The document discusses talent management strategies for employee engagement. It covers encouraging employees to take ownership of their careers through profile and performance management. Profile management involves tracking employee certifications, skills, and goals. Performance management is facilitated through an online system and includes setting SMART goals, conducting check-ins, and evaluations. The goal is to link employee development to organizational objectives through clear expectations and two-way communication between managers and employees.
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
This presentation was delivered to MBA students at the University of Budapest in May 2015. Talent Management provides an overview of each of the components that make up Talent Management in an organization from Recruiting to Succession Planning.
Gary Wheeler and The Virtual HR Director will help any organization, regardless of their size understand how they can improve their talent management processes.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
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.
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.
Company talent development presentation (public)Ramil Mastiyev
This is a sample presentation on delivering a speech to the management in your company or a client. It features the main arguments and a kick-start scenario for creating a company-specific talent development program.
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
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.
Succession Planning and Cross Training: Boldly Preparing for Staff Transition...Palatine Library
2011 Illinois Library Association Conference: Bold, Brilliant, Brave
Tuesday, October 18, 2011, 1:45 - 2:45 p.m.
Anthony Auston, Megan Buttera, Susan Strunk
Palatine Public Library District
Tired of scrambling to get things done when an employee leaves or is absent? Supportive succession planning and cross training efforts don’t have to be overwhelming. Both are brave initiatives meant to ensure continued, effective operations despite vacancies or absences. Learn how to begin the dialogue at your library.
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
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.
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.
Company talent development presentation (public)Ramil Mastiyev
This is a sample presentation on delivering a speech to the management in your company or a client. It features the main arguments and a kick-start scenario for creating a company-specific talent development program.
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
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.
Succession Planning and Cross Training: Boldly Preparing for Staff Transition...Palatine Library
2011 Illinois Library Association Conference: Bold, Brilliant, Brave
Tuesday, October 18, 2011, 1:45 - 2:45 p.m.
Anthony Auston, Megan Buttera, Susan Strunk
Palatine Public Library District
Tired of scrambling to get things done when an employee leaves or is absent? Supportive succession planning and cross training efforts don’t have to be overwhelming. Both are brave initiatives meant to ensure continued, effective operations despite vacancies or absences. Learn how to begin the dialogue at your library.
#HROS: Open-Source Comes To HR | Ambrosia Vertesi & Lars Schmidt Talent Conne...LinkedIn Talent Solutions
We all go to conferences and hear why and what companies are doing - which is awesome. But we often walk away wondering...how? In this keynote, Ambrosia and Lars share Hootsuite’s journey to “working out loud” and bringing open-source approaches to Hootsuite’s talent strategies. From #BSU to #BCorp, learn how Hootsuite and leading companies are introducing open-source approaches to HR, as well as get actionable resources to take back to your organization. Watch the best of Talent Connect: http://bit.ly/1MBqz6m
My Leadership Habits = Needs Of My People? Talent Scorecard: An Assessment ...Scott Patchin
Talent management is too often about corporate initiatives and metrics. Lost in the discussion is the leader who just wants to know how they are doing meeting the needs of their people. Talent management is about having great conversations. The talent scorecard helps you understand which conversations you should focus on.
This is a presentation I put together to share at the Wisconsin SHRM event around a tool I created called the talent scorecard. It helps leaders answer the question "am I effectively managing the talent on my team, where are my risks, and what should be my priorities?"
While the demand for experienced leaders is high, companies find it challenging to manage talent strategically. The three key areas to ensure success are discussed in Talent Scorecard – How to ensure your company is managing talent strategically:
• Align business and talent strategies
• Look ahead, not behind
• Track the talent profile
Implementation of eProfile and Benefits of using Talent Summary and Manager D...NERUG
This presentation focuses on eProfile as a collaborative application that enables employees to maintain their own profiles, thereby decreasing administrative time and costs and increasing data integrity. eProfile ensures that data changes comply with the organization's requirements
The session will focus on:
• Managing personal information
• Self-service functionality
• Manager Dashboard
• Talent Summary Dashboard
• Workflow user preferences
Critical Metrics for Talent Management in Reporting to Boards and InvestorsHuman Capital Media
Many talent management professionals may be unaware of the swell of interest in their work by boards and investors. Aware or unaware, there’s no denying that the interest is there.
This is why powerful groups such as the Sustainability Accounting Standards Board and the International Integrated Reporting Council are pushing forward reporting standards that include reporting on human capital.
To help talent management professionals understand, be ready for and comply with these standards, industry experts David Creelman, Laurie Bassi and Andrew Lambert are preparing a major report on what’s happening in the industry.
Join David Creelman in this webinar as he reveals what these changes mean for talent management professionals, including critical metrics, the landmines to be avoided and the opportunities to be seized.
Key takeaways:
Why are there suddenly big changes in reporting to investors?
How will that affect what we in talent management have to report to management?
What aspects of our performance will be particularly under scrutiny?
What is the secret in turning talent management data into a story business leaders care about?
I create themes for each PeopleSoft module roll-out. The theme for the Employee Talent Management presentation was "Who's driving your career?" It was well received and connected with our workforce.
Competitive Organizations understand that great performance comes from great leadership with great People Skills. They know and appreciate that investing in performance, means investing in People.
Performance is often defined simply in output term .i.e. the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how they achieve it.
-Performance means both behaviors and results. Behaviour emanates from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results.
performance management – considers inputs (behaviour) and outputs (results).
Training Slides of Performance Management , discussing the importance of Performance and Leadership.
Some Key-Points:
- Appraisal
- Performance Management
- Project Record
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
HR for Non HR_Performance Management Systemazischin
This presentation, titled "HR for Non HR: Performance Management," explores the critical aspects of effective performance management in the workplace. The deck covers the evolution of performance management, its significance for individuals, teams, and organizations, and the nine success criteria for an effective performance management system. It also delves into the importance of clear goal setting, performance feedback, performance differentiation, and managing poor performance. Additionally, the presentation addresses the legal implications of performance improvement plans and the risks of unfair dismissal and wrongful termination.
"DepEd Order No.2, s. 2015 Guidelines on the Establishment & Implementation o...REYBETH RACELIS
"DepEd Order No.2, s. 2015 Guidelines on the Establishment & Implementation of the Results - based Performance Management System (RPMS) in the Department."
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
2. Topic Presenter(s)
1 Introduction Human Resources
2 Encouraging Employees to Take the Wheel Enterprise Resource
Planning Department
3 Talent Management – Driving to Success
Profile Management
Performance Management
4 S.M.A.R.T. Performance Goals Public Service University
5 Career Goals
6 Starting the Journey
Checklist for Managers
Training Support
Contact List
Quiz Instructions
2
3. Administrative Instruction 7-32-1
◦ Employee Work Plan (EWP)
Administrative Instruction 7-32-2
◦ Performance Evaluation Guide (PEG)
Effective February 2006
◦ Mandatory, but compliance was difficult
◦ Process cumbersome
Definition of Manager
◦ Anyone that has a direct report and will be doing
a performance review
3
4. Talent Management replaces EWP’s
and PEG’s
• No more paper performance
evaluations. Completed online in
PeopleSoft.
Identifies employee contributions
to achieving goals
Supports two-way communication:
Manager and Employee
Increases Employee Involvement:
Input on career goals and self-
review
Staggered Performance Evaluation
Due Dates
• Driven by Employee Anniversary
Dates (not Fiscal Year start/end)
Five Point Rating Scale
2 Levels of Manager Approval
Manager Dashboard
Checkpoints
Compliance tracking by HR
Expectation: 100% Participation
4
7. How you looked on the outside
How you felt on
the inside
When you weren’t driving When you were driving
7
8. Getting from Point A to Point B
Point A: Can’t Drive Point B: Licensed Driver
Driver’s Ed Class
Permit
Driving Test
Practice Driving
Studying
8
9. Is driving your car as fun as it used to be?
Probably not, but it’s still just as important to keep
control of the vehicle as it was the very first day.
You create goals and provide guidance.
Employees need to understand the Performance Goals
and actively participate in setting Career Goals.
We are committed to moving both the City
and our employees forward!
9
11. What is Talent Management?
There are two parts to Talent Management
Profile Management + Performance Management
Part One: Profile Management
Person Profiles track military service, training,
education, as well as, licensing and certifications of
any type (personal or professional).
Help supervisors track certification expirations and
employee KSA’s (Knowledge, Skills and Abilities).
11
12. Driving Your Career
Person Profiles are created by YOU.
Person Profiles are about YOU.
Person Profiles SHOWCASE YOU!
There is more to YOU than a Job Description!
Multi-
Lingual
College
Degree
VETERAN
12
13. My Current Profile
Several items require manager approval.
Upload supporting documentation to prove the validity
with your submission for these items.
13
14. • Required: Add a Career Goal (to Performance Document) for each
employee to create a Person Profile.
• Require employees to enter all work related licenses and
certifications along with the expiration dates.
• The system will alert you and the employee when their expiration
date is approaching so their license/certification does not expire.
• This eliminates manual tracking efforts and employee downtime.
14
15. • When employees add attributes to their Person Profiles that require
manager approval you will be notified.
• Pending approvals will display on your Manager Dashboard.
If appropriate documentation has not been provided:
Deny the request and provide notes to the employee on what
additional information is needed to receive an approval.
Then they can resubmit for approval.
15
16. Part Two: Performance Management
Performance Management is an ongoing, year round
ACTIVE system.
PeopleSoft is the tool that facilitates the
communication process with these important
aspects:
Communicating the business direction
Planning performance
Managing performance
Evaluating performance
Career Development
Shared Accountability
Two-way Communication
16
18. MANAGER ACTIVITIES
Evaluating Manager
Creates Document
Adds City Goal(s) – Not Rated
Reviews Core Values with Employee at
beginning of year
Rates & Comments at end of year
Sets & Reviews Performance Goals with
Employee at beginning of year
Rates & Comments at end of year
Sets Career Goals with Employee
Documents & Comments
Conducts Checkpoints
End of Year Review & Shares with Employee
Feedback from Employee
Finalizes Performance Document
Approving Manager
Compliance Gatekeeper
Review and approves/closes evaluation
EMPLOYEE ACTIVITIES
Reviews City Goals (Not Rated)
Reviews Core Values (Rated)
Reviews & Discusses Performance
Goals with Manager (Rated)
Sets Career Goals with Manager
Participates in Checkpoints with
Manager throughout year
End of Year: Conduct Self-Review,
Ratings & Adds Comments
Receives Manager Review
Provides Feedback/Comments
Acknowledges Final Review/Rating
18
20. 20
1. Leads the manager through the steps.
2. Shows due dates for each of the steps.
• Due dates trigger alerts.
3. Sub-steps also display.
4. Steps in progress display as yellow.
5. As each step is completed, a green checkbox appears.
6. If the step is late, the icon will show red.
7. If a checkpoint is skipped, the step shows as skipped.
Progress is tracked by the system:
Green = Completed
Yellow = In Progress
Red = Overdue
21. Beginning Process
Manager creates
Performance Document
Manager adds City Goal to
the document
Manager reviews
Core City Values
Manager adds Performance
Goals to the document
Manager adds Career Goals
to the document
Reviews the Performance
Document with the
Employee
21
22. During the Year
Manager & Employee:
Add Performance Notes
(Ongoing)
Checkpoint 1: Manager
Comments & Shares
Employee reviews comments
and adds comments
Checkpoint 1: Complete
Checkpoint 2: Manager
Comments & Shares
Employee reviews comments
and adds comments
Checkpoint 2: Complete
22
23. Employee: Self-Review
Manager: Conducts Review
Manager & Employee:
Discuss Review & Ratings
Employee Acknowledges
Evaluation
Employee’s Manager
Finalizes Evaluation
Approving Manager:
Reviews & Approves or
pushes back until complete
Annual
Evaluation
Closed
End of Year
23
24. Tabs:
1. City Goals
2. Core Values
3. Job Summary
4. Performance Goals
5. My Career Goals
6. Overall Summary
7. Comments
Attachments can be added
to the document by the
Evaluating Manager Only.
Audit History on the bottom
of every document.
25. There are two Rated Sections:
◦ Core City Values
◦ Performance Goals
5 Point Rating Scale
1. Unsatisfactory Performance
2. Needs Development
3. Meets Expectations
4. Exceeds Expectations
5. Exceptional Performance
25
27. • Ability to Add Performance Notes all year
• Advantages:
• Performance Notes are Private
• Jogs your memory about highlights/successes
• Quick access to copy and paste to your Performance Document
• Helps you support your manager ratings
• Assists in evaluation discussion with employee
• Workflow E-mails
• System generated e-mail reminders/updates
• Directs manager and employee to the next steps in process
• Provides a URL link to take you to the Performance Document
29. What is a SMART Performance Goal?
• A carefully crafted, comprehensive statement
about what the employee intends to accomplish
throughout the year
• An individual action plan
Advantages of SMART Performance Goals
• Provides guidance and direction for work
• Links employee accomplishments to organizational
objectives/goals
• Clarifies expectations for the employee and
supervisor
• Improves performance
29
31. 31
Manager: Providing Direction
• Sets the Performance Goals and adds them to the
Performance Document
• Communicates the goals and responsibilities to employee
• Remember: You will rate employees on these.
• Makes sure that the employee understands the goals
• Answers employee questions to clarify.
• The manager is responsible to create the goals, but employee
is responsible for their performance.
• Comments on progress at Checkpoints
• Rates and Comments at end of performance year
32. 32
Employee: Taking the Wheel
• Reviews the Performance Goals set by the manager
• Understands goals and their associated
responsibilities
• Asks questions until the goal is clear
• Responsible for performance related to meeting the
Performance Goals
• Comments on progress at Checkpoints
• Conducts Self-Review at end of performance year
Managers may work with employees to create the goals, but managers
have the final responsibility to set the Performance Goals.
34. Where do you want to be in 1 year? 5 years? 10?
Career Goals help you get there!
Advantages of Career Goals
• Assists in achieving the Performance Goals
• Enhances your Knowledge, Skills and Abilities
• Uniquely YOURS! Tailored to help you meet your
personal career goals.
• Helps you keep your current career on track
• Helps prepare you for your career future
34
35. Development Target
What do I need to improve?
How to Achieve
What Development Method(s) will I use?
Measurement
How will I measure my improvement?
Completion Date
When will I complete my Development Target?
Results
What was the impact on my performance?
Questions to help create a Career Goal
Managers will work with employees to create
meaningful Career Goals, but managers have the
final responsibility to enter them into the system.
35
36. Career Development Opportunities
◦ Advisory Committees
◦ Apprenticeships
◦ Certifications
◦ Challenging/Stretch Work
Assignments
◦ Classroom Training
◦ Conferences
◦ Cross Training
◦ Degree Programs
◦ Internships
◦ Job Rotation
◦ Job Shadowing
◦ Job Swap
◦ Mentoring
◦ Online Learning
◦ On the Job Training (OJT)
◦ Professional Association
Activities
◦ Reading (Book Club)
◦ Research Projects
◦ Self Study
◦ Skill Development
◦ Special Projects
◦ Task Groups
◦ Volunteer Activities
36
37. • Every employee should have a minimum of
two Career Goals
• Every employee should have a career goal to
complete their Person Profile
• Career Goals are NOT RATED, but they are
Documented (Met or Not Met)
• They are not part of the performance rating
37
38.
39. Person Profiles
Ask all Direct Reports to create a Person Profile in PeopleSoft –
Adding work related licenses & certifications with expiration dates
Performance Management
Check Manager Dashboard for Employee Work Anniversary Dates
in July, August and September
Create Performance Documents for these employees
Add City Goal to document (choose from dropdown list)
Create SMART Performance Goals (Specific, Measurable,
Actionable, Realistic, Timed)
Create Career Goals - Minimum of two. One should be for the
employee to create a Person Profile.
Review Performance Document with Employee to make sure
expectations are clear
39
40. Training Support for Talent Management
Public Service University -
• Talent Management Website
• Classroom sessions: SMART Targets, etc.
• On-Demand Online Courses – Activity Based
• Courses in See It! and Try It! mode
• System Process Documents (Detailed Job Aids)
• Job Aids (Quick Steps)
• Open Workshops
40
41. 41
Contacts
• Department Subject Matter Experts
(identified by Directors)
• Department HR Coordinators
• Public Service University, 768-3200
• DTI Help Desk, 768-2930
• Password resets & system issues
42. Talent
Management
Quiz
There are two parts to complete before you will receive
course credit:
• Part One: Complete training session
1. Attended the training session
• Part Two:
2. Complete Quiz (final step)
You will receive an e-mail with the link to the Quiz.
Complete the Quiz to receive credit.
42