Phoenix Strategic Performance for Arizona Technology Council: Human Capital Strategy As a Strategic Business Differentiator
www.phoenixstrategicperformance.com
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Strategic HR Presented at MHCA Spring Session 2014DATIS
Learn how non-profit human resource departments can become a strategic differentiator for organizations by utilizing human capital management software to increase efficiency and automation. This presentation is especially beneficial for the health and human services industry.
Human Capital and Change management – performance improvement service – usTerry M Ramabulana
The people business the key business towards realizing value from various types of assets in any organization. The value of information forms a basis of improvement measurement. Information becomes one of the most valuable assets in the organization alongside capital assets and other liquid assets. This realization by contemporary management has greatly influenced business leaders to embrace the importance of change management that is necessary at various levels of an organization. The importance of change management facilitates the seamless exchange of information between individuals and various functional areas that management is responsible for within the organisation. It is to this end that systems in use and the level of competency necessary to operate these system need close management within a common framework where changes to information and related processes can be adequately be monitored and positive changes brought in operation. Change Management becomes plays a role of a catalyst in making the required changes to take place with the required acceptance and willingness to implement such changes.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Strategic HR Presented at MHCA Spring Session 2014DATIS
Learn how non-profit human resource departments can become a strategic differentiator for organizations by utilizing human capital management software to increase efficiency and automation. This presentation is especially beneficial for the health and human services industry.
Human Capital and Change management – performance improvement service – usTerry M Ramabulana
The people business the key business towards realizing value from various types of assets in any organization. The value of information forms a basis of improvement measurement. Information becomes one of the most valuable assets in the organization alongside capital assets and other liquid assets. This realization by contemporary management has greatly influenced business leaders to embrace the importance of change management that is necessary at various levels of an organization. The importance of change management facilitates the seamless exchange of information between individuals and various functional areas that management is responsible for within the organisation. It is to this end that systems in use and the level of competency necessary to operate these system need close management within a common framework where changes to information and related processes can be adequately be monitored and positive changes brought in operation. Change Management becomes plays a role of a catalyst in making the required changes to take place with the required acceptance and willingness to implement such changes.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
Human Capital Management is defined as "A strategic approach to people management that focuses on the issues that are critical to an organization's success"
Calculating the return on investment (ROI) of your talent management project is one of the best success metrics you can show - but how to do it?
Join this webinar to discuss the fundamentals of calculating return on investment for your talent management project. This webinar will:
Help you understand the key things to think about when calculating ROI.
Discuss how ROI can help your talent management project succeed.
Show the key components that make up ROI calculations.
Enable you to create an ROI model for your talent management project.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
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.
Human Capital Management is defined as "A strategic approach to people management that focuses on the issues that are critical to an organization's success"
Calculating the return on investment (ROI) of your talent management project is one of the best success metrics you can show - but how to do it?
Join this webinar to discuss the fundamentals of calculating return on investment for your talent management project. This webinar will:
Help you understand the key things to think about when calculating ROI.
Discuss how ROI can help your talent management project succeed.
Show the key components that make up ROI calculations.
Enable you to create an ROI model for your talent management project.
Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management:
“Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.”
- Silzer and Dowell
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
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.
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We are proud of you.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Lower barriers to entry and the rise of ecosystems and integrated value chains are eroding organizational boundaries and spurring convergence. Automation, the need for digital skills, demographic shifts and globalization are upending labor supply and demand. The future is in flux.
Advances in talent analytics are finally allowing workforce planning to become as dynamic as this environment. Prescriptive analytics tools help organizations go beyond describing “what is happening now” or “what might happen in the future” to control “what should happen.”
Scenario-based strategic workforce planning is a digital playground for the business to constantly optimize workforce choices—testing, learning and tweaking across dimensions and futures—to deliver the business strategy.
HR / Talent Analytics orientation given as a guest lecture at Management Institute for Leadership and Excellence (MILE), Pune. This presentation covers aspects like:
1. Core concepts, terminologies & buzzwords
- Business Intelligence, Analytics
- Big Data, Cloud, SaaS
2. Analytics
- Types, Domains, Tools…
3. HR Analytics
- Why? What is measured?
- How? Predictive possibilities…
4. Case studies
5. HR Analytics org structure & delivery model
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
In 1997, McKinsey and Company released the War for Talent and awakened a new wave of interest in organizations to attract, develop, retain, and maximize the performance of their talent. Two decades later, the war drums are still beating and the battle continues to rage. With effectiveness in HR and Talent Management mostly unchanged over the past decade, organizations are looking for ways to innovate and disrupt Talent Management practices.
During this session, Zac Upchurch will share research conducted by the Talent Strategy Group. It outlines the surprisingly long journey of Talent Management, the state of Talent Management today, and how Talent Management can innovate to add value to the organization unlike ever before.
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Brandon Hall Group is a preeminent research and advisory firm, with more than 10,000 clients globally and more than 25 years of delivering Research-Based Solutions that Empower Excellence in Organizations.
Gain access to more research insights at www.Brandonhall.com.
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Talent Management: Accelerating Business Performance - Right ManagementСветла Иванова
Right Management’s latest study provides a global overview of talent management trends, drawing on feedback from more than 2,200 business leaders and HR professionals in 13 countries and 24 industries.
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WorkFit 2020 Human Capital Strategy As a Strategic Business Differentiator
1. The
Impact
of
Human
Capital
WorkFit
2020
Human
Capital
Strategy
As
a
Strategic
Business
Differen=ator
Joanne
Flynn
Fred
Mapp
2. Era
of
Growth
• As
industries
around
the
world
turn
their
a>en?on
to
a
new
era
of
growth,
the
importance
of
an
enterprise’s
human
capital
has
risen
drama=cally.
• Acquiring
and
retaining
new
customers,
genera=ng
new
ideas,
improving
produc=vity
are
challenges
that
place
new
demands
on
the
workforce
and
those
who
lead
it.
• Economic
downturn
and
the
speed
of
marketplace
change
have
outstripped
the
ability
of
tradi?onal
talent
management
programs
to
meet
business
needs.
• Execu?ves
must
now
pursue
a
more
comprehensive,
integrated
and
balanced
human
capital
strategy
that
includes
the
management
of
talent
as
well
as
the
associated
leadership,
• Those
who
can
effec?vely
translate
their
business
strategy
into
an
ac=onable
human
capital
strategy
can
drive
a
new
kind
of
compe==ve
advantage—one
extremely
difficult
for
others
to
imitate.
3. Whether the labor market is tight or flooded with talent, putting
together a top-notch team is one of the biggest challenges facing
managers. What is your strategy to address business issues and
foster business savvy among your people? How do you
determine the best mix of skills for your team and develop
effective leadership?
“How
well
do
we
mo=vate
and
manage
our
people?”
“Do
we
have
the
right
skills?”
“What
is
the
most
effec=ve
way
to
be
organized?”
“What
happens
if
someone
leaves
and
who
are
the
successors?”
“Should
we
contract
or
Outsource?”
Organizing, Recruiting, Developing &
Retaining the Right Team of People
“What
is
our
HC
strategy?”
5. To improve your abilities to support customers, are you developing
a strategy for recruitment, development and retention processes that
include:
• Recruitment Program
• Performance Planning and Evaluation
• Relationship management training
• Project management training (PMI)
• Develop business acumen
• Management training program
• Leadership development program
• Succession Planning
• Mentoring program
• Talent Reviews
• Open Ear Policy
“Our
people
are
key
to
success”
Do You Have the Right People Focus?
6.
Value
Proposi?on
“The
best
corporate
strategy
can
fail
at
implementa6on
without
a
human
capital
strategy
suppor6ng
it”
A
Business
Discipline
for
Human
Capital
Planning
and
Development
The
Goal
Human
Capital
Strategy
aligned
to
Business
Strategies
focused
on:
– Growth
Accelera=on,
Organic
or
M&A
– Organiza=onal
Agility
– Business
Resiliency
– Strategic
Alignment
– Peak
Performance
Against
the
Benchmark
How
Can
You
Achieve
these
Goals?
A
disciplined,
sustainable
assessment-‐based
solu6on
to
strategically
align
people
to
business
strategy
and
objec6ves
7.
Alignment
with
the
Business
Linking
business
strategies
to
human
capital
requirements
is
the
key
to
success.
HR
is
tasked
with
acquiring,
developing
and
deploying
the
people
needed
for
an
enterprise
to
be
successful.
Many
HR
departments
struggle
to
gain
a
deep
enough
understanding
of
how
business
goals
translate
into
specific
workforce
and
organiza?on
needs.
What’s
missing
at
many
companies
is
a
strong
program,
led
from
the
top,
to
ar?culate
the
human
capital
dimensions
of
a
business
vision
at
a
strategic
level.
Without
this
human
capital
strategy,
HR
can’t
see
at
a
broad
enough
level,
and
senior
management
can’t
see
at
a
detailed
enough
level.
8.
Crea?ng
&
Implemen?ng
a
Human
Capital
strategy
A
program
to
create
and
implement
a
human
capital
strategy
involves
mul?ple
phases
of
work
across
four
primary
work
streams:
• Organiza=on
• Culture
• Leadership
• Talent
It
requires
support
by
program
management
and
governance
to
guide
the
en?re
endeavor.
9. Change of strategic direction.
Alignment and transformation: Jumping the chasm
• Some can make it easily
• Some will need training
• Some will need a jet pack
• Some will not make the cut
• How do you retain the people
that can make the jump?
What is your strategy?
Former
Skills
New
Skills
Example: Do You Have the Right Skills for Change?
New Strategy
10. Sources
• Oxford
Economics,
2014
• The
Conference
Board
• Development
Dimensions
Interna?onal,
2014
• Phoenix
Strategic
Performance,
Inc.
• McKinsey
&
Co.
• Insead
–
MIT
Review
11.
Current
State
of
Strategy
&
Human
Capital
Alignment
• The
importance
of
human
capital
to
corporate
strategy
is
NOT
reflected
by
its
role
in
the
C-‐
Suite
&
Boardroom
• Impact:
Severe
– HR
not
in
the
informa?on
loop
– HR
lacks
insights
&
status
to
be
truly
strategic
Overall:
Companies
not
making
progress
toward
mee=ng
workforce
goals.
Business
Performance
Suffers
Oxford
Economics,
2014
12.
HR’s
Seat
at
the
Table
22%
-‐
Workforce
issues
drive
strategy
at
the
board
level
28%
-‐
HR
advises
C-‐Suite,
but
does
not
have
a
voice
in
decision
making
26%
-‐
HR
is
not
consulted
at
all
about
business
planning
24%
-‐
Workforce
issues
are
an
aderthought
in
business
planning;
HR
is
consulted
ader
high-‐level
decisions
have
been
made.
Stress
Test
Where
does
your
organiza?on
live
on
this
con?nuum?
Oxford
Economics,
2014
13.
HR’s
Seat
at
the
Table
Regarding
HR
&
Workforce
Data
–
The
Gap
What
HR
says:
• Only
38%
-‐
have
ample
workforce
data
to
understand
strengths
&
poten?al
vulnerabili?es
from
a
skills
perspec?ve
• Only
42%
-‐
know
how
to
extract
meaningful
insights
from
the
data
available
to
them
GAP
What
the
C-‐suite
says:
• They
think
HR
is
using
metrics
and
benchmarking
is
a
normal
part
of
workforce
development
strategy
Result:
The
inability
to
translate
the
value
of
workforce
excellence
into
the
language
of
growth
and
profitability
is
a
BIG
problem
for
HR
and
for
businesses,
at
large.
Oxford
Economics,
2014
14. Execu?on
&
Vision
Gap
Execu=on
&
Vision
are
Out
of
Balance
The
responses
• 52%
have
a
defined
execu?on
plan
for
achieving
our
vision
of
workforce
management
• 53%
say
workforce
development
is
a
key
differen?ator
for
our
firm
in
terms
of
growth
&
bo>om-‐line
results
• 32%
have
a
strong
vision
for
the
workforce
we
want
to
build
in
three
years
Oxford
Economics,
2014
15. Vision
Gap
Results
‘Running
in
Place’
“For
all
the
talk
of
change”…..
more
than
half
of
respondents
say
they
will
have
made
only
slight
or
moderate
progress
toward
mee?ng
strategic
workforce
goals
in
five
years.
Oxford
Economics,
2014
17.
The
ROI
of
Good
Leadership
So,
what’s
the
impact
of
good
leadership?
“McKinsey
research
has
consistently
shown
that
good
leadership
is
a
cri6cal
part
of
organiza6onal
health,
which
is
an
important
driver
of
shareholder
returns.”
McKinsey,
“Decoding
Leadership:
What
real
ma>ers,”
Claudio
Feser,
Fernanda
Mayol
and
Ramesh
Srinivasan
18.
When
Organiza?ons
Get
it
RIGHT
Results
– 20%
higher
than
average
leadership
quality
&
bench
strength
– 28%
more
cri?cal
posi?ons
can
be
filled
immediately
– 2.3
X
more
likely
to
outperform
other
companies
on
financial
metrics
Organiza=onal
consequences:
• Increased
organiza?onal
agility
• Increased
business
resiliency
• Increased
ability
to
maximize
market
/
compe??ve
opportuni?es
DDI,
2014
PSP,
2014
19.
When
Organiza?ons
Get
It
WRONG
Results
• 67%
lower
than
average
leadership
quality
&
bench
strength
• 21%
fewer
cri?cal
posi?ons
can
be
filled
immediately
Organiza=onal
Consequences:
– Compromised
organiza?onal
agility
– Decreased
business
resiliency
– Missed
market
/
compe??ve
opportuni?es
DDI,
2014,
PSP,
2014
20. CEO
Challenge
–
Leaders
Aren’t
Ready
Only
52%
of
execu?ves
say
that
current
leadership
have
the
skills
to
effec?vely
manage
talent.
Global
Leadership
Forecast
asked
leaders
to
assess
their
own
readiness
to
execute.
Their
self-‐assessments
are
sobering:
– Regarding
leadership
behaviors
• never
were
more
than
50%
“very
prepared”
to
address
any
of
the
leadership
challenges
– In
the
human
capital
challenge
• only
27%
of
leaders
reported
they
were
“very
prepared”
to
be
a
leader
who
creates
an
op?mal
workplace
where
employees
deliver
their
very
best
– HR
leaders’
appraisal
• was
even
more
harsh:
Only
9%
indicated
their
leaders
were
“very
ready”
to
address
human
capital
challenges
DDI
2014
21.
Leading
in
a
VUCA
World
Vola=lity
Uncertainty
Complexity
Ambiguity
• An?cipa?ng
and
reac?ng
to
the
nature
and
speed
of
change.
• Maintaining
effec?veness
despite
constant
surprises
and
a
lack
of
predictability.
• Naviga?ng
through
complexity,
chaos,
and
confusion.
• Ac?ng
decisively
without
always
having
clear
direc?on
and
certainty.
22. Working
Within
the
VUCA
Vortex
How
do
current
leaders
rank
on
the
VUCA
Vortex?
– Vola?lity
41%
– Uncertainty
37%
– Complexity
36%
– Ambiguity
31%
DDI
2014
23. Leaders’
VUCA
Results
• Organiza=ons
Overall
Response
– 25%
report
their
leaders
are
not
VUCA-‐capable
• At
C-‐Suite
Level
– Only
19%
iden?fied
their
leaders
as
‘very
capable’
• Leaders
Self
Evalua=on
– Only
65%
of
leaders
said
they,
were
either
“highly
confident”
or
“very
confident”
in
their
ability
to
meet
the
four
VUCA
challenges
• HR
Response
– 40%
of
HR
professionals
viewed
their
organiza?on’s
leaders
as
not
capable
of
mee?ng
the
challenges
DDI,
2014
24. VUCA
&
Business
Results
• Organiza=ons
with
high
VUCA
capability
–
3.5
X
more
likely
to
have
a
strong
leadership
bench
to
meet
future
challenges
• VUCA
capability
links
to
financial
results
– Top
20%
of
organiza?ons
performing
well
financially
are
3X
more
likely
to
have
VUCA-‐
capable
leaders
DDI,
2014
25.
Leader
Quality
&
Bench
Strength
Which
Countries
Make
the
Grade?
Current
Future
India
India
Mexico
Philippines
South
Africa
South
Africa
USA
Australia
Canada
Taiwan
Thailand
Indonesia
DDI,
2014
26. Solu?ons
/
Tools
• Now
that
we
know
what
the
problem
is….
• Here
are
steps
to
take
to
fix
it.
• Ignore
the
looming
crisis
&
the
gap
will
become
the
great
abyss.
• Wishing
will
not
change
things
27.
Results
• Increase
the
ROI
of
your
people
investment
–
unlock
your
human
capital
poten6al
• Through
organiza6onal
alignment,
improved
results
of
business
objec6ves
by
improving
your
people’s
performance
• Forecast
current
&
future
people
poten6al
&
capacity
to
keep
pace
with
strategic
business
objec6ves
• Through
the
Phoenix
Strategic
Performance
(PSP)
System,
create
a
sustainable,
governance
process
to
ensure
con6nuous
alignment
tying
people’s
performance
to
strategy
Value
Proposi?on
28.
Phoenix
Strategic
Performance
Ins?tute
'You
can’t
manage
what
you
can’t
measure’
Business-‐driven
learning
&
development
solu=ons
aligned
with,
and
responsive
to,
individuals
and
business
goals.
Our
approach
is:
• Targeted,
highly
focused
and
individually
relevant
• Delivered
in
a
short,
highly-‐efficient
format
• Designed
to
‘s=ck’,
with
immediately
ac=onable
takeaways
to
implement
Learning
&
Development
Solu=ons
• Professional
Skills
Track
• Communica=on
Skills
Track
• Leadership
&
Management
Skills
Track
• Sales
&
Business
Development
Skills
Track
29. Conclusion:
Sustaining
your
Compe??ve
Differen?a?on
The
nature
of
compe??on
today
is
shiding
across
almost
every
industry.
Can
companies
con=nue
to
innovate,
and
to
execute
strategy,
at
the
speed
required
to
compete
in
the
marketplace?
The
answer
to
that
ques?on
largely
depends
on
an
enterprise’s
investments
in
its
human
capital
assets.
Sourcing
and
retaining
top
talent
in
the
right
numbers
and
the
right
places
is
a
key
part
of
the
equa?on.
The
War
for
Talent
is
becoming
the
War
to
Develop
Talent.
Equally
important,
however,
are
the
leadership
quali=es,
cultural
characteris=cs
and
organiza=on
structures
that
enable
workforce
talent
to
help
the
company
as
a
whole
achieve
high
performance.