This document proposes a "Project Blue Sky" initiative to address workforce skill shortages in the Pensacola, Florida area that are hampering economic development and job creation. It would create a database of resumes of highly skilled workers to recruit nationally and match them to current and future job opportunities in the area's target industries like aerospace, IT, manufacturing and healthcare. The goal is to build a pipeline of specialized talent to attract expanding companies and make the area more competitive for recruitment by addressing its lack of experienced workers. Potential partners, funding sources and a phased implementation plan are outlined. Risks and mitigation strategies are also discussed.
Talent Acquisition and Management Trends Nov 2015Peet Kruger
The document discusses implications for HR and talent management in exponential, critical, and changing times. It summarizes trends in the global workforce, economy, and standards that are driving changes. HR must take a proactive, ROI-focused approach to human capital costs through skills optimization, productivity improvements, and culture/engagement changes. HR also needs to transform itself through business skills, analytics, and ensuring compliance on governance, ethics, and risks issues. The future of work demands that HR spearhead organizational transformation and adapt talent practices for a more innovative, technology-driven workforce.
9 steps to building a flexible workforce strategy talent waveTalentWave
A variable workforce model can attract scarce talent, while driving significant cost savings and enhancing enterprise flexibility. How do today’s HR professionals partner with other colleagues, including Procurement teams, to determine the ideal mix of traditional versus flexible workers (independent contractors, freelancers, temp workers)? That is the “million-dollar” question.
This question is hard to answer because talent demand is not static and is constantly in flux. Where do best-in-class organizations draw the line between full-time employees and flexible workers? And if your organization isn’t using flexible workers, should you? That's where a total talent management strategy comes in.
In this flexible workforce webinar you will learn:
-- How, and why, progressive companies are balancing their traditional, full-time workforces with non-employee workers like contractors, freelancers, temps and SOW workers
-- The strategic benefits of taking a blended approach to your workforce
-- When and where to leverage flexible workers
-- How to build a step-by-step action plan unique to your organization
-- How to mitigate risks involved with the contingent workforce
-- The strategic value of building a talent community
1) The document discusses how the gap between available talent and jobs requiring certain skills is widening. Many employers report difficulty filling positions due to a lack of applicants with the necessary skills, experience, or qualifications.
2) It notes trends like emerging markets reshaping the global economy, rapid technological changes, and talent becoming a major driver of economic growth. However, 52% of US employers report trouble filling jobs as the US continues dealing with high unemployment.
3) The document advocates shifting from a "just-in-time" hiring approach to a strategic workforce plan that identifies current and future skill needs, ways to develop existing staff, and partners with education to better align curricula with employer demands.
The document discusses the importance of developing an authentic employer brand to attract and retain talent. It outlines that an employer brand framework can help companies take a brand-led approach to hiring aligned with their values and corporate brand. It also helps identify gaps between a company's current employee experience and future aspirations, and brings corporate brand messages to life in an employment context. The goal is to build understanding of what external talent values and define appealing messages to attract these candidates.
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.
Apple focuses on a lean talent management approach that emphasizes having fewer, highly productive employees. It measures workforce productivity per employee and recruits only candidates deemed hardworking and committed. However, Apple has faced criticism for its treatment of workers, including violating labor laws, underpaying employees, and not providing a work-life balance. Several strategies could help Apple improve, such as expanding into emerging markets and addressing issues negatively impacting workers like their health, welfare, and motivation.
#FIRMday London 23 April 2015 - Paul Ryder & Kate Harper, Write Research Grou...Emma Mirrington
Paul Ryder, Capita’s Write Research and Kate Harper, CEH Workforce Solutions discuss
‘Workforce Horizons - Resourcing Challenges In Attracting, Developing, Retaining and
Deploying Talent in Tomorrow’s Workforce.’ A thought provoking presentation which
summarises the findings of a recent qualitative research project conducted amongst senior
HR & Resourcing professionals that looks ahead to the challenges that will face resourcing
professionals in tomorrow’s workforce and asks what should we be doing today to prepare for
such eventualities.
Talent Acquisition and Management Trends Nov 2015Peet Kruger
The document discusses implications for HR and talent management in exponential, critical, and changing times. It summarizes trends in the global workforce, economy, and standards that are driving changes. HR must take a proactive, ROI-focused approach to human capital costs through skills optimization, productivity improvements, and culture/engagement changes. HR also needs to transform itself through business skills, analytics, and ensuring compliance on governance, ethics, and risks issues. The future of work demands that HR spearhead organizational transformation and adapt talent practices for a more innovative, technology-driven workforce.
9 steps to building a flexible workforce strategy talent waveTalentWave
A variable workforce model can attract scarce talent, while driving significant cost savings and enhancing enterprise flexibility. How do today’s HR professionals partner with other colleagues, including Procurement teams, to determine the ideal mix of traditional versus flexible workers (independent contractors, freelancers, temp workers)? That is the “million-dollar” question.
This question is hard to answer because talent demand is not static and is constantly in flux. Where do best-in-class organizations draw the line between full-time employees and flexible workers? And if your organization isn’t using flexible workers, should you? That's where a total talent management strategy comes in.
In this flexible workforce webinar you will learn:
-- How, and why, progressive companies are balancing their traditional, full-time workforces with non-employee workers like contractors, freelancers, temps and SOW workers
-- The strategic benefits of taking a blended approach to your workforce
-- When and where to leverage flexible workers
-- How to build a step-by-step action plan unique to your organization
-- How to mitigate risks involved with the contingent workforce
-- The strategic value of building a talent community
1) The document discusses how the gap between available talent and jobs requiring certain skills is widening. Many employers report difficulty filling positions due to a lack of applicants with the necessary skills, experience, or qualifications.
2) It notes trends like emerging markets reshaping the global economy, rapid technological changes, and talent becoming a major driver of economic growth. However, 52% of US employers report trouble filling jobs as the US continues dealing with high unemployment.
3) The document advocates shifting from a "just-in-time" hiring approach to a strategic workforce plan that identifies current and future skill needs, ways to develop existing staff, and partners with education to better align curricula with employer demands.
The document discusses the importance of developing an authentic employer brand to attract and retain talent. It outlines that an employer brand framework can help companies take a brand-led approach to hiring aligned with their values and corporate brand. It also helps identify gaps between a company's current employee experience and future aspirations, and brings corporate brand messages to life in an employment context. The goal is to build understanding of what external talent values and define appealing messages to attract these candidates.
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.
Apple focuses on a lean talent management approach that emphasizes having fewer, highly productive employees. It measures workforce productivity per employee and recruits only candidates deemed hardworking and committed. However, Apple has faced criticism for its treatment of workers, including violating labor laws, underpaying employees, and not providing a work-life balance. Several strategies could help Apple improve, such as expanding into emerging markets and addressing issues negatively impacting workers like their health, welfare, and motivation.
#FIRMday London 23 April 2015 - Paul Ryder & Kate Harper, Write Research Grou...Emma Mirrington
Paul Ryder, Capita’s Write Research and Kate Harper, CEH Workforce Solutions discuss
‘Workforce Horizons - Resourcing Challenges In Attracting, Developing, Retaining and
Deploying Talent in Tomorrow’s Workforce.’ A thought provoking presentation which
summarises the findings of a recent qualitative research project conducted amongst senior
HR & Resourcing professionals that looks ahead to the challenges that will face resourcing
professionals in tomorrow’s workforce and asks what should we be doing today to prepare for
such eventualities.
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.
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
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
The US unemployment rate fell slightly to 7.3% in August as the economy added 169,000 jobs, below expectations. While retail and healthcare saw gains, information saw losses. The unemployment rate is down from a year ago but long-term unemployment remains high. Job growth was strongest in retail but overall hiring slowed, signaling a weakening labor market.
#1NWebinar: Talent Brand - The Missing Piece of Your Brand PuzzleOne North
Talent Development Manager Sarah Mueller describes the untapped element of brand every professional services organization should be taking advantage of: the Talent Brand. Attracting, engaging and retaining top talent is an essential activity for marketers and HR professionals alike, but what really helps a company stand apart from the rest in a highly competitive talent market is a well-defined and unique talent brand.
During her presentation, Sarah broke down the meaning of a talent brand, showed what a successful talent brand in action looks like and described the tools needed to start your own talent brand initiative.
2022, challenges and opportunities for leadersAna Ber
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
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
How to find employees in Romania and What motivates them?Ana Ber
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
Dan Medlin is a talent acquisition manager with 24 years of experience in human resources and recruiting. He has expertise in strategic talent acquisition, global recruiting, applicant tracking systems, and employer branding. Some key aspects of his proposed strategic talent acquisition re-engineering include conducting a recruiting system assessment, developing a defined recruitment business process, integrating a best-in-class applicant tracking system, building the company brand, and initiating a broad candidate sourcing strategy.
The document discusses establishing an organization as an employer of choice, using the example of SA Water Corporation. It outlines SA Water's history and challenges it faced that impacted its culture. It details the strategies implemented over 5 years to develop a high-achieving culture focused on leadership, performance, and developing talent. These included culture assessments, succession planning, improved performance management, and policies to promote diversity and work-life balance.
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.
This document discusses research on talent management and the war for talent. It finds that talent matters greatly for company performance, yet most companies are ill-prepared for this war for talent. While past approaches to talent management worked in the past, new strategies are needed for the future. The best companies view talent management as a top priority, instill a talent mindset throughout the organization, develop talent through diverse jobs and feedback, and work to retain their top performers.
Intro Session Global Workforce Mobility for Talent ManagementRussell Klosk (智能虎)
Strategic workforce mobility aims to optimize talent development and retention. The presentation discusses frameworks for executing global mobility to increase talent optimization and retention. It covers global mobility across continuums of traditional mobility, modern mobile workforces, and globally integrated enterprises. The objectives are to provide common definitions for workforce management, talent management, and global mobility, and to discuss how to design positions and organizations for increased mobility.
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).
SLCWorks provides high impact support for entrepreneurship and innovation through several services:
1) It connects entrepreneurs with mentors and provides practical educational programs and workshops on various aspects of starting and growing a business.
2) It helps entrepreneurs access government grants and funding to support their businesses.
3) It leverages a large regional network and community of entrepreneurs, experts, and organizations to provide inspiration and support.
From InDemand 2014, Suzanne Myers who is the Talent Acquisition Director at RealPage, shares how you can leap out of your comfort zone to create an irresistible employer brand.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
How Best-in-Class Companies Address Talent Gap Challenges | Talent Connect Ve...LinkedIn Talent Solutions
As talent acquisition professionals, we are faced with an ever-expanding talent gap. Learn effective strategies to address this solution in three core pillars.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Recruiting leaders surveyed globally reported the following key trends:
1. Recruiting teams play a crucial role in companies' futures and talent is the top priority, though most teams' sizes will remain the same.
2. Hiring volume will increase for many, with a focus on sales, operations, and engineering roles. Quality of hire and time to fill remain top metrics.
3. Most recruiting budgets are spent on traditional tactics like job boards and agencies, though leaders want to invest more in branding and tools.
4. Employer branding has significant impact on hiring but receives limited budgets; culture messaging attracts candidates' interest the most.
5. Key future trends include increasing diversity, automation
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
The document discusses efforts to build a digital technology cluster in the Shoals region through collaboration between educational institutions, government, and economic development organizations. A small computer systems design sector has nearly doubled in size over five years, and has potential for further growth. The University of North Alabama plans to play a key role through initiatives like their Digital Technology Hub and Entrepreneurial Center to support startups and provide training. Transformational developments around IT consulting, mobile technologies, and offshoring could generate opportunities for new businesses. Recent events have engaged students and locals to generate ideas and startups in the region's developing innovation ecosystem.
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.
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
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
The US unemployment rate fell slightly to 7.3% in August as the economy added 169,000 jobs, below expectations. While retail and healthcare saw gains, information saw losses. The unemployment rate is down from a year ago but long-term unemployment remains high. Job growth was strongest in retail but overall hiring slowed, signaling a weakening labor market.
#1NWebinar: Talent Brand - The Missing Piece of Your Brand PuzzleOne North
Talent Development Manager Sarah Mueller describes the untapped element of brand every professional services organization should be taking advantage of: the Talent Brand. Attracting, engaging and retaining top talent is an essential activity for marketers and HR professionals alike, but what really helps a company stand apart from the rest in a highly competitive talent market is a well-defined and unique talent brand.
During her presentation, Sarah broke down the meaning of a talent brand, showed what a successful talent brand in action looks like and described the tools needed to start your own talent brand initiative.
2022, challenges and opportunities for leadersAna Ber
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
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
How to find employees in Romania and What motivates them?Ana Ber
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
Dan Medlin is a talent acquisition manager with 24 years of experience in human resources and recruiting. He has expertise in strategic talent acquisition, global recruiting, applicant tracking systems, and employer branding. Some key aspects of his proposed strategic talent acquisition re-engineering include conducting a recruiting system assessment, developing a defined recruitment business process, integrating a best-in-class applicant tracking system, building the company brand, and initiating a broad candidate sourcing strategy.
The document discusses establishing an organization as an employer of choice, using the example of SA Water Corporation. It outlines SA Water's history and challenges it faced that impacted its culture. It details the strategies implemented over 5 years to develop a high-achieving culture focused on leadership, performance, and developing talent. These included culture assessments, succession planning, improved performance management, and policies to promote diversity and work-life balance.
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.
This document discusses research on talent management and the war for talent. It finds that talent matters greatly for company performance, yet most companies are ill-prepared for this war for talent. While past approaches to talent management worked in the past, new strategies are needed for the future. The best companies view talent management as a top priority, instill a talent mindset throughout the organization, develop talent through diverse jobs and feedback, and work to retain their top performers.
Intro Session Global Workforce Mobility for Talent ManagementRussell Klosk (智能虎)
Strategic workforce mobility aims to optimize talent development and retention. The presentation discusses frameworks for executing global mobility to increase talent optimization and retention. It covers global mobility across continuums of traditional mobility, modern mobile workforces, and globally integrated enterprises. The objectives are to provide common definitions for workforce management, talent management, and global mobility, and to discuss how to design positions and organizations for increased mobility.
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).
SLCWorks provides high impact support for entrepreneurship and innovation through several services:
1) It connects entrepreneurs with mentors and provides practical educational programs and workshops on various aspects of starting and growing a business.
2) It helps entrepreneurs access government grants and funding to support their businesses.
3) It leverages a large regional network and community of entrepreneurs, experts, and organizations to provide inspiration and support.
From InDemand 2014, Suzanne Myers who is the Talent Acquisition Director at RealPage, shares how you can leap out of your comfort zone to create an irresistible employer brand.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
How Best-in-Class Companies Address Talent Gap Challenges | Talent Connect Ve...LinkedIn Talent Solutions
As talent acquisition professionals, we are faced with an ever-expanding talent gap. Learn effective strategies to address this solution in three core pillars.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Recruiting leaders surveyed globally reported the following key trends:
1. Recruiting teams play a crucial role in companies' futures and talent is the top priority, though most teams' sizes will remain the same.
2. Hiring volume will increase for many, with a focus on sales, operations, and engineering roles. Quality of hire and time to fill remain top metrics.
3. Most recruiting budgets are spent on traditional tactics like job boards and agencies, though leaders want to invest more in branding and tools.
4. Employer branding has significant impact on hiring but receives limited budgets; culture messaging attracts candidates' interest the most.
5. Key future trends include increasing diversity, automation
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
The document discusses efforts to build a digital technology cluster in the Shoals region through collaboration between educational institutions, government, and economic development organizations. A small computer systems design sector has nearly doubled in size over five years, and has potential for further growth. The University of North Alabama plans to play a key role through initiatives like their Digital Technology Hub and Entrepreneurial Center to support startups and provide training. Transformational developments around IT consulting, mobile technologies, and offshoring could generate opportunities for new businesses. Recent events have engaged students and locals to generate ideas and startups in the region's developing innovation ecosystem.
Canadian Compensation Trends & Pay PracticesPayScale, Inc.
The document discusses compensation best practices and trends for Canadian companies. It summarizes a survey of over 550 respondents on financial performance, wage growth, hiring, retention, and managing increases. It then outlines five best practices for compensation: understanding the labor market and jobs, creating a competitive strategy, building a structure, and paying for performance. The document promotes PayScale's compensation data and analytics services to help companies with compensation decisions and challenges.
California Compensation Trends and Pay PracticesPayScale, Inc.
As you consider employee raises and prepare your compensation strategy, it's imperative to have reliable, California-specific data to inform your decisions when building a solid compensation foundation.
Iedc ec. dev and workforce dev collaborationColleen LaRose
The full webinar may be seen at www.nereta.org on the training page.
Collaboration between EDA's and WIB's requires a paradigm shift. Traditionally economic development organizations were charged with attracting business -typically industrial firms - while workforce development organizations played a more transactional role of training and job match-making. Their tools, strategies and resources have been vastly different from each other and sometimes even at odds. But that is now changing. Several communities have successfully brought together economic development and workforce development organizations by aligning goals and simultaneously strengthening the economic eco-system.
The driving force behind this convergence is the realization that a talented labor supply is key to the economic prosperity of the community. Site selectors report a talented workers trump all other considerations fro businesses locating to a new area. Similarly a steady stream of talented employees can help retain and expand strong industries and clusters.
Building this pipeline of workers requires input on future needs of companies from economic development as well as input from workforce development on where to find and train the workers for these future opportunities.
This webinar will highlight several regions in the country, urban and rural where they are making this work.
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.
This document discusses human resources planning for companies in the information and communications technology industry. It notes that ICT companies face challenges in accurately forecasting staffing needs due to fluctuations in orders and forecasts. The document outlines the steps in human resources planning, which include developing an organization profile through external and internal analysis, forecasting future labor requirements and availability, analyzing gaps between requirements and availability, planning initiatives to address gaps, and measuring the effectiveness of the planning process. Key objectives of planning include maximizing resource use, ensuring productivity and capacity to meet goals. Tools provided include templates for forecasting requirements and developing action plans.
Workforce Attraction and Recruitment in Maine: MTUG Conference 2018Colleen Ruggelo
Elizabeth Fortin from KVCC and Colleen Ruggelo from Purdue University Global presented during a breakout session for the MTUG Conference on May 31, 2018. While our focus was on the STEM fields, ANY company can use the local resources and ideas listed here. Feel free to comment with additional resource for workforce attraction, recruitment, retention, and marketing in Maine!
Lynn M. Arts has over 30 years of experience in human resources and talent acquisition. She currently works as a senior recruiter for Cielo, where she has filled over 260 roles in 14 months. Previously, she owned her own consulting firm, Trio Solutions, for 12 years, where she managed 20 consultants. She has filled over 2,500 jobs at all levels and industries. She specializes in strategic leadership, sourcing candidates, diversity recruitment, and applicant tracking systems.
FutureWorks Career Center is a nonprofit One-Stop Career Center located in Springfield, MA that serves job seekers and businesses. Their 3-year strategic plan aims to: 1) align their performance to a demand-driven business model; 2) increase visibility and usage among businesses and job seekers; and 3) empower staff to deliver innovative services. Their 'Big 4' goals are to increase placements, business services performance, and staff development. Key objectives include increasing job seeker participation, skills assessments, unemployment claimant membership, business contacts, marketing, and job postings.
Columbus State Community College provides workforce development strategies to build workforce pipelines for in-demand industries. It focuses on developing career pathways with academic programs aligned to industry needs. It also integrates workforce skills into academic programs and collaborates on industry sector strategies to understand talent needs. For information technology, it piloted certificate programs for business analysts and Java developers to address skills gaps. For insurance, it identified in-demand occupations and developed strategies to close talent shortages through higher education partnerships.
Grayson Entrepreneur Express Workshop #2, December 9, 2010 PresentationSandy Ratliff
FREE workshop geared towards small business owners as well as those who are thinking about becoming entrepreneurs. Accessing resources is crucial for a small business to start or grow. But in these challenging economic times finding financing, new customers/markets and accessing help within state and federal government can be difficult.
The Virginia Department of Business Assistance partnered with the Blue Ridge Crossroads Small Business Development Center and Blue Ridge Crossroads Economic Development Authority to conduct an Entrepreneur Express Workshop in Independence, Grayson County, Virginia. The program is designed to provide insight into areas of business ownership that often go overlooked and help connect you to FREE resources available to small business in Virginia.
This document summarizes a presentation about preparing workers for future jobs. It discusses how economic developers can help make their communities more resilient by identifying future workforce needs. A case study is presented of a partnership between a city, community college, and aerospace company to create a composite manufacturing training program. The partnership developed a career path from high school programs to associate's and bachelor's degrees. Economic developers can help uncover future workforce needs through data analysis, workforce studies, and conversations with local businesses. Their role is important for preparing communities to adapt to changing economic conditions.
A skills-based approach to employment creates a more equitable job market for all. In this deck, learn how your organization can become a skills-based employer by posting positions that reflect the skills you need, selecting candidates based on their skills, and helping incumbent employees develop new skills.
View related videos:
Welcome to the Future of HCM https://www.youtube.com/watch?v=lpuYpJWD58k
The document provides an overview of the global and Australian economies in 2014 and forecasts for 2015. It discusses trends seen in salary data and different professions. New technologies being adopted include cloud applications and digital analytics. Insights are given around continuing business trends such as de-layered organizations and employer branding. The road ahead forecasts growth in customer service and administration roles due to technology and demand for Australian services from Asia. Diversity initiatives and work hours are also covered.
The document discusses several human capital trends that are expected to shape the workplace:
1. Organizations will focus on designing work for well-being by restructuring work to help workers feel and perform their best through a holistic approach to mental, physical, and financial wellbeing.
2. Unleashing worker potential through reskilling and empowering workers with agency, choice, and opportunities to explore passion areas to create a more sustainable workforce.
3. Setting new directions for work and using workforce insights not just to improve old patterns but explore uncharted opportunities through bold questions and decisions on human capital risks.
4. Collaboration will increase through "superteams" leveraging people and technology capabilities.
Improving Profitability Through Business-Led Sector PartnershipsMichael Baker
Businesses can improve their competitive position by joining forces through a sector partnership. These slides introduce how government and education in Illinois are ready to take direction from business.
Similar to Workforce Led Economic Development - Pensacola, FL (20)
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Workforce Led Economic Development - Pensacola, FL
1. “Blue Sky”
A Strategy For Pensacola Area
Economic Development
JP&A July 2014 prumatico@bellsouth.net
2. Economic Development - Mixed
Results In Company Recruiting
“…efforts by states at job poaching from other states
reflect a complete lack of understanding as to where
job creation really comes from. What distinguishes
one state from the other in success in creating jobs
is its ability to stimulate entrepreneurship and to
make sure that those fast growing companies
actually succeed at what they are doing..”
Michael Mazerov – Center on Budget and Tax Policy,
Washington D.C. June 2014
3. Economic Development - Mixed
Results In Company Recruiting
Florida’s Small Business Development Center reports that despite the
considerable investment to recruit new companies to Florida, the
effort resulted in less than 2% of the new jobs created in 2010.
Dr. Tom O’Neal, associate Vice President for Research and
Commercialization at University of Central Florida and Executive
Director of the Florida Economic Gardening Institute (GrowFL) reports
that it was 0.03%.
Despite the lack of ROI, marketing the area to industry must be done.
Pensacola’s recent success confirms that. However, new industry
recruiting can be compared to the Prisoner’s Dilemma, a paradox in
rational self interest.
4. The Pensacola Area’s Economic
Development Paradox
The area’s quality of life factors attracted several fast growing,
successful companies.
Their growth is hampered by the lack of experienced talent.
High skill, mid level professionals do not relocate to the Pensacola
area because of the lack of opportunities for a spouse or a Plan B.
The Pensacola MSA is not attractive to new industry because of the
lack of an established highly skilled workforce in their sector.
New job creation hinges on a skilled and experienced workforce!
5. Pensacola Workforce Snapshot
• An attractive area to live, work and play
• Many successful and growing small companies
• Solid work ethic in workforce, students and retirees
• Excellent educational resources
• Employers need experienced talent to grow
• Exporting talent due to the lack of entry level jobs
• New company recruiting is workforce driven
• 30% of area workforce is underemployed
+’s
-’s
6. Pensacola MSA Employment By Sector 115,893 Total Number Of Employees
Pie chart data from 2010 MSA Business Patterns, US Census (First Quarter ending March 2012)
The Pensacola Metropolitan Statistical Area (MSA) includes all of Escambia and Santa Rosa Counties
7. How Would A Business Think About
Pensacola’s Future Workforce?
Large companies plan for their future workforce requirements.
Recruiting and training are continuous processes.
Coca-Cola has 130,600 employees; Dell 108,800;
Exxon 75,000; HJ Heinz 32,000; Humana 43,400;
McKesson 43,500; Intel 105,000; Apple 80,000
The Pensacola MSA has 115,900 employees
A business approach to future workforce planning today will
assure the Pensacola area’s success in the future.
8. A Simplified Business Approach
• Identify The Current Workforce Supply In Key Sectors
• Develop A Demand Forecast And Set Future Goals
• Identify Workforce Skill Gaps And Surpluses
• Build The Skill Acquisition Plan For Pensacola
Training
Recruiting
• Implement The Plan
9. Discussion Outline
• Workforce Led Economic Development
• Skill Shortages Impact Local Job Creation
• Skill Shortages Impact Company Recruiting
• “Blue Sky” A Solution Used in DOD Contracting
• “Blue Sky” Recruiting A Solution in Job Creation?
• A “Blue Sky” Approach to Economic Development
• Future Workforce Examples
• Project Blue Sky Proposal
• Potential Partners, Funding and Schedule
10. A Successful Workforce Based
Economic Development Model
• Vibrant Local Economies Are Based On A
Highly Skilled And Specialized Workforce
• Established Industry Clusters Are Attractive
For Business Relocation and Expansion
• Locating Operations To An Established
Workforce Is Low Risk But High Cost
11. Skill Shortages Impact Job Creation
• Limits Existing Company Organic Growth
• Fewer Entry Level Jobs For The Local Workforce
• Potential Worker Interest To Relocate To A
Developing Area Like Pensacola Is Low
• Limits Area Wide Economic Growth
• Jobs And Workers Go Elsewhere
12. Skill Shortages Impact
New Company Recruiting To The Area
• Lack Of An Available Workforce Is A Negative
• Workforce Training In Specialized Skills Takes Time
and Investment
• Workforce Recruiting and Relocation Cost Is High
• An Established Highly Skilled Workforce Is A Strong
Positive When Recruiting Companies
13. “Blue Sky”
• Capturing New Business Without An Established
Workforce Is A Common Problem In Business
• Defense Contactors Submit Proposals With Resumes
Of Key Personnel Who Are Not Yet Employees
• Hire Is Contingent On The Contract Being Won
• Recruiting Is Done On A “Blue Sky” Opportunity Basis
• A Virtual Community Of Highly Skilled Workers Is
Created And Ready To Be Engaged.
14. “Blue Sky” Recruiting Part Of
A Solution For Job Creation?
What if…….
We Inventory Current Employer Skill Requirements In Key Sectors?
We Identify Local Workers Who Are Looking For Opportunities,
Currently Underemployed Or In Need Of Training?
We Recruit Highly Specialized, Experienced and Skilled Workers
For Current And Future Employment Opportunities?
Economic Development Professionals Had A Talent Pool Ready To
Relocate To Pensacola?
15. Future Workforce Vision….
• Set A Goal For New High Skill – High Wage Jobs
• Created By Existing and New Companies
• Growing, Vibrant and Successful Companies
• Industry Sectors Could Include:
• Aerospace
• Information Technology
• Manufacturing
• Medical Equipment and Services
• Research And Development
Based On A Future Workforce Community
16. Achieve The Vision….
• Create A Workforce Web Site And Resume Database
• Assemble Existing and Potential Company Requirements
• Utilize State Of Florida, UWF, SBDC and Chamber Data
• Market The Pensacola MSA Future Workforce Nationally
• Compile Resumes Of Highly Skilled Workers
• Identify Prospective Employers For Relocation To Pensacola
• Match Workers To Companies
• Match Local Workers To Skill Training and Opportunities
17. Future Workforce Examples
• Huntsville, AL conducted workforce recruiting campaigns in the Southeast.
• Columbus, NE is organizing outreach programs and rallying business leaders
to represent the area at recruiting events.
• Kansas City, MO is running a future workforce program to attract highly skilled
talent to their area.
• Reno – Tahoe, NV recruited talent from San Francisco and other California
cities to build their tech community and create jobs.
• Vermont conducted tech recruiting in Boston and other cities.
• Wyoming conducted blue collar recruiting in the mid west.
• Nashville and Mid Tennessee are marketing their growing technology sector
These communities are building their workforces of the future
18. Project Blue Sky Proposal
• Take The Lead On Job Creation
• Build A Pensacola Area Future Workforce Brand
• Create A Pensacola Workforce Website
• Create A Pensacola Workforce Resume Database
• Market The Area Through Career Web Sites, Job Boards,
Social Media And Regional Career Events
• Include Pensacola Future Workforce In Area Marketing
• Provide A New Compelling Workforce Solution
19. Potential Partners
• Escambia County and Santa Rosa County Schools
• University of West Florida, Pensacola State College, Private Schools
• State of Florida – Career Source, Enterprise Florida, Grow Florida
• City of Pensacola – Office of Economic Development and Sustainability
• Greater Pensacola Area Chamber – Economic Development Team
• Santa Rosa County - Office of Economic Development
• Escambia County Commissioners – Economic Development and Tourism
• Private Groups – Impact 100, Innovation Coast, IT Gulf Coast, NWFMC
• A Consortium of Local Companies Serving As Ambassadors
20. Potential Funding
• Escambia County - RESTORE Act Committee to evaluate / review projects
that are designed to improve the natural resources, job creation and
economic development of the Gulf Coast region.
• State of Florida - Workforce Investment Act programs for adults, youth and
displaced workers.
• City, Counties and Chamber – Economic Development and Workforce
Development Grants
• US Department of Labor, Employment and Training Administration –
Ready To Work Partnership Grants
• Lincoln, Kauffman and Other Private Foundations – Economic
Development and Workforce Education Grants
• Area Employer Contributions
21. Project Blue Sky Schedule
Phase 1 – Within First 90 Days
Outreach To Potential Partners and Funding Sources
Identify Key Sector Talent Requirements
Implement A Workforce Web Site And Database Platform
Initiate A Regional Recruiting And Marketing Campaign
Phase 2 – 90 – 180 Days
Secure Long Term Funding
Begin Referring Candidates To Employers and Educators
Continuously Review And Improve Methodology
22. Project Blue Sky Risks
Issue Risk
How To
Avoid / Solve
Pensacola’s current opportunities
don’t seem to attract solid candidates.
Medium
Companies are recruiting, many without
success. Opportunity marketing support
will help them. Creating the vision of future
opportunities is the goal of Blue Sky.
Companies may not support a
recruiting effort for others or deem it
necessary to attract new companies.
Medium
Growth based on a skilled workforce is a
proven model. Involve them. Provide case
studies and research to gain their support.
Local agencies do not have the money
to fund new programs
High
Job creation and worker training will ad
value and relevance for local company
growth and attracting new companies.
Won’t Blue Sky compete with area
employment agencies.
Low
Area employment agencies will be invited
to participate and as sponsors have
access to the database. There will be no
competition for current openings.
23. Project Blue Sky Risks Continued…
Issue Risk
How To
Avoid / Solve
This is a good initiative for the
Pensacola Chamber’s new economic
development organization.
Medium
While Blue Sky recruiting will address new
job creation, workforce and current
company growth, resume confidentiality is
not available under public records rules.
Local agencies are experiencing a
decline in program budgets and have
existing programs to support.
High
A new, powerful and relevant job creation
and workforce development effort will
attract positive attention and support.
Isn’t this program better suited for
IT Gulf Coast or Innovation Coast?
Low
The tech organizations are working on
events such as iTEN Wired and Innovation
Awards. Their event marketing will be
helpful in attracting talent.
Adding jobs is a Pensacola priority High
Blue Sky will act on the current jobs
dilemma; lack of experienced talent for
growth, while supporting new company
recruiting and workforce training.
24. The Death of Job Posting?
Zappos, Las Vegas, NV, an online clothing retailer,
stopped posting jobs!
Instead they are building virtual “Talent Communities”
Creating an “Insider” relationship with active and passive
candidates for future employment
Developments In Recruiting
25. Aggregating Jobs A New Trend?
Developments In Recruiting
LinkedIn is joining Indeed, Simply Hired and
Monster by aggregating jobs.
LinkedIn employer members will have access to
resumes and candidate profiles.
The new service will match candidates to career
opportunities using Bright.com technology.
26. Talent Outreach Events
Industry Events, such as:
PEX Manufacturing Expo
IAA Aviation Conference Atlanta
US Chamber Small Business
Career Fairs, such as:
Austin Career Fair
Chicago Career Fair
Kansas City Career Fair
Minneapolis Career Fair
27. Industry Expo Ideas
Expand the Enterprise
Florida expo booth to
include future workforce
opportunities include
Florida Career Source and
company ambassadors
28. Tourism Industry Expo Floor Display Ideas
Expand the Visit Florida
expo booth to include
future workforce
opportunities include
Florida Career Source
and company
ambassadors