The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of cultivating relationships with potential candidates, including passive candidates who are not actively looking for jobs. However, most organizations struggle with this due to a lack of integrated tools for tracking and managing talent leads over long periods of time. The document provides tips for improving pipelining efforts, and highlights LinkedIn Talent Pipeline as a solution that allows organizations to centralize all talent leads, continuously update profiles from LinkedIn, and nurture relationships with candidates.
The document discusses how two companies, Pfizer and Red Hat, used LinkedIn Recruiting Solutions to improve their global recruiting efforts. It describes how social networking tools allow companies to more effectively communicate their employment brand and attract top talent worldwide. Specifically, it outlines how Red Hat capitalized on LinkedIn Recruiter to scale its recruiting operations as the company rapidly grew, enabling it to source candidates from a pool of over 120 million professionals on LinkedIn.
This document discusses how two companies, Pfizer and Red Hat, used LinkedIn Recruiting Solutions to improve their global recruiting efforts. It describes how social networking tools are transforming recruiting by allowing companies to build their employment brands and more directly attract qualified candidates. The document also provides an overview of how LinkedIn Recruiter works and highlights Red Hat's experience in capitalizing on LinkedIn Recruiter to efficiently scale their recruiting efforts as the company rapidly grew to over 4,000 employees worldwide.
Human Capital Growth Webinar: 2018 HCG talent development benchmark studyHuman Capital Growth
Learn the results of our 2018 HCG Talent Development Benchmark Survey.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results.html
Human Capital Growth Webinar: 2018 HCG talent development benchmark survey re...Human Capital Growth
Fifty leading organizations participated in the 2018 HCG Talent Development Benchmark study. In our May webinar we presented the highlights of the results and findings on learning and development practices. In the June webinar we will do a deeper dive of the results, particularly those relating to career management and leadership development practices. View this webinar and leave with ideas for making quantifiable improvements to your talent development practices.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results-ii-deep-dive.html
The document provides guidance on building and maintaining productive relationships between HR professionals and recruitment agencies. It outlines an advocacy model consisting of different stages in developing partnerships: awareness, transaction, satisfaction, trust, and engagement. For each stage, the document describes key characteristics of effective relationships, such as having a good reputation, demonstrating expertise, understanding each other's needs, transparency, and respect. It emphasizes the importance of trust over time through open communication and a willingness to provide honest feedback.
Holacracy The Next Generation Leadership in a VUCA Worldijtsrd
The Volatile, Uncertain, Complex and Ambiguous world is posing innumerable challenges upon all the organizational stalwarts. The purpose of the undertaking this study is more than one. 'Leaders are born not made' had always been an oft cited dubious question to the uncanny minds of many. Thus, an attempt had been made to strike an answer to the recurring question that occurs at multi tier level that is, does market leadership drives leadership in organizations or leadership capabilities of employees exercise influence on employees Methodology An empirical research had been carried out, which was both explorative and descriptive in nature, to identify the leadership style followed in organization and bring out the gap between the existing and desired leadership styles for implementation of holacracy in the organization. Variables such as task and result orientation, work delegation are taken to find out characteristics of an effective leader. Variables such as democratic, autocratic, bureaucratic, participative are examined to find out preferred style of leadership. The effectiveness of the leadership style was survived through variables of penalty, rewards, motivation and respect. Out of 340 questionnaire circulated, 317 responses were received out of which 305 were found to be usable for study. Statistical test such as description statistics using SPSS is applied to study the outcomes and presented in the form of graphs. Findings The research yielded various interesting aspects of key leadership principles. Technology is a friend and a foe, a powerful threat if underexplored poor communication skills and lack of discipline can make leaders ineffective. When asked about whether emotional intelligence is appreciated in a leader, the majority of the respondents could not give decisive answer. Holacracy brings the new era of leadership style with organizations becoming lean and employees adaptable. Implications The sample was drawn from Generation Z who is soon going to be a part of youth leadership in both corporate and governance. The questionnaire had been inclusive of asking personal traits of them to the actions. Jyoti Kukreja "Holacracy: The Next Generation Leadership in a VUCA World" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd28029.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/28029/holacracy-the-next-generation-leadership-in-a-vuca-world/jyoti-kukreja
The document provides highlights from a survey of leadership practices in India. It finds that over half of Indian leaders rated their organization's leaders as very good or excellent, a higher proportion than global averages. Indian organizations were also better than average at communicating the importance of leadership development and monitoring such programs. Regarding high-potential leaders, a larger portion of Indian organizations had processes to identify them, and about 4 in 10 Indian leaders identified as being in high-potential programs themselves. Leaders in these programs generally gave more positive ratings of their development opportunities.
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
The document discusses how two companies, Pfizer and Red Hat, used LinkedIn Recruiting Solutions to improve their global recruiting efforts. It describes how social networking tools allow companies to more effectively communicate their employment brand and attract top talent worldwide. Specifically, it outlines how Red Hat capitalized on LinkedIn Recruiter to scale its recruiting operations as the company rapidly grew, enabling it to source candidates from a pool of over 120 million professionals on LinkedIn.
This document discusses how two companies, Pfizer and Red Hat, used LinkedIn Recruiting Solutions to improve their global recruiting efforts. It describes how social networking tools are transforming recruiting by allowing companies to build their employment brands and more directly attract qualified candidates. The document also provides an overview of how LinkedIn Recruiter works and highlights Red Hat's experience in capitalizing on LinkedIn Recruiter to efficiently scale their recruiting efforts as the company rapidly grew to over 4,000 employees worldwide.
Human Capital Growth Webinar: 2018 HCG talent development benchmark studyHuman Capital Growth
Learn the results of our 2018 HCG Talent Development Benchmark Survey.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results.html
Human Capital Growth Webinar: 2018 HCG talent development benchmark survey re...Human Capital Growth
Fifty leading organizations participated in the 2018 HCG Talent Development Benchmark study. In our May webinar we presented the highlights of the results and findings on learning and development practices. In the June webinar we will do a deeper dive of the results, particularly those relating to career management and leadership development practices. View this webinar and leave with ideas for making quantifiable improvements to your talent development practices.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results-ii-deep-dive.html
The document provides guidance on building and maintaining productive relationships between HR professionals and recruitment agencies. It outlines an advocacy model consisting of different stages in developing partnerships: awareness, transaction, satisfaction, trust, and engagement. For each stage, the document describes key characteristics of effective relationships, such as having a good reputation, demonstrating expertise, understanding each other's needs, transparency, and respect. It emphasizes the importance of trust over time through open communication and a willingness to provide honest feedback.
Holacracy The Next Generation Leadership in a VUCA Worldijtsrd
The Volatile, Uncertain, Complex and Ambiguous world is posing innumerable challenges upon all the organizational stalwarts. The purpose of the undertaking this study is more than one. 'Leaders are born not made' had always been an oft cited dubious question to the uncanny minds of many. Thus, an attempt had been made to strike an answer to the recurring question that occurs at multi tier level that is, does market leadership drives leadership in organizations or leadership capabilities of employees exercise influence on employees Methodology An empirical research had been carried out, which was both explorative and descriptive in nature, to identify the leadership style followed in organization and bring out the gap between the existing and desired leadership styles for implementation of holacracy in the organization. Variables such as task and result orientation, work delegation are taken to find out characteristics of an effective leader. Variables such as democratic, autocratic, bureaucratic, participative are examined to find out preferred style of leadership. The effectiveness of the leadership style was survived through variables of penalty, rewards, motivation and respect. Out of 340 questionnaire circulated, 317 responses were received out of which 305 were found to be usable for study. Statistical test such as description statistics using SPSS is applied to study the outcomes and presented in the form of graphs. Findings The research yielded various interesting aspects of key leadership principles. Technology is a friend and a foe, a powerful threat if underexplored poor communication skills and lack of discipline can make leaders ineffective. When asked about whether emotional intelligence is appreciated in a leader, the majority of the respondents could not give decisive answer. Holacracy brings the new era of leadership style with organizations becoming lean and employees adaptable. Implications The sample was drawn from Generation Z who is soon going to be a part of youth leadership in both corporate and governance. The questionnaire had been inclusive of asking personal traits of them to the actions. Jyoti Kukreja "Holacracy: The Next Generation Leadership in a VUCA World" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd28029.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/28029/holacracy-the-next-generation-leadership-in-a-vuca-world/jyoti-kukreja
The document provides highlights from a survey of leadership practices in India. It finds that over half of Indian leaders rated their organization's leaders as very good or excellent, a higher proportion than global averages. Indian organizations were also better than average at communicating the importance of leadership development and monitoring such programs. Regarding high-potential leaders, a larger portion of Indian organizations had processes to identify them, and about 4 in 10 Indian leaders identified as being in high-potential programs themselves. Leaders in these programs generally gave more positive ratings of their development opportunities.
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
By 2020, global talent mobility will significantly increase due to growing emerging markets and global connectivity. Demand for international assignments will rise 50% by 2020 as companies seek to deploy talent worldwide. Mobility patterns will shift as emerging markets become talent sources and destinations within their own regions. Changing demographics like retiring baby boomers and rising millennials will require new global talent strategies that make greater use of short-term assignments, virtual tools, and accommodate different generations' needs. Regulations and technologies will also need to evolve to support increased cross-border movement of people for business.
The document discusses the importance of implementing a talent mobility strategy to effectively acquire, align, develop, engage, and retain high performing talent. It explores considerations for approaching and deploying a talent mobility strategy and supporting technology. Implementing an integrated talent management platform can help organizations overcome challenges like retaining top performers, aligning talent needs with business goals, and reducing external hiring costs by facilitating greater internal mobility and succession planning. The benefits of a talent mobility strategy include increased organizational agility, improved retention of talent, lower recruiting costs, and better alignment of employee development with business needs.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
The document discusses the importance of developing a talent management strategy. It provides an overview of Knowledge Infusion, a consulting firm, and their services in talent management. The presentation covers key elements of an effective talent management strategy, including having a business or employee focus, defining talent demand and supply, the talent planning process, promoting talent mobility, and using metrics to measure strategy outcomes. Executing the strategy requires integrating people, processes, and technology to transform talent management from an HR function into a business-driven capability.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
Asia HR Leaders Forum - Roffey Park Institute - May 6th 2015PayrollHero
The document summarizes the key findings of the Singapore Management Agenda conference held in May 2015. It discusses organizational challenges such as productivity stagnation, excessive workloads, and barriers to innovation. Recruitment and retention were identified as current top people challenges, while succession planning may be most important in the future. Flexible working is desired but faces barriers like a lack of trust and fear of negative career impacts. The closing section describes a facilitated discussion at the conference to further analyze these issues.
Building a game changing talent strategy zia ul mustafaZia Mustafa
This document discusses the talent strategies of three game-changing companies - BlackRock, Envision Energy, and Tata Group. It finds that they all have talent strategies that are purpose-driven, performance-oriented, and principles-led. Their strategies support and drive their business strategies. Commitment from top leadership and a focus on developing a high-performance culture of collective purpose and respect for individuals are key aspects of their talent strategies.
How do you engage employees? Whitepaper 360° employee feedbackQB Ireland
This document discusses expanding the use of 360-degree feedback programs through more flexible models. Traditional 360-degree reviews are resource-intensive for organizations and usually only used for senior executives. Emerging technology allows for more scalable "self-service" 360 models that can embed a feedback culture across an organization. These flexible models reduce costs and expand the benefits of feedback to all levels of employees.
This document summarizes a research report on best practices for talent acquisition from sourcing through onboarding. The report found that best-in-class organizations that achieved 95% first-year employee retention, 82% of new hires meeting performance milestones on time, and 16% year-over-year improvement in hiring manager satisfaction shared key strategies. These included defining required skills for each role, making talent acquisition a company-wide priority, focusing on critical roles, and integrating hiring data with other talent processes to continually improve practices. To achieve these results, companies must identify important roles, build future talent pipelines, make hiring a cultural priority, and leverage data across talent functions.
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
Doing Sourcing Right Requires Pipelining discusses the importance of talent pipelining for companies. It notes that traditional applicant tracking systems (ATS) are not well-suited for tracking pre-applicant talent leads over long periods of time. While pipelining is seen as a strategic priority, most organizations take an ad-hoc approach to it. LinkedIn Talent Pipeline aims to address this challenge by providing a centralized system for tracking, engaging, and maintaining relationships with talent leads on an ongoing basis directly within the LinkedIn Recruiter platform. Early customers report that Talent Pipeline allows them to more easily build and leverage just-in-time candidate pools compared to static databases or spreadsheets.
This document provides an overview of a project report on talent management. It discusses (1) why talent management is important for organizations, (2) the process of talent management, (3) how talent management differs from traditional approaches, (4) recent trends in talent management, and (5) how talent management impacts employee retention. The document outlines the contents of the full report, including sections on defining talent, developing talent, supporting talent management structures and systems, and measuring the impact of talent management.
Talent developers face competing demands in developing learning opportunities for a diverse, multi-generational workforce. They must balance training employees for today's skills while also preparing them for future skills needs in a changing work environment. A 2018 workplace learning report found that the top priority for talent development programs is training soft skills to help workers adapt to automation. While talent developers focus on current training needs, executives want them to do more to identify future skill gaps. The rise of online and digital learning solutions allows talent developers to better meet varied employee learning preferences. However, talent developers must still address challenges like getting employees to make time for learning and increasing manager involvement in learning programs.
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 processes that organizations use to attract, develop, and retain employees with high potential or who are critical to the organization's success. It involves identifying key talent, developing their skills through training and career opportunities, and implementing programs to encourage talent retention. An effective talent management strategy is important for long-term organizational performance and is integrated into the overall business strategy rather than being solely the responsibility of the human resources department.
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
By 2020, global talent mobility will significantly increase due to growing emerging markets and global connectivity. Demand for international assignments will rise 50% by 2020 as companies seek to deploy talent worldwide. Mobility patterns will shift as emerging markets become talent sources and destinations within their own regions. Changing demographics like retiring baby boomers and rising millennials will require new global talent strategies that make greater use of short-term assignments, virtual tools, and accommodate different generations' needs. Regulations and technologies will also need to evolve to support increased cross-border movement of people for business.
The document discusses the importance of implementing a talent mobility strategy to effectively acquire, align, develop, engage, and retain high performing talent. It explores considerations for approaching and deploying a talent mobility strategy and supporting technology. Implementing an integrated talent management platform can help organizations overcome challenges like retaining top performers, aligning talent needs with business goals, and reducing external hiring costs by facilitating greater internal mobility and succession planning. The benefits of a talent mobility strategy include increased organizational agility, improved retention of talent, lower recruiting costs, and better alignment of employee development with business needs.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
The document discusses the importance of developing a talent management strategy. It provides an overview of Knowledge Infusion, a consulting firm, and their services in talent management. The presentation covers key elements of an effective talent management strategy, including having a business or employee focus, defining talent demand and supply, the talent planning process, promoting talent mobility, and using metrics to measure strategy outcomes. Executing the strategy requires integrating people, processes, and technology to transform talent management from an HR function into a business-driven capability.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
Asia HR Leaders Forum - Roffey Park Institute - May 6th 2015PayrollHero
The document summarizes the key findings of the Singapore Management Agenda conference held in May 2015. It discusses organizational challenges such as productivity stagnation, excessive workloads, and barriers to innovation. Recruitment and retention were identified as current top people challenges, while succession planning may be most important in the future. Flexible working is desired but faces barriers like a lack of trust and fear of negative career impacts. The closing section describes a facilitated discussion at the conference to further analyze these issues.
Building a game changing talent strategy zia ul mustafaZia Mustafa
This document discusses the talent strategies of three game-changing companies - BlackRock, Envision Energy, and Tata Group. It finds that they all have talent strategies that are purpose-driven, performance-oriented, and principles-led. Their strategies support and drive their business strategies. Commitment from top leadership and a focus on developing a high-performance culture of collective purpose and respect for individuals are key aspects of their talent strategies.
How do you engage employees? Whitepaper 360° employee feedbackQB Ireland
This document discusses expanding the use of 360-degree feedback programs through more flexible models. Traditional 360-degree reviews are resource-intensive for organizations and usually only used for senior executives. Emerging technology allows for more scalable "self-service" 360 models that can embed a feedback culture across an organization. These flexible models reduce costs and expand the benefits of feedback to all levels of employees.
This document summarizes a research report on best practices for talent acquisition from sourcing through onboarding. The report found that best-in-class organizations that achieved 95% first-year employee retention, 82% of new hires meeting performance milestones on time, and 16% year-over-year improvement in hiring manager satisfaction shared key strategies. These included defining required skills for each role, making talent acquisition a company-wide priority, focusing on critical roles, and integrating hiring data with other talent processes to continually improve practices. To achieve these results, companies must identify important roles, build future talent pipelines, make hiring a cultural priority, and leverage data across talent functions.
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
Doing Sourcing Right Requires Pipelining discusses the importance of talent pipelining for companies. It notes that traditional applicant tracking systems (ATS) are not well-suited for tracking pre-applicant talent leads over long periods of time. While pipelining is seen as a strategic priority, most organizations take an ad-hoc approach to it. LinkedIn Talent Pipeline aims to address this challenge by providing a centralized system for tracking, engaging, and maintaining relationships with talent leads on an ongoing basis directly within the LinkedIn Recruiter platform. Early customers report that Talent Pipeline allows them to more easily build and leverage just-in-time candidate pools compared to static databases or spreadsheets.
This document provides an overview of a project report on talent management. It discusses (1) why talent management is important for organizations, (2) the process of talent management, (3) how talent management differs from traditional approaches, (4) recent trends in talent management, and (5) how talent management impacts employee retention. The document outlines the contents of the full report, including sections on defining talent, developing talent, supporting talent management structures and systems, and measuring the impact of talent management.
Talent developers face competing demands in developing learning opportunities for a diverse, multi-generational workforce. They must balance training employees for today's skills while also preparing them for future skills needs in a changing work environment. A 2018 workplace learning report found that the top priority for talent development programs is training soft skills to help workers adapt to automation. While talent developers focus on current training needs, executives want them to do more to identify future skill gaps. The rise of online and digital learning solutions allows talent developers to better meet varied employee learning preferences. However, talent developers must still address challenges like getting employees to make time for learning and increasing manager involvement in learning programs.
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 processes that organizations use to attract, develop, and retain employees with high potential or who are critical to the organization's success. It involves identifying key talent, developing their skills through training and career opportunities, and implementing programs to encourage talent retention. An effective talent management strategy is important for long-term organizational performance and is integrated into the overall business strategy rather than being solely the responsibility of the human resources department.
This document discusses how two global companies, Pfizer and Red Hat, use LinkedIn Recruiting Solutions to attract top talent on a global scale. It describes how the tools help recruiters gain more control over their employment branding and hiring efforts by enabling them to communicate directly with candidates, conduct targeted searches, and build a consistent global brand presence. Both companies saw recruiting success after implementing LinkedIn Recruiter, with Red Hat crediting the tool for driving quality candidates to their openings within 30 days. Pfizer uses insights from LinkedIn Recruiter to understand how people perceive their brand and launch targeted recruitment campaigns.
Ten Top Workforce Planning Practices that Leading Firms Use to Their Competit...David Moon
The document discusses 10 leading workforce planning practices used by top companies to gain a competitive advantage. It describes how the best companies view workforce planning as a core business process owned by business leaders rather than just an HR function. They establish centers of excellence to promote common WFP methods and tools. Process is emphasized over technology, and standard tools are balanced with flexibility. Workforce planning is kept agile to address emerging needs and continuously adapts to changing business conditions.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
This document discusses six key work practices that can enhance workforce motivation and performance in public organizations: 1) career development and opportunities for advancement, 2) training opportunities, 3) job influence and challenge, 4) involvement and communication, 5) performance management and dealing with underperformance, and 6) performance-related pay. It emphasizes that these practices are most effective when applied together, and stresses the critical role of leadership in underpinning a high-performance workforce.
The document discusses how talent management is changing and the future of talent management. Key points include:
1) Organizational structures are shifting from traditional top-down hierarchies to more collaborative and flexible structures. Automated technology will play a crucial role in talent management.
2) Talent acquisition, learning, performance management, succession planning, and employee engagement are all changing. Tools are focusing more on continuous feedback, just-in-time learning, and predictive analytics.
3) With these changes, the role of managers can shift to having more meaningful conversations about employees' roles, development, and career growth. When supported by technology, this enhances employee engagement and business success.
The white paper discusses the importance of sourcing for recruiting organizations. It defines sourcing as proactively finding both active and passive candidates through various channels. It notes that recruiting teams are overwhelmed with administrative tasks and have little time for sourcing. Outsourcing some tasks like job posting, screening, and ATS management to a third party sourcing company can help teams focus on higher-level work and impact what matters most. The paper also stresses the importance of defining clear measurement strategies up front to demonstrate the ROI of sourcing over time.
1. The document discusses talent acquisition and management in social organizations. It focuses on how social organizations can effectively attract, recruit, and retain talent despite constraints like lower salary structures.
2. It outlines different approaches to talent acquisition, including building an agile function, strong employer branding, leveraging social media, and using metrics to improve performance. New technologies are also changing how organizations source candidates.
3. Managing the fundamentals of networking, technology, and marketing is key to the talent acquisition process. Onboarding is also important for integrating new employees. The conclusion emphasizes that an open talent management system allows organizations to access skills flexibly.
2017: Where are we going?Trends in HC, Recruitment, & AssessmentBrian Marwensdy
The document discusses trends in human capital, recruitment, and assessment. Some key trends include organizations moving toward interconnected, flexible teams rather than traditional functional models. There is also a need to develop leaders more rigorously through evidence-based approaches. Culture is seen as important for guiding strategy during change initiatives. Continuous learning and designing employee experiences using design thinking are also highlighted as trends. The use of people analytics, digital HR technologies, and contingent workforce management are growing. Recruitment trends include a focus on quality of hire, employer branding, diversity, and screening automation. Assessment trends include growing use of online assessments, prediction of performance, mobile assessment, and talent analytics.
This document outlines Practicus' capabilities in succession planning, talent mapping, and community engagement. They offer a flexible end-to-end approach including defining future needs, mapping talent communities, engaging communities to understand their needs, developing talent pipelines, and delivering talent. Practicus has experience across sectors using traditional and digital techniques. Their commercial models are designed for commitment and focus on delivering client outcomes over quantity of information.
This document provides an overview of Nagarjuna Fertilizers and Chemicals Limited (NFCL) and the fertilizer industry in India. It includes details about NFCL's recruitment and selection policies and processes. The recruitment and selection process at NFCL involves job analysis, developing job descriptions, internal and external recruitment methods, screening applications, interviews, employment testing and reference/background checks. The document is a project report submitted as part fulfillment for a post graduate diploma in management.
This document provides an overview of the fertilizer industry in India and profiles of major fertilizer companies. It lists the nine public sector undertakings and two cooperative societies under the administrative control of the Department of Fertilizers. It also provides the names and websites of major fertilizer associations and companies in India, including public sector, cooperative sector and private sector players. The Nagarjuna Fertilizers and Chemicals Limited (NFCL) case study focuses on analyzing the recruitment and selection process at NFCL.
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
6 Ways to Improve Employee Engagement and Create a Culture of LearningBizLibrary
Relationships at work aren’t always easy. And no, we don’t mean office romance. When you hire a new employee – it’s a commitment and relationship. Both the organization and the employee saw something in each other that they loved. Recent research shows many of us are on the road to break-up.
So, how can we nurture our relationships and create a learning culture that is engaged and committed to learning?
Key Learning Objectives:
What is employee engagement and why it’s important
Key characteristics of an engaged learning culture
What can we do to improve employee engagement?
Key managerial competencies and challenges
Developing Talent for Strategic Impact from Human Systems InternationalMark Toben
This document summarizes the key findings from a report on developing talent for strategic impact. It discusses strategies that 12 high-performing organizations use for recruiting, retaining, managing and developing project talent. Some notable strategies included establishing a "project librarian" help desk to provide support from institutional project knowledge, using simulations in recruiting to test problem-solving, and emphasizing informal mentoring driven by mentees. The document also discusses approaches for talent strategy, career path management, knowledge sharing and the importance of a supportive culture for retaining top performers.
Developing Talent for Strategic Impact from Human Systems International
Talent Pipeline Whitepaper
1. Recruiting Solutions
Whitepaper
Best Practices for Developing a
Strong Talent Pipeline
July 2012
Doing Sourcing Right Requires Pipelining
As companies step up their efforts to identify and connect with the star
Executive Summary recruits that will one day lead their organizations, they frequently run into
Recruiting has always been about a fundamental stumbling block. Once you find the right talent, how do
relationships, but with the advent of you keep track of so many leads from so many sources, build meaningful
social professional networks and the relationships with them, and keep them engaged over the long haul until
rising emphasis on recruiting passive the right opportunity aligns with the right candidate?
talent – professionals who aren’t
looking for new opportunities, and Applicant Tracking Systems (ATSs) have traditionally been the tool of
who make up approximately 80 choice for recruiting organizations to manage job applicants (i.e. “active
percent of the fully-employed candidates.”) But what happens to all those pre-applicant talent leads
workforce1 – the focus on cultivating you spend so long gathering? ATSs were not built to manage contacts
candidate relationships has never been before they become actual job candidates. Moreover, ATSs lack the
more intense. capability to update information in real-time as individuals change roles
or expand their experience.
Building a targeted pipeline of
potential candidates can pay big The talent-gathering (and relationship-building) process begins long
dividends down the road. You’ll fill your before an application hits the system. While pipelining talent has never
roles with better talent more quickly, been more vital, recruiting organizations to date have faced significant
and you won’t be starting every new challenges in making it happen.
search from scratch. With 82 percent of
According to Aberdeen Group’s 2012 Talent Acquisition Market Report,
talent acquisition leaders saying they
the top strategic action for HR and recruiting professionals is “building
keep in touch with potential candidates
and expanding a talent pipeline regardless of current hiring needs. With
even when not hiring, the industry
the growing reach of social media, recruiters are looking for ways to be
seems sold on the power of pipelining.
more proactive in building talent communities and managing a database
However, the lack of easy-to-use,
of talent sources.”
integrated, centralized pipelining tools
has created obstacles for recruiting
Although sourcing is a critical focus in 2012, only 2 percent of
teams everywhere, with the result that
organizations have a long-term approach to sourcing initiatives.
most organizations have been falling
Aberdeen contends that traditionally, pipelining has been an ad-hoc
short in their pipelining efforts.
process, with sourcing efforts growing with a good economy and
shrinking with a bad economy. This reactionary approach has left
This guide reinforces the strategic
organizations unprepared for the future.2
importance of building a strong talent
pipeline, and provides a set of practical
tips to help any organization fully
embrace the pipelining opportunity.
It All Starts with Engaging Passive Talent
Successful sourcing often starts with a focus on passive talent, and
finding ways to not only identify and connect with them, but to keep
them engaged over an extended period of time.
1
2. In LinkedIn’s 2011 Global Recruiting Trends Survey, two-thirds of talent
Passive Talent In Focus 1 acquisition leaders said they place an emphasis on hiring passive talent,
while 82 percent use one or more methods to stay continually engaged with
Not these passive candidates. Among the top tactics are keeping a running list
at all of previously interesting candidates (as well as ones who may be suitable for
9% future roles), keeping an active dialogue with interesting candidates, and
Very much
sharing leads with colleagues.3
Not much 26%
24%
Pipelining In Action
To some extent 82 percent of talent acquisition leaders engage in one or more pipelining activities1
41%
To what extent does your recruiting
54
organization focus on hiring passive talent?
40
37
33
18 18
Keep list of prior Maintain active Share prior Keep a list of Maintain active No activity unless
candidates dialogue with candidates and leads leads but don't dialogue with trying to fill a
prior candidates with colleagues reach out leads specific role
In Search of the Right Solution
Despite the importance of building relationships with potential
candidates, companies have yet to find a unified go-to solution, with
ad-hoc, manual approaches being most common. According to a recent
Pipelining Wish List LinkedIn survey of senior recruiting professionals, 45 percent of recruiters
Top three features talent acquisition execs want polled are using tools to support management of candidate and prospect
in their pipelining tool4 relationships, but no single product has more than 11 percent of the
market. And many of today’s offerings have significant shortcomings: only
One system to track and 14 percent say they are completely happy with their solution.4
manage all leads 49%
About half of those surveyed say that they wish they had a single system
Easy to learn and use to to track and manage all leads so their team can work more efficiently. The
ensure adoption 40%
other most popular features from their ‘wish list’ included having a system
Reports and analysis to that is easy to learn and use to ensure the entire team adopts it (40
track pipeline health 39% percent), and having reports and analysis to help track and manage the
health of the talent pipeline (39 percent).
5 Key Reasons to Build a Talent Pipeline
By proactively developing a pipeline of talent, you’ll:
1. Identify the right talent early. If you’re waiting until you need a hire to
start looking for candidates, you’re too late.
2. Reduce your time to fill. Establishing an ongoing dialogue with
candidates gives you the option to accelerate the discussion when the
time is right.
3. Prevent superstar candidates from slipping away. When the time to hire
arrives, you’re already top of mind for your chosen candidate, reducing
the risk of a salary war against the competition.
4. Minimize the business disruption caused by vacancies, especially
unexpected ones, making you a better partner to the business.
5. Strengthen your company employment brand, as well as awareness
that you’re hiring, by being continually ‘out there’ engaging prospective
candidates.
2
3. The Challenges of Pipelining Talent Today
Most recruiters, and hiring managers for that matter, underestimate the
time and resources required to develop candidate pipelines. Between
identifying, contacting, and maintaining relationships with quality
professionals, companies may opt not to do pipelining at all.
One big challenge has been the lack of capability in existing systems,
coupled with the reluctance to add an entirely separate tool for
pipelining. Instead, organizations make do with ad-hoc, decentralized
processes and tools, including spreadsheets, folders of resumes, and
notes on each candidate kept on their own hard drive. This low-tech
approach has obvious limitations.
Manually maintaining records and sharing leads with others on the
recruiting team is highly inefficient, since all activity is siloed on the
individual recruiter’s desktop. Additionally, a candidate’s current job
status changes over time, so information in a static file quickly becomes
stale and outdated. The net result is that all the best pipelining intentions
fall by the wayside.
Other companies have tried to repurpose their ATS system for
something it was not initially designed to do: track talent leads before
they become official candidates. Moreover, limited ATS search
capabilities make it hard to find leads quickly. At the end of the day,
candidate information is only as fresh as the last update made. The ATS
may be ideal for managing requisition-centered workflow, but not for
finding and managing talent leads.
The bottom line: recruiters often know what steps are needed to make
this process happen, but they need better tools and a better process to
build and maintain talent pipelines.
10 Tips for Improving Pipelining Success
1. Educate and engage hiring managers. Introduce them to the benefits of a talent pipeline so
they are fully engaged and contributing leads. Referrals from key internal constituents who
Lay the know top performers in the marketplace can be invaluable.
foundation 2. Measure how long it is actually taking you to identify applicants, verify skills and quality,
engage them, maintain contact and build relationships. The time investment might surprise
you—and you will quickly see the benefits of avoiding this process for every new search.
3. Know what roles are on the horizon at your organization so you can get out ahead of the
Focus your business need.
efforts 4. Start by pipelining for roles that are frequently open at your company. Use tags, statuses or
project folders to build a pool of promising candidates and start each new search there.
5. Capture everything a prospect tells you in notes in the pipelining system so that you factor in
their motivations and interests when you reach back out to them.
Sweat the
6. Introduce an effective project naming convention for projects, reflective of active job
details requisitions and pipelining activities. This will allow for standardization across project names
and will also help if you ever need to re-assign a project.
3
4. 7. Set search alerts for your regularly recurring searches, especially for pipelining activities.
Make the The system can do the searching for you and will notify you when new matches are found.
system do 8. Use tags as a shortcut for future searches. For example, tag great candidates for “sales
the work director,” and the next time you do a search simply search on the tag for that role. If your
whole team takes this approach, you can instantly start filling your pipeline.
9. Get in the habit of adding any top talent to the system, even if there isn’t a role for them
right away. You can use tools like tags and statuses to indicate how this person could be a
Always be great fit in the future.
pipelining
10. Regularly step back and think about the health of your pipeline. Do you have sufficient
volume and quality of prospects in the pipeline to meet your business needs?
LinkedIn’s Solution to Talent Pipelining
LinkedIn has become the de facto standard for professional networking. Members regularly keep their profiles current,
updating their job status, experience, education, and skills. Moreover, LinkedIn members join Groups, collaborate with
one another, and forward career opportunities to others in their network.
For this reason, more than 10,000 organizations have turned to LinkedIn’s suite of recruiting solutions to identify and
connect with great talent, whether they are actively looking for new opportunities, or open to new opportunities that
are presented to them.
LinkedIn has now added much-anticipated functionality to its LinkedIn Recruiter platform – Talent Pipeline – which
empowers companies to:
• Centralizeall talent leads in a single place, whether sourced on LinkedIn or not.
• Transform stale leads into rich, up-to-date profiles by linking directly to their LinkedIn information.
• Use tags to highlight key attributes, skills or experience.
• Mark and track lead sources to see where the best leads are coming from.
• Search within updates the team has added, including notes and reviews.
• Perform bulk actions including one-to-many InMails, notes and project updates.
• Continually update status as leads progress through the pipeline.
• View actionable reports that help manage pipeline health and efficiency.
That Talent Pipeline is built right on the LinkedIn Recruiter platform has made it all the easier for companies to adopt.
From an April 2012 LinkedIn survey, 7 in 10 respondents say they use professional networks like LinkedIn to pipeline
passive candidates.5 Talent Pipeline is a natural extension of the activities they are already conducting today.
4