Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
WEBINAR: “The Employee Career Experience” with Anne FultonFuel50
This document discusses designing employee career experiences across the talent lifecycle. It addresses challenges such as the changing nature of work and skills required, and not having a sufficiently agile workforce. It proposes that career pathing, or providing transparency into career opportunities and development, can help address these challenges. It discusses how career pathing is important for recruiting, onboarding, performance management, developing talent through lateral moves, internal mobility, retention, and engaging alumni. Providing employees clarity around career opportunities and development was found to improve engagement, performance, and business outcomes.
Join CEO of Fuel50 and Co-Author of The Career Engagement Game, Anne Fulton, as she speaks key findings of 2017 and the ever-trending performance conversation revolution. Enable and empower your employees today! Visit fuel50.com for more info.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
WEBINAR: Disrupting the Career Ladder with Fuel50 & IBMFuel50
This document discusses disrupting the traditional career ladder model with Fuel50 and IBM Kenexa solutions. It covers:
1) How Fuel50 and IBM Kenexa can provide tools to enable employee-driven career growth and development through personalized coaching and career pathing.
2) Why the traditional career ladder model is no longer effective due to trends like workforce disruption, atomization of work, and employees' desire for continuous learning and growth.
3) Four best practices for organizations to provide a state-of-the-art career experience, including building an agile career framework, educating on career agility, enabling self-directed growth, and empowering managers as coaches.
Test drive Fuel50 in the IBM platform: http://f50.li/u2ok
Recap on our webinar presented on 12th October 2016, with Fuel50 and IBM Kenexa discussing how to build a stretch-growth marketplace within your organization.
We all know it needs to happen, and we at Fuel50 may have been sitting on the fence for a little too long while the debate rages around us. This slideshare rethinks performance conversations, comparing current practices to what needs to happen!
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
WEBINAR: “The Employee Career Experience” with Anne FultonFuel50
This document discusses designing employee career experiences across the talent lifecycle. It addresses challenges such as the changing nature of work and skills required, and not having a sufficiently agile workforce. It proposes that career pathing, or providing transparency into career opportunities and development, can help address these challenges. It discusses how career pathing is important for recruiting, onboarding, performance management, developing talent through lateral moves, internal mobility, retention, and engaging alumni. Providing employees clarity around career opportunities and development was found to improve engagement, performance, and business outcomes.
Join CEO of Fuel50 and Co-Author of The Career Engagement Game, Anne Fulton, as she speaks key findings of 2017 and the ever-trending performance conversation revolution. Enable and empower your employees today! Visit fuel50.com for more info.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
WEBINAR: Disrupting the Career Ladder with Fuel50 & IBMFuel50
This document discusses disrupting the traditional career ladder model with Fuel50 and IBM Kenexa solutions. It covers:
1) How Fuel50 and IBM Kenexa can provide tools to enable employee-driven career growth and development through personalized coaching and career pathing.
2) Why the traditional career ladder model is no longer effective due to trends like workforce disruption, atomization of work, and employees' desire for continuous learning and growth.
3) Four best practices for organizations to provide a state-of-the-art career experience, including building an agile career framework, educating on career agility, enabling self-directed growth, and empowering managers as coaches.
Test drive Fuel50 in the IBM platform: http://f50.li/u2ok
Recap on our webinar presented on 12th October 2016, with Fuel50 and IBM Kenexa discussing how to build a stretch-growth marketplace within your organization.
We all know it needs to happen, and we at Fuel50 may have been sitting on the fence for a little too long while the debate rages around us. This slideshare rethinks performance conversations, comparing current practices to what needs to happen!
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
Tallent management ibm smarter workforcegule mariam
The document discusses challenges that companies face in attracting and retaining talent. It notes that addressing talent gaps is a top concern for company executives. A study found that 87% of HR executives say employees feel increased pressure and stress. The document then lists various talent management solutions offered by IBM that can help companies assess skills, develop leaders, engage employees, analyze workforce data and optimize hiring and retention. These include solutions for recruitment, learning, performance management, succession planning and compensation. An example is also given of how IBM tools helped a seasonal employer improve hiring speeds and reduce time to productivity.
Following the Deloitte ImpactHR Conference in May 2016, we had the privilege of hearing all of the latest in global HCM trends and 'Bersin by Deloitte' predictions for the 2020 work experience. This slideshare is a compilation of some of our key takeaways.
Exclusive to viewers of this slideshare, we're offering our entire Talent Lifecycle research paper for a limited time only. Links are in the slideshare.
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
The document discusses McKinsey & Company's research on "the war for talent" - the phenomenon of increased competition among companies for highly skilled workers. It finds that having strong talent is now critical for business success given the knowledge-based economy. However, attracting and retaining talent is also becoming more difficult. The war for talent will persist for decades due to demographic trends reducing the future supply of managerial talent. While most companies recognize winning this war is important, few feel prepared to strengthen their talent pools. The document outlines five imperatives that top performing companies follow: instilling a talent mindset, creating an attractive employee value proposition, continuously recruiting talent, growing great leaders, and differentiating and affirming employees. It urges
Global CEOs are placing a strong focus on effective talent management as a business priority. A PwC survey found that 83% of global CEOs plan to change how they manage people in response to a changing business environment. Key challenges include a limited supply of candidates with the right skills and retaining existing talent. Effective talent management requires aligning talent strategies with business objectives, engaging pivotal talent through rewards and recognition, and measuring talent management efforts and their impact on business metrics.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Strategic Sourcing & Talent Pipeline - ConnectIn MilanoLinkedIn Italia
The document discusses building an effective talent pipeline. It defines talent pipeline as having a pool of talent available to fill various levels of an organization as it grows. It recommends laying the foundation by understanding where the organization currently stands, and building a solid pipelining process that involves defining roles to recruit for, making the HR team and business aware of the process, and continuously finding new leads and building long-term relationships. Best practices from Piaggio Group and Luxottica Group are shared, such as using LinkedIn to manage the entire sourcing, pipeline, and CV process with a customized workflow.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
The document discusses the "War for Talent" and retaining top talent in organizations. It notes that globalization, new workforce expectations, and outdated HR systems have made retaining talent more challenging. Research shows high turnover rates for top performers and a need to better engage employees through opportunities aligned with their strengths. To deal with exceptional talent, organizations need more imaginative hiring practices, better talent retention strategies, and leaders who can develop social and technical skills across networks rather than just focusing on individuals. Seeing talent development from a network perspective that builds social capital will be important for innovation in increasingly connected work environments.
The New Drivers of Recruiting and How Technology Should Enable ThemHuman Capital Media
1. The document summarizes a webinar about the new drivers of recruiting and how technology should enable them. It provides instructions on joining the webinar via phone or computer.
2. The webinar will discuss how talent management strategies and technologies are evolving to focus on engagement, retention, and productivity.
3. Polling and Q&A functions will be available for webinar participants. Recordings and slides will be provided after the event.
The document discusses the future of HR and the changes needed for HR to be successful in the future. Some of the key points made are:
1) HR must become more adaptive, data-driven, strategic, speedy and global to keep up with the rapidly changing business environment.
2) Benchmark firms like Google already reflect the future of HR with their focus on analytics, speed, and consulting models.
3) Strategic principles for the future of HR include increasing workforce productivity and innovation, using predictive metrics, acting as an internal consulting firm, having managers do most HR work, implementing planned obsolescence, and providing a competitive advantage.
4) HR functions like recruiting will need to change
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.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
This document discusses defining and addressing an organization's critical skills gap. It highlights that skills assessments can improve employee performance, quality of hire, productivity, and engagement. The document also outlines IBM's talent frameworks library which provides pre-defined competencies and job profiles to integrate talent management applications and drive a skills-based culture. It emphasizes that successful organizations rely on an integrated talent infrastructure with clear competencies and job profiles.
1) Talent management is about developing all employees, not just a select few. It involves identifying high potential individuals and helping them advance in their careers.
2) Implementing an effective talent management program can significantly increase a company's profits. A 10-point improvement in talent management practices could add $70-160 million to a Fortune 500 company's bottom line over 2-3 years.
3) Old talent management approaches had short-term focus and minimal performance management. New approaches make it difficult to enter the program but provide support, opportunities, and recognition to help participants succeed and be retained long-term.
State of Workplace Learning and Development -2018Mettl
Most organizations have structured L&D programs focused on improving employee performance. However, getting employees to attend training is a major challenge. While over 50% of organizations increased their L&D budgets in 2018, spending varies between departments and employee levels. Senior level employees receive over 3 times the L&D spending of entry level employees. Blended learning is considered the most effective delivery method, but proving the ROI of L&D to leaders remains difficult. Pre- and post-training assessments are seen as the best way to measure L&D success.
Finding and keeping great people has never been more important—or as competitive. As a result, once you’ve secured premier talent, the last thing you can afford to do is lose those employees. However, if your organization is like most, you are at risk of losing your key performers. There are four primary reasons your best people may be considering leaving and why a focus on greater employee engagement is so critical. To learn what they are—and how they might work for your business—be sure to view this broadcast.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
Tallent management ibm smarter workforcegule mariam
The document discusses challenges that companies face in attracting and retaining talent. It notes that addressing talent gaps is a top concern for company executives. A study found that 87% of HR executives say employees feel increased pressure and stress. The document then lists various talent management solutions offered by IBM that can help companies assess skills, develop leaders, engage employees, analyze workforce data and optimize hiring and retention. These include solutions for recruitment, learning, performance management, succession planning and compensation. An example is also given of how IBM tools helped a seasonal employer improve hiring speeds and reduce time to productivity.
Following the Deloitte ImpactHR Conference in May 2016, we had the privilege of hearing all of the latest in global HCM trends and 'Bersin by Deloitte' predictions for the 2020 work experience. This slideshare is a compilation of some of our key takeaways.
Exclusive to viewers of this slideshare, we're offering our entire Talent Lifecycle research paper for a limited time only. Links are in the slideshare.
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
The document discusses McKinsey & Company's research on "the war for talent" - the phenomenon of increased competition among companies for highly skilled workers. It finds that having strong talent is now critical for business success given the knowledge-based economy. However, attracting and retaining talent is also becoming more difficult. The war for talent will persist for decades due to demographic trends reducing the future supply of managerial talent. While most companies recognize winning this war is important, few feel prepared to strengthen their talent pools. The document outlines five imperatives that top performing companies follow: instilling a talent mindset, creating an attractive employee value proposition, continuously recruiting talent, growing great leaders, and differentiating and affirming employees. It urges
Global CEOs are placing a strong focus on effective talent management as a business priority. A PwC survey found that 83% of global CEOs plan to change how they manage people in response to a changing business environment. Key challenges include a limited supply of candidates with the right skills and retaining existing talent. Effective talent management requires aligning talent strategies with business objectives, engaging pivotal talent through rewards and recognition, and measuring talent management efforts and their impact on business metrics.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Strategic Sourcing & Talent Pipeline - ConnectIn MilanoLinkedIn Italia
The document discusses building an effective talent pipeline. It defines talent pipeline as having a pool of talent available to fill various levels of an organization as it grows. It recommends laying the foundation by understanding where the organization currently stands, and building a solid pipelining process that involves defining roles to recruit for, making the HR team and business aware of the process, and continuously finding new leads and building long-term relationships. Best practices from Piaggio Group and Luxottica Group are shared, such as using LinkedIn to manage the entire sourcing, pipeline, and CV process with a customized workflow.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
The document discusses the "War for Talent" and retaining top talent in organizations. It notes that globalization, new workforce expectations, and outdated HR systems have made retaining talent more challenging. Research shows high turnover rates for top performers and a need to better engage employees through opportunities aligned with their strengths. To deal with exceptional talent, organizations need more imaginative hiring practices, better talent retention strategies, and leaders who can develop social and technical skills across networks rather than just focusing on individuals. Seeing talent development from a network perspective that builds social capital will be important for innovation in increasingly connected work environments.
The New Drivers of Recruiting and How Technology Should Enable ThemHuman Capital Media
1. The document summarizes a webinar about the new drivers of recruiting and how technology should enable them. It provides instructions on joining the webinar via phone or computer.
2. The webinar will discuss how talent management strategies and technologies are evolving to focus on engagement, retention, and productivity.
3. Polling and Q&A functions will be available for webinar participants. Recordings and slides will be provided after the event.
The document discusses the future of HR and the changes needed for HR to be successful in the future. Some of the key points made are:
1) HR must become more adaptive, data-driven, strategic, speedy and global to keep up with the rapidly changing business environment.
2) Benchmark firms like Google already reflect the future of HR with their focus on analytics, speed, and consulting models.
3) Strategic principles for the future of HR include increasing workforce productivity and innovation, using predictive metrics, acting as an internal consulting firm, having managers do most HR work, implementing planned obsolescence, and providing a competitive advantage.
4) HR functions like recruiting will need to change
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.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
This document discusses defining and addressing an organization's critical skills gap. It highlights that skills assessments can improve employee performance, quality of hire, productivity, and engagement. The document also outlines IBM's talent frameworks library which provides pre-defined competencies and job profiles to integrate talent management applications and drive a skills-based culture. It emphasizes that successful organizations rely on an integrated talent infrastructure with clear competencies and job profiles.
1) Talent management is about developing all employees, not just a select few. It involves identifying high potential individuals and helping them advance in their careers.
2) Implementing an effective talent management program can significantly increase a company's profits. A 10-point improvement in talent management practices could add $70-160 million to a Fortune 500 company's bottom line over 2-3 years.
3) Old talent management approaches had short-term focus and minimal performance management. New approaches make it difficult to enter the program but provide support, opportunities, and recognition to help participants succeed and be retained long-term.
State of Workplace Learning and Development -2018Mettl
Most organizations have structured L&D programs focused on improving employee performance. However, getting employees to attend training is a major challenge. While over 50% of organizations increased their L&D budgets in 2018, spending varies between departments and employee levels. Senior level employees receive over 3 times the L&D spending of entry level employees. Blended learning is considered the most effective delivery method, but proving the ROI of L&D to leaders remains difficult. Pre- and post-training assessments are seen as the best way to measure L&D success.
Finding and keeping great people has never been more important—or as competitive. As a result, once you’ve secured premier talent, the last thing you can afford to do is lose those employees. However, if your organization is like most, you are at risk of losing your key performers. There are four primary reasons your best people may be considering leaving and why a focus on greater employee engagement is so critical. To learn what they are—and how they might work for your business—be sure to view this broadcast.
VisionLink has been building rewards strategies for over 20 years. Now we want to share our secrets with you. Join us to learn the four steps to effective pay design and why each is essential.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
The Widening Skills Gap and its Link to CompensationPayScale, Inc.
The document discusses the skills gap, which is defined as job applicants lacking the necessary skills for available positions. It notes that 67% of companies struggle to fill skilled roles, impacting industries like construction, manufacturing, and STEM jobs. Bridging the skills gap requires identifying and attracting skilled talent through competitive pay and developing existing workers. Critical actions include benchmarking key jobs, examining total compensation, and identifying skill gaps within the organization.
Best Practices in Managing Employee TurnoverBambooHR
You spend too much time and energy to get the right people on your team to just stop worrying about them once they're on. This slideshare looks at employee turnover and how you can minimize it.
Let’s face it, it is becoming harder and harder to attract the best talent. And without great people, you’ll never achieve a high-performance culture. As a result, your growth ambitions will be left unfulfilled. In short, it is critical to have an “irresistible” pay offer.
In this presentation, you will learn:
What a well-crafted pay philosophy should address and why it matters to the people you are trying to attract.
How to design a pay approach that appeals to the millennial employees you need to recruit.
Why a compensation strategy rooted in a value-sharing model is essential to an irresistible pay offer.
How top talent evaluates your compensation plan—and what they want it to help them achieve.
Why “how” you pay top producers is more important than “how much” you pay them.
How to create a rewards plan that offers unlimited earnings potential and pays for itself.
To watch the recording, visit https://www.vladvisors.com/webinars/the-3-parts-of-an-irresistible-pay-offer
This document discusses performance-based hiring and how to improve the quality of hires. It advocates for using a performance-based approach to job descriptions, interviews, and sourcing candidates. The document calculates that improving hire quality by 20% could yield over 1000% return on investment by increasing annual profits by millions of dollars. It also outlines strategies like focusing 40% of hires on candidates with potential but not perfect experience and getting referrals from those candidates.
Frontline management profiling study potentials and pitfalls in leading mil...Salt & Light Ventures
Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.
This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.
As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.
Our presentation on The Engagement Game: Creating a culture of growth, engagement, and workforce agility. Presented by Anne Fulton, Organizational Psychologist, author of The Career Engagement Game (2015), and co-founder of Fuel50.
The document discusses strategies for effective recruiting during economic downturns. It recommends that organizations 1) enhance their employer brand, 2) closely measure recruiting metrics, 3) innovate recruiting processes using new technologies, 4) understand total recruiting costs and consider outsourcing, and 5) remain nimble by evolving strategies as needed. Now is the time for smart companies to upgrade talent while competition is reduced.
The document discusses two reasons for worrying about children's futures: 50% of jobs may disappear due to automation and robotics, and 50% of millennials may live to be 100 years old, straining pension systems. It also outlines steps needed for sustainable employability like customizing work around individual talents and strengths through job sculpting, flexible work arrangements, lifelong learning and career transitions. The role of HR is described as an expert, coach, architect, data manager and strategist to help navigate these changes and create customized solutions.
Five key lessons are provided for upgrading talent by hiring outside superstars:
1. Identify current and future internal stars through performance management before committing to outside hires.
2. Align hiring decisions with needs for current and future talent by understanding what types of talent are needed now and in the future as well as what talent is available.
3. Temper expectations as high performance may not always be portable, especially for roles requiring collaboration, as support is needed for stars to succeed.
4. Do not let eagerness cause shortcuts to the selection process which can increase legal risks and insult current employees.
5. Underpromise and overdeliver to avoid issues like "package envy" and build credibility
Re-evaluating Your Organization's Skill Gaps BizLibrary
Many companies have fallen victim to the ominous skills gap – but only because it’s easier to place blame somewhere else than to address the issue head on. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are leading to skill gaps? Has a formal assessment been done to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary in this SHRM webcast to re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently. In this webinar, you will learn:
- The factors that could be contributing to your skill gaps, and how to find and address the root causes
- How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
- How to start uncovering your organization’s skill gaps with a formal assessment
- How to use modern training methods to bridge skill gaps by upskilling your workforce
Why Talent Optimisation Must Be Your 2025 Imperative (Mark McKormack at Fuel5...Executive Leaders Network
Delivered at the Executive Leaders Network and Workplace X HR Leaders Event on Thursday 10th November 2022.
"Organisational resilience and workforce optimisation are now strategic imperatives in our new post-pandemic recession era. The world of work is being defined by talent shortages and the skills gaps crisis, with Reskilling, Recruiting and Retention now trending as the global HR challenges today. 80% of companies looking to future-proof their organisation need to understand their workforce better and tap into the fast-growing talent marketplace (SHRM). Join us as we enter the era of Talent Optimisation, where talents and skills will be your differentiator."
Building a proactive sourcing function to fill Critical PositionsRob McIntosh
The document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining a clear recruitment charter by collaborating with leadership and recruiters. It also covers creating comprehensive passive and active candidate sourcing strategies, measuring the value of sourcing, and brainstorming solutions.
ATC Building A Proactive Sourcing Function To Fill Critical PositionsRob McIntosh
This document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining the recruitment charter and synergies between recruiting and sourcing teams. It also covers creating comprehensive passive and active candidate sourcing channel strategies, and measuring the value of sourcing and recruitment functions.
Three key insights about talent in South Africa from the document:
1. Talent in South Africa is more active than the global average, with 76% classifying themselves as passive versus the global average of 70%.
2. The top three most important factors for talent when accepting a new job are better compensation, more opportunities for advancement, and better work/life balance.
3. During the interview process, talent places most importance on meeting their prospective manager, having their business questions answered, and receiving post-interview follow-up.
Sourcing, talent brand, and future recruiting trends to amplify your 2015 strategy.
Download the full Global Recruiting Trends report: http://lnkd.in/2015recruitingtrends
Experienced Worker New Version Revised 3.2.2011mythicgroup
This document provides information and advice for experienced workers on topics such as the changing retirement landscape, ageism in the workplace, networking strategies, and utilizing social media and technology. It notes that many baby boomers are choosing to work past traditional retirement age for reasons such as income, staying active, and finding meaningful work. The document encourages tailoring resumes and interviews to downplay overqualification and emphasize relevant skills and experience.
Randstad how to attract talent guide 2016_finalMot Juste
The document provides guidance on how employers can become more attractive to potential employees. It discusses focusing on employer branding and understanding what motivates different generations and demographics when seeking employment. Specific strategies suggested include emphasizing benefits like training, career progression, and work-life balance for younger workers, while highlighting salary, job security, and stability for older workers. The document also stresses the importance of actions aligning with messaging to build a strong, authentic employer brand across all communication channels and company levels.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
1. The 2020 Talent Challenge
TALENT STRATEGIES FOR A DISRUPTED
WORLD
Anne Fulton
CEO / CO -FOUNDER
FUEL50 | WWW.FUEL50.COM
2. Employee experience
in the workplace
“Disruption is here. You are either the disruptor
or the disrupted. I would argue that engagement
and career opportunities are more important
during these times of turmoil.”
– Aatari
Chaos New Normal
5. 5
70% of young people
But the reality is…
IN JOBS THAT WILL BE
currently enter the workforce
’radically affected
by automation’
6. 6
due to mechanized robots (humanoid or drone-shaped) and AI software
Automation
is predicted to eliminate
6% of jobs
in the U.S. in the next five years
7. 7
Jobs at risk of automation
THE WORLD OF WORK IS CHANGING …
TELEMARKETER TRUCK DRIVER POSTAL
SERVICE
TRAVEL AGENT FISHERMAN
FARMER LIBRARIAN PILOT TAXI/UBER
DRIVER
BANK TELLER
8. 8
Are concerned about becoming obsolete in just 3-5 years
45%
almost 50%
73%
Among 4,000 senior decision
SO SHOULD WE BE WORRIED?
Don’t know what their industry will look like in just three years’ time
Believe they need to be more ‘digital’ to succeed in the future.
makers globally…
12. 13
Design careers around experiences,
not positions, to increase satisfaction
CEB (2015)
Careers designed aroundpositions Careers designed aroundexperiences
n = 8,550
11%
24%
17. 19
The traditional 9-box
is not delivering workforce agility
Talent risk
Low performer
Low potential
Solid professional
Moderate performer
Low potential
High professional
High performer
Low potential
Inconsistent player
Low performer
Moderate potential
Key player
Moderate performer
Moderate potential
Current star
High performer
Moderate potential
Rough-diamond
Low performer
High potential
Future star
Moderate performer
High potential
Consistent star
High performer
High potential
Potential
Performance
19. 21
Talents-based career pathing
Fuel50 Performance vs Passion talent matrix
Talents to avoid using Potential talent
Investment talent
Grow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Performance“Iamgoodatthis”
Passion “I love to do this”
21. CareerEngagementGroup
• Identified aspirational career practices
• Invited Senior HR practitioners from
around the globe to participate
• Over 100 respondents
• US, UK, Australia and NZ
What we did
26. CareerEngagementGroup
#1 Invest in talent mobility
#2 Build an agile career development mind set
#3 Enable careers at all levels
#4 Empower managers to become talent champions
#5 Build leader coaching capability
#6 Increase visibility of talents and career paths
Our top 6 best in class practices
30. CareerEngagementGroup
Career pathing is
talent management’s new frontier
Recruiting On-boarding Performance SuccessionLearningMobility
Career pathing
Career pathing
The neglected piece of the HR tech landscape
31. 36
The Career
1 . A T T R A C T
6 . S T A Y A G I L E
3 .
PATHING
2 . O N B O A R D
7 . S T A Y , L E A V E , C O M E B A C K5 . P E R F O R M A N C E
4 . G R O W I N R O L E
Experience
Why would I
join?
A personalized
career value
proposition
FuelValues
Is this the
right fit for
me?
FuelValues
How can I
grow my
career here?
Fuel
Pathways –
pre hire fit
and visibility
to future path
Custom
Career Value
Propositions
Review
Values Fit
TalentFit
Team Fit
Values &
Purpose
Alignment
Toolkits
FuelPathing
Find my future
role
FuelChat
Get live real-
time career
advice
FuelGoals
Create my
Learning
Growth Map
FuelFit
Check my Fit
& Gaps for
Aspirational
Roles
FuelCoach
Find a
coach
FuelMentor
Mentor
matching
FuelGig
Find a
Learning
Gig
FuelGig
Experience
Marketplace
FuelGig
Find a
Stretch
Assignment
Fuel
Feedback
Get 360
feedback
FuelGoals
Performance
Conversation
Tools
FuelCoaching
Team Insight
and Coaching
Tools
FuelAgility
For Talent
Mobility
FuelGig
For agile
teaming
FuelRetention
Retention Risk
Indicator
FuelLeaders
Targeted Stay
Conversations
FuelGig
Find External
Secondments
Alumni Career Portal
Keep my talents live ,
searchable and
marketable to the
business
Map with Fuel50
A L I G N