforce
-Strategies for implementing new technology at your organization
Performance Appraisals Strike Back - Accelerating Productivity on-the-goCornerstone OnDemand
The fast paced, dynamic environment that makes SMBs so attractive to employees is also what prevents managers to give regular feedback to their employees. Yet regular feedback is probably the most important aspect of performance reviews, as those ongoing discussions are what will have the most positive impact on productivity in your business.
Companies such as GE, Accenture, Adobe and Deloitte have recently shifted away from annual performance reviews to an ongoing feedback model, for several reasons:
They are a chore, for managers and employees alike. One central conversation gets all the attention, when frequent, bite-size feedback is the most efficient. Worse, annual reviews tend to promote bad management.
Review this presentation to understand the new paradigm of performance appraisals, and its extended benefits to employee engagement and motivation (if you do it the right way).
Toxic Employees in the Workplace: Hidden Costs and How to Spot ThemCornerstone OnDemand
Toxicity in any organization is contagious and quickly spreads to your good employees. What’s more, these employees are much more likely than the toxic staff members to seek alternative employment. After all, they are good at their job and can easily transfer to a company with a positive working environment.
If toxicity is destructive in the larger corporate environment, it is lethal in the smaller business. It is absolutely critical that employers focus their attention on avoiding toxic employees in the first place and, alternatively, do their best to identify and eradicate dangerous employee behavior quickly, before it has ripple effects on the bad behavior and voluntary departure of co-workers.
2. MATT O’CONNOR, PHD
&
JENNIFER ORCELLETTO
FEBRUARY 16, 2016
Talent Management:
Aligning Implementation with
Your Organization’s Needs
3. PROBLEM
HCR ManorCare lacks an integrated approach to the
Development and Succession of employees linked to
their job and career performance. This results in
confusion for employees, inability for the organization
to effectively identify/develop talent, and difficulty
linking performance to important knowledge, skills
and abilities.
14. LEARNING COUNCIL
Select and implement technology
Create and implement standards
Define and communicate strategy
Address inconsistencies
15. ON-GOING
Regular Meetings (Quarterly)
Attendees find value in attending these
Learning Audits
Progress Reporting to Steering Committee
Keep Communication going between Departments
16. PHASE 2 – SUCCESSION ASSESSMENT FINDINGS
If you are here long enough you can get promoted.
Less to do with knowledge and skills. More to do
with tenure and expectation.
Employees are rarely told what needs to be done to
move along a career path. Fend for yourself.
Didn’t have an easily accessible repository of
employee education, skills, projects, competencies,
etc.
Started with fillable pdf put into an Excel data base.
Only a few people had access. Felt secretive.
22. PHASE 3 – PERFORMANCE MANAGEMENT ASSESSMENT
Everyone has same performance review
Not linked to Succession or Learning.
Minimal focus on what an employee needs to do
outside of goals for the next year often in terms of
projects that need to be completed.
Done once a year and always looked at as a raise
Matt:
Hello everyone – thanks for joining us today. My name is Matt O’Connor and I am joined today by Jennifer Orcelletto. We both work for HCR ManorCare in the Learning Services Department. We were asked to share our experience in Talent Management at HCR ManorCare.
A few quick notes about HCR ManorCare so you understand what we do. HCR ManorCare is one of the largest providers of skilled nursing, assisted living, home health and hospice care in the country. We have nearly 500 business units in 32 States. We have over 50,000 employees with a majority of them direct caregivers. Jennifer and I work out of our corporate office located in Toledo, Ohio.
Let’s start today with the problem statement we faced and continue to face at HCR ManorCare that has led to development of an integrated Talent Management approach and implementation plans.
HCR ManorCare lacks an integrated approach to the Development and Succession of employees linked to their job and career performance. This results in confusion for employees, inability for the organization to effectively identify/develop talent, and difficulty linking performance to important knowledge, skills and abilities.
I like to believe this problem statement is not unique to our company but just because this problem may be widespread does not mean it should be ignored.
Let’s move on to the approach we came up with to start addressing the problem we saw on the previous slide.
Notice strategy and culture are always in the center. You can’t act in a vacuum. I have found many projects fail when there is not an obvious link between the approach to the organization’s strategy.
We started by looking at Learning because many of the issues we heard (from the field) related to this area. It also felt right to study and improve this area first. You will see Learning is the most developed phase of the approach, we recently implemented the Succession module from Cornerstone on Demand due to the Organization strategy to focus on development of key facility Operations and Clinical leadership positions.
Just because we focused on this first didn’t mean we weren’t always thinking about and discussing the other areas we wanted to address.
Jennifer:
First, you will notice this is the most developed phase in our overall approach. We have spent the most time on it and it has had the longest time to permeate the organization.
Prior to the implementation changes in learning structure, we conducted an in-depth Assessment to develop our strategy. Given our time on today’s call, we aren’t going to spend time on the assessment but rather some of the outcomes from doing this but, as with any good learning initiative it should start with an assessment. One of the most important things that came from the assessment was a whitepaper that outlined the results, the current state of learning, the strategy resulting from this and a view of the future state.
Next, we’ll talk about the learning governance structure and the charter created for that structure.
Third, we’ll spend time talking about the role of the learning council specifically, and what the purpose and expectations are.
And then we’ll review next steps we used to get the learning council moving and committed to our vision. These steps included their involvement in LMS selection, upcoming priorities, and establishing regular meeting times.
Matt:
We did a full assessment with many data collection methods and groups. We wrote a long whitepaper but had to boil a lot of that detail into a few pictures.
With the many hours spent manually tracking training, the resources spent duplicating efforts, and the inconsistencies with what the learner gets in terms of the amount of training versus the amount of follow up and accountability for learning – as you can all imagine, what we found in the assessment was kind of a mess…
…as evidenced by this diagram. Essentially, there is not a shortage of training – in fact employees are being bombarded with training. The way training is being developed and delivered is the root of the issue. You can see a lot of chaos and activity here, with duplication of effort and resources - and learning coming from all different directions to the learner, resulting in confusion of priorities and ineffectiveness overall. This is described in detail in the whitepaper.
Does this diagram seem confusing? That was on purpose to make sure we got financial support to invest in a new LMS.
Matt:
Don’t worry – we got similar looks when we presented this at the GM meeting. And who better to poke fun at this than Dilbert. (read it out loud in case anyone can’t see it) Again, the whitepaper really does explain everything in the diagram in an understandable way. The bottom line is that there are real issues that need to be addressed related to learning, and the assessment helped us quantify and validate what those are.
Jennifer:
At the beginning, our primary learning priorities were and to some extent continue to be some of these areas:
Creating standard tools and processes for everyone to use for learning. This doesn’t mean we’re centralizing learning or putting all training through a bottleneck; however, we all needed to come to some agreement on what is standard in terms of learning for this organization. This will help us eliminate duplication of effort and resources, help us to learn from one another, and ultimately give the employee/learner a consistent and quality learning experience.
-Second, Automation of routine administrative processes is a dire need. We knew this was a need when we found out that we were spending approximately 5 million dollars a year just tracking training. This was due to the costly manual processes for tracking that was found in many of our 500 facilities.
Third, our assessment found that only 52 percent of employees recall having someone follow up with them after a training – which begs the question - if we aren’t holding employees accountable, why should we expect them to bother learning?
Next, improved technology is almost a given in any list of business priorities these days. So much technology is available to make business activities more effective, especially related to learning. Developing training, hosting webinars, using video – these were just a few major areas of need we found during the assessment.
Finally, the last point seems omnipresent, doesn’t it? “we don’t have enough time” “we don’t have enough staff” These are phrases we hear all the time, and it’s preventing us from having good learning take place. No one seems to have a magic bullet for this one, but it’s perceived as a huge barrier based on what we heard in interviews and even the focus groups.
So this is the list of top priorities for learning, which are all included in our vision of the future state.
Matt:
This was a diagram of the vision for the future. Again, it’s a bit complex, and no the circle isn’t mad at the cylinder.
The bottom line here is that the technology platform will provide a common location for developing, delivering, tracking and storing content and activities related to training. This results in more streamlined and cohesive learning for the employees, greater sharing of content and ideas, reduced time spent on manual process and duplication, and accountability for learning.
Matt:
The strategy for achieving the vision for the future really is simple – just three things: people, process and technology. If we can focus on these three areas in everything we do, we will be successful. Without any one of these, our strategy weakens. We need technology as a platform to build people and process around; we need process for the consistency in use of technology and the learning of people; and we need people to provide accountability for the use of processes and technology.
The heart of the people piece of this strategy was the Learning Council. The Learning Council was a key component to the governance of people that help drive development of processes and the use of technology. Let’s take a look at the structure of the learning governance so you can see what we’re talking about.
Matt:
There are numerous models for learning governance. Given our findings from the assessment and knowledge of the company structure, we introduced a federated model of training at HCR ManorCare. The Federated Model centralizes some processes of the training function, which will be managed within one part of the organization, and decentralizes other processes, which will be managed within various lines of business within the enterprise. Again, a federated model may not be the best model for you so you may want to read more about models to see which fits your company best. There are many resources available through the Association for Talent Development (ATD)
Lets start at the top with the steering committee; this was already in place in the form of the general manager and vice president group. These leaders manage the operations of our company and ultimately drive our strategy and business goals. They need to make sure those strategies and business goals are clearly communicated to those in the learning function so that learning can support success of the organization. In turn, we need their support and buy in to learning which support the business so that we can continue to improve.
The learning community “in the cloud” will be just that – a place online where anyone related to learning within the company can go and connect with other trainers/leaders/managers, can ask questions, share ideas, collaborate – and can also participate in learning initiatives. We can tap into this group for feedback related to learning and ask for participation on special projects and initiatives.
The learning council is made up of representatives from each major functional area within the company, and essentially drives the strategy for learning by gauging the pulse of the learning community and communicating with senior leaders. We’ll talk more about the council in just a minute.
Learning services is the glue that holds it all together. We are currently a team of three within operations not HR. Our role is to coordinate the communication and collaboration of this governance. In addition, we operate the LMS day-to-day, audit training regularly to ensure compliance with standards you create, and provide services to help design and deliver training.
Jennifer:
The governance structure we just described was put into place to get rid of learning chaos. Prior to us implementing the governance structure, each Functional Department had their own learning strategy. Each Department was heading in a direction – the problem was, they were each going in a different direction.
Jennifer:
The purpose of the learning council wasn’t to control training to the point of centralizing it – it was to make sure we’re all headed toward the same goal. And to make sure that we’re doing that in the most efficient and effective way possible. One way to think of it is similar to a franchise; everyone has the same standards to abide by, has access to the same resources, but is ultimately responsible for the management of their function.
Jennifer:
One of the first tasks we had for the Learning Council was involving them in the selection of a new LMS. We wanted this to be done as an early task so they felt committed to the decision made on this technology. Let’s just say our first LMS here was very dated and could no longer address our current needs.
The primary role for members of the learning council is to actively participate in efforts to achieve the objectives shown here. This included selecting and implementing new learning technology – both with the LMS selection and anything in the future; creating and implementing standards for learning; defining and communicating a strategy for learning; and addressing any inconsistencies with learning standards.
In turn, as a member of the council you’ll receive knowledge and authority to self-manage a lot of learning technologies and processes within your own functional area – like being able to post content on our LMS which is called the HCR ManorCare University. (Think of this like a franchise…)
It was important for members of the Learning Council to interact with others in their functional area to be sure their needs and opinions are expressed as part of their participation on the council. We asked members of the council to bring the ideas and needs of their area to meetings then communicate decisions and standards created here to employees in their Department who were involved in training. Learning Council member are the driver of these things and have a positive influence on training to help make learning a success.
(These were some of the initial expectations, we will talk in minute about the way the Learning Council evolved.)
Jennifer:
Much of our presentation today focused on the process for implementing the Learning Governance strategy but the difficult part is often keeping this going post-implementation. We do this through several methods:
We hold Quarterly meetings with the Learning Council. These meetings are well attended by at least one person from each functional department. We mix in CSOD updates as well as informative segments to improve the skills of Council members. Each meeting also includes an interactive discussion of the learning projects that each Department is currently working on.
2) Learning Audits are done once a year to make sure content on the LMS is current. This keeps the learning from being out of date, which was an issue noted on the picture of our current state of learning.
3) We provide updates every 6 months to the steering committee on learning initiatives, projects, usage of the system and other updates. This allows them to see that they invested wisely in an LMS and that it is being used efficiently to improve learning.
4) The learning council has allowed us to increase the amount of communication between employees who are involved in learning across departments. They are no longer restricted by departmental silos. Instead we see them working together to generate ideas and improve training as a whole.
We hope you have found this to be a good overview of the Learning portion of the Talent Management approach we were implementing which, again, is our most developed portion of the approach.
We worked with Human Resources and did a basic assessment of the current state of Succession planning. Here are some of the general findings regarding Phase 2.
If you are here long enough you can get promoted. Less to do with knowledge and skills. More to do with tenure and expectation.
In other words, we found tenure was the most important criterion in identifying who would be the best fit for an open upper management position.
Employees are rarely told what needs to be done to move along a career path. Fend for yourself.
There are not many, if any, truly defined career paths - especially to upper management. We heard there are pros and cons to the “fend for yourself” approach because the company does typically allow employees to move between functional areas fairly easily. This allows an expanded and more well rounded view of the total operations of the organization. The negative impact is that the “fend for yourself” approach can leave employees confused and leave for a better opportunity more quickly if they can’t view how their efforts are leading to a potential promotion.
Didn’t have an easily accessible repository of employee education, skills, projects, competencies, etc.
Yes, we did have the Learning Module of Cornerstone implemented so we knew the courses an employee took on our University site, but beyond that we knew little about their other education, skills, projects completed, etc.
Started with fillable pdf put into an Excel data base. Only a few people had access. Felt secretive.
Finally, we did find that some of our first attempts at succession planning involved a fillable pdf file sent to a select group of employees who were in specific positions felt secretive. These people were put into a 9-box format but the data collected and put into an Excel file was never discussed beyond a few people.
So here was our approach to addressing some of the issues noted in our assessment.
First, we developed an approach to leadership development heavily focused on learning. Notice, we put the largest focus on work and experiences driving learning and what could be done in this area. This allowed employees to see that the company values all types of development activities. Work experience is still the most highly regarded so work with your boss to broaden your work experience, relationships and finally formal training.
Second, we put all of this information on our intranet hub. The model you saw previously was also linked to important competencies. An employee can click on any of these competencies and see ideas for work experience, relationships and formal training for each of them.
We aren’t going to get into the process for the determination of these competencies in our organization. There are many processes and tools available to identify important competencies.
Step 3, we enhanced learning through contracting with Relias learning. This not only helped in the formal learning area, but also helped us keep up with current content and increased the breadth of content available on our LMS.
Finally, we used the Cornerstone product as a better way to capture information about employees. Each tab shown here is filled out by employees post-hire. We capture data related to employment history, education, licenses and certifications and career preferences. These are things that were captured before but stored neatly on paper inside of the employee’s personnel folder. Now, they are reportable, searchable and can be easily updated by the employee at any time.
This information is used in conjunction with ratings/rankings by senior management to put the employee into a Talent 9-box. As you can imagine, the information used to make these judgments is more transparent than it was before.
We are just getting started on Phase 3, the performance management phase of our talent management approach. Again, I think many of these issues are common across industries.
The points listed here are some of the areas we hope to improve upon. Currently, everyone has a similar (if not the same) performance review form. Job specific duties are included, however we’d like to see this become even more tailored to individual positions as career paths are developed using the learning opportunities already established on our LMS. This would resolve the second point listed here by linking performance to learning as well as “pave the way” to succession. We’ll also need to shift the way people think in terms of goals and projects for the upcoming year. Performance appraisals are conducted once a year on the employee’s anniversary date and are primarily viewed by the employee as a task that needs to be done in order to get a raise. While a raise is a good incentive for the meeting, it should also be viewed as an opportunity to discuss job performance, establish goals for professional growth and hopefully, eventually help define a career path using the learning tools that are available to us.
Overall, its going to involve a culture change for our organization due to the perceptions of the process and we know it will take time for all of this to come full circle.
We hope you have found our presentation to be a beneficial use of your time. As you will see, this is an on-going process with challenges always popping up. We tried to keep our overall approach consistent but the process to get there had to be fluid. There were things we were going to do but felt there was a strong probability that step may fail at that time or given the culture of the organization. This just reiterates the importance of a good assessment before embarking on any of these steps.
Thanks you for attending.