Strategic trends in talent management over the next 5-10 years include prioritizing talent management functions over other HR functions, learning from both next and best practices, increasing levels of boldness and innovation, making decisions based on metrics and data rather than intuition, emphasizing rapid learning, taking a global approach, increasing collaboration across functions, developing agility, proactively addressing people management issues, and leveraging technology. Functional areas will see improvements in internal movement, retention, recruiting, onboarding/offboarding, and succession planning.
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Influence Of Technology On Human Resource ManagementNavitha Pereira
Technology has transformed our lives and the way we communicate, how we learn, how we work and spend free time, in essence-it has more or less changed every aspect of human society one can think of. Undoubtedly it also affected organizations' employees and their workplaces in job design, conditions of work and other (numerous) ways. Today’s information technology has shown continuous development. Technology and HRM have a wide range of impact upon each other and therefore human resource professional should be eligible to adopt technologies that allow the re-engineering of the HR action, be prepared to maintain organizationally and work project changes caused by technology, and be able to maintain a proper managerial climate for innovative and knowledge-based organizations. HRM should be focused on the strategic objective and these strategic objectives are preparing information technology strategies to plan to fulfill the human resources strategies plan in the field of technology.
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Influence Of Technology On Human Resource ManagementNavitha Pereira
Technology has transformed our lives and the way we communicate, how we learn, how we work and spend free time, in essence-it has more or less changed every aspect of human society one can think of. Undoubtedly it also affected organizations' employees and their workplaces in job design, conditions of work and other (numerous) ways. Today’s information technology has shown continuous development. Technology and HRM have a wide range of impact upon each other and therefore human resource professional should be eligible to adopt technologies that allow the re-engineering of the HR action, be prepared to maintain organizationally and work project changes caused by technology, and be able to maintain a proper managerial climate for innovative and knowledge-based organizations. HRM should be focused on the strategic objective and these strategic objectives are preparing information technology strategies to plan to fulfill the human resources strategies plan in the field of technology.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
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.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
On October 19, 2016, Tom Haak of the HR Trend Institute gave a keynote on Talent Management Trends at the 10th Talent Trends seminar of Teneo in Brussels. This are the slides he used.
IBM BC2016- IBM - Talent Management - How to use data and analytics to take y...IBM Sverige
Consistently attracting and retaining talent is one of the key challenges for organizations today. IBM is a great example of an organization that not only sells Workforce Insight as a service, but who use it to maximize our own performance too. In this session you’ll hear from one of IBM’s internal talent specialist, how she collected data to create insight, to reinvent our sales function. Then, you’ll hear from one of our Workforce Consultants, how clients in other industries are doing this too.
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Presenterades på IBM BusinessConnect den 4 oktober 2016 på Stockholm Waterfront,
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Google Code Jam is an international programming competition hosted and administered by Google. The competition began in 2003 as a means to identify top engineering talent for potential employment at Google.
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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.
Future of talent management drivers and trendsTaleo Research
The next generation of talent management practices and solutions will be impacted by three major factors:
economic evolution
demographic changes
technology advancements
These factors are dramatically influencing the way people work, the way companies are organized, and the way talent is managed. This paper is the first of a two part series that will explore the changes needed in current business and talent management processes and technology to effectively deliver business value five to ten years from now. This first paper articulates and frames the key drivers of change. The second paper explores the resulting impacts to talent management processes and technologies.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Leading into the Future: Leading, Leap of Faith & ExperimentsTerri Griffith
Light-weight experiments for organizational innovation. Part of Allen Center program: Leading into the Future http://www.kellogg.northwestern.edu/execed/programs/century.aspx
Strategic Inflection Points, Einstein & Learning in the CPA ProfessionTom Hood, CPA,CITP,CGMA
The latest trends facing the CPA Profession and training, development & learning for CPAs and finance teams. The Business Learning Institute presents a competency and curriculum approach that helps accelerate the career progression of CPAs in firms, corporations and other organizations. The research was based on the AICPA CPA Horizons 2025 Project where thousands of CPAs identified the skills they would need in the future.
Achieving Results with Talent Mobility: Case Studies and Lessons LearnedHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
Maximize your Return on Investment with LinkedIn | Talent Connect San Francis...LinkedIn Talent Solutions
Maximize your impact and measure your investment’s success across your recruiting organization with these tips from TMX Group, Realogy Franchise Group, Uni-Select and Wipro Limited.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
How to scale a global software business.
Talk by Stephen Allot, Crown Representative for SMEs at Business of Software Conference Europe 2015.
Product
Plan
People
Processes
Problem Solving
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
The history of mankind has been the history of improvement. Darwin's concept of the survival of the fittest certainly applies to the business community. In the construction industry, the failure rate is about 25% and although there are many reasons for this, one of the prominent ones is that companies do not organize for sustainability and do not continue to do the things necessary to face ever changing challenges which give them the fuel for sustainability. Total Quality Management is a process for continual improvement. Construction contractors should evaluate what TQM has to offer and from that evaluation customize concepts that are appropriate to its culture and needs. This webinar provides the guidance to construction contractors' evaluation of the principles of TQM which can and perhaps should be implemented in a given company.
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...Dr. John Sullivan
What does “the next level up” look like for Employee Referrals
- Volume > 50% of all hires
- ERP produces highest quality hires
- The highest retention rate
- The shortest time to fill
- Over 30% of top performers participate in the ERP
- < 10% low-quality referrals
- Below average cost per hire
In the fast-changing world of corporate recruiting, it’s important to be aware of and prepared for the problems and opportunities that you will soon face. In short, because it’s “better to be prepared than surprised”, both recruiting and hiring managers must find a way to be “proactive” in planning for these upcoming events, rather than being “reactive”. The most effective way to identify trends and to predict upcoming recruiting issues is through the use of analytics and predictive metrics This advanced webinar will be led by long time ERE.net author and global metrics expert Dr. John Sullivan. He will guide you through the goals, the action steps and the best emerging corporate practices in predictive recruiting metrics.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Business Valuation Principles for EntrepreneursBen Wann
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Putting the SPARK into Virtual Training.pptxCynthia Clay
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2. Global reach of Dr. John Sullivan
Work Published (43 Countries)
Publicly Presented/Advised (27 Countries)
2
3. The goal for today
To show you the major strategic and functional
trends that will drive global talent management over
the next 5-10 years
3
4. Part I
Let’s first look at…
12 strategic trends in TM
4
5. TM has 8 options for increasing productivity
Buy Build
Recruit regular employees Develop internal talent
Borrow Retain
Borrow contingent labor Retain key internal talent
Move More productive
Redeploy internal talent Make internal talent more productive
Release Use substitutes
Weak & excess labor (Tech, contingent, outsource, cust.)
6. TM trends
Strategic trend – Prioritization on TM
- “Talent Management” functions receive
priority over other HR functions
- Why - because data demonstrates their
increased impact on innovation, productivity
and business results
6
7. Which HR functions add the most to performance?
Increasing innovation Skills training
Productivity improvement Compensation
Retention Benefits
Employer branding Performance mgmt.
Talent acquisition Relocation
Internal movement Compliance
Leadership and succession HRIT
On boarding/off boarding HR administration
Learning & development 7
8. TM trends
Strategic trend – Learn from and adapt the
usable parts from both next & best practices
- “Next practices” now frequently supplant
best practices in order to build a competitive
advantage
Two comparison examples >
8
9. Differentiating between best and next practices
Examples:
Recruiting
Standard practice – recruit using newspaper ads
Best practice – recruit using referrals
Next practice – recruit using Facebook to generate
referrals
Best practice sharing
Standard – no formal process
Best practice – a knowledge website
Next practice – wikis and internal social networks
9
10. “Next practices” vs. “best practices”
Next
practices
1%
Best practices
25%
Standard HR practices
65%
Below average practices 9%
10
11. “Next practice” firms that are ahead of the curve
Google
Microsoft
Zappos
Facebook
DaVita
Sodexo
Booz Allen
U.S. Army
Infosys
Apple
11
12. Zappos is a “next practices” company
Some quick Zappos “next practice” examples >
12
13. Zappos understands the cost of a bad hire
Even the best recruiting fails occasionally… so
Zappos offers $3,000 to anyone who agrees to quit
during their initial training… 2 - 3 % take the cash
Also
Every Zappos’s employee is on Twitter
13
14. Employer branding with a story book
Zappos publishes a book full of 300+ employee
written stories about what it’s like to work there
(Available on Amazon)
14
16. Zappos pre-identifies fakers prior to the interview
Because they put such a high value on “authentic”
customer service…
they assess an applicants behavior during the
shuttle ride
SW Air uses a similar approach 16
18. Zappos Adidas events
Held Adidas day for it’s employees, which included a
shoe lacing competition, a float contest, a costume
contest, and a design a pair of Adidas shoes contest
18
26. The best firms quantify the $ value of top talent
(The performance differential)
One top-notch
engineer is worth “One great
“300 times or more…
than the average” programmer is worth
1000 good
(Google) “would programmers.”
rather lose an entire Bill Gates
incoming class of
engineering
graduates than one
exceptional
technologist”
Alan Eustace, VP of
Engineering, Google Quote Courtesy of AIRS 26
27. A billion-dollar employee?
Game changers are worth a lot:
If you hire a single game changer at Google
(where the average employee generates $1.3 million
in revenue each year)
And that game changer produces the expected 300
times the average
For every one you hire… you add over $390
million in revenue every year
And if the new hire stays for only two and half
years… they will generate over $1 billion in
revenue
27
29. Examples of how other firms excite innovators
Examples of approaches that excite:
Intel allows you to work a strategic partners
IBM allows you to appeal a bad promotion
Google, Genentech and 3M offer free time
Schwab collection of “noble failures”
GE measures managers on “imagination”
P&G and IBM get ideas from others
29
30. TM trends
Strategic trend – Internal consulting center
- HR acts like a consulting center for
increasing productivity
- It identifies barriers to productivity
- It improves best practice sharing
- It does not make decisions, it advises
managers on risks and benefits
A “best practice” example >
30
31. At Zappos, HR acts as a consultant
At Zappos…
HR doesn't decide
HR operates as "risk advisors"
We “empower the manager to make a decision”
#hrhappyhour 2010
31
32. TM trends
Strategic trend - Metrics drive decision
making
- Decisions are made based on data and
metrics, rather than past practices & intuition
Three “best practice” examples >
32
33. What is the success % of Perf. Management programs?
1. The firm went back 2 years and identified that they
had 1,019 people rated #3, “needs improvement”
2. They calculated that they spent an average of
$13,090 per year… on their performance
management (training, coaching, counseling and
manager time)
3. They identified 2 years later… the number that
were currently ranked as #1’s
4. That number was 0
Conclusion – Perf. management has a low ROI
33
34. What does this 15 yr. Rand study say about T&D?
If the performance level of a recent hire is rated at
50% after their 1st year… or at the 90th percentile
Performance %
100
80
60
40
20
Years of service
their performance level will remained essentially
unchanged until year 20… when they retire
34
35. TM trends
Strategic trend - Learning dominates
- Google learning speed (At meetings)
- Parallel benchmarking increases learning
- Learn from other business processes (Supply
chain, lean processes, mass customized manufacturing & pattern buying)
- Learn from other industries
- Provide integrated solutions
A quick “best practice” example >
35
36. Rapid learning is the top concern at Google
Google continuous learning / “Testing on the toilet”
www.flickr.com/photos/gubatron/246489031
36
37. TM trends
Strategic trend - A global approach to TM
- Global TM is needed for rapid growth
- Countries share the same TM problems
- Expect increasing levels of aggressiveness
outside of the US (UK, India, China & Auz)
- Remote work is an increasing trend
A “best practice” example >
37
38. Remote work increases access to global talent
Results Only Work Environment
•Pick your hours
•Pick where you work
•No in-person meetings required
The business impacts:
The cost of turnover is $102k per
employee, ROWE teams have 3.2 % lower
turnover ($13 million per year)
When workers switch to ROWE, their
productivity jumps by 35% 38
39. TM trends
Strategic trend – Collaboration across
functions produces a $ business impact
- 100 foot rule
- Coffee line
- Shared shuttle
- Laundromat
39
40. TM trends
Strategic trend - Agility becomes a critical
success factor
- A range of options must be provided
- Strategies must shift with the economy
40
41. TM trends
Strategic trend – Take proactive actions
- Seek out people management problems
- Proactively identify and “fix” bad managers
- Identify and re-recruit top employees
- Proactively recruit on “bad days”
41
42. TM trends
Strategic trend - Technology impacts
everything
- Talent management learns when to
recommend technology over people
- Open source has an impact
- Social networks and the mobile platform
dominate communications
42
43. Part II
A quick view…
of some best practices by functional area
43
44. TM trends
Improving internal movement
- Proactive and targeted movement
- Project opportunities can be bid on
(Whirlpool and Google)
- Rewards for releasing vs. hoarding talent
Two examples >
44
45. Facilitated internal movement is a trend
Career mobility team – use it to proactively and
accurately place and to speed up internal movement
45
46. Best practices in internal movement
National Oilwell Varco offers a NFL style
draft for first year college hire rotations
46
47. TM trends
Retention trends
- Be prepared for an upcoming turnover spike
- Identify “who” is at risk of leaving
- Prioritize people & personalize the approach
- Be proactive – ask “why do you stay?”
- Use post-exit interviews to find out “why”
- An algorithm for predicting turnover
47
48. TM trends
Recruiting – A centralized function
- Center of excellence model dominates
- Most sourcing, branding and referrals are
done by a centralized group
- Enables better candidate sharing
- Global sharing of best practices
48
49. TM trends
War for talent returns
- The power shifts back to candidates (you
must become candidate centric)
- The candidate experience must improve
- Talent communities build relationships over
time (Microsoft)
49
50. TM trends
Recruiting – Referrals dominate
- #1 in both volume and quality
- Responsiveness is the key
- Over 50% of all hires is the target if you
utilize social networks effectively
An example >
50
52. TM trends
Recruiting – Employer branding is essential
- The only long-term recruiting strategy
- Leverage your employees social networks
- Measure & manage your negatives (glassdoor.com)
- Be authentic in your messages
An example >
52
54. TM trends
On and off boarding receive new attention
- Decrease time to initial productivity
- ID why they said yes… to improve
- Social media simplify managing alumni
groups
An example >
54
55. Boomerangs are high quality permanent hires
Microsoft alumni network
Also Deloitte, E&Y, Booze, McKinsey and IBM 55
56. TM trends
Succession planning must improve
- Designate and pretest immediate back fills
- Be ready for a retirement boom
- Identify external candidates
- Identify the “non-obvious”
56 last
57. Did I make you think?
If these combined examples of “leading edge” TM
approaches… were equal to 100 points on a scale…
What point score would you give your firm today?
www.drjohnsullivan.com
57