Talent as a Top Priority and Challenge

Size: px
Start display at page:

Download "Talent as a Top Priority and Challenge"

Transcription

1 Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer, presented at the World Economic Forum in Davos, finds 60% of companies globally are investing more in talent. Yet only 24% say their workforce plans are highly effective in meeting their needs. According to the Conference Board s CEO Challenge 2013 Summary Report, human capital is the number one challenge faced by CEOs globally. The success of any national or business model for competitiveness in the future will be placed less on capital and much more on talent. We could say that the world is moving from capitalism to talentism. Klaus Schwab, Founder and Executive Chairman, World Economic Forum Overall, one in three workers globally is seriously considering leaving his or her organization at the present time according to Mercer s What s Working survey. 1

2 Total Rewards Trends The Era of Accountability What s happening now? We have entered the era of accountability a time when we are faced with more choices than ever before, yet expected to take more responsibility for our health, wealth, and work. What does this mean for employers? A single answer, program, or solution won t suffice, as today s generationally diverse workforce holds widely different attitudes, values, and goals. The critical question before today s employers: How do we engage empower, and effectively mobilize a generationally diverse workforce amidst this historic shift toward personal accountability? 2

3 Marketplace Context What We Are Hearing New era of accountability Employers seeking to control costs, manage risk, ensure effectiveness Employees need to take control of their future We have four generations in the workforce and their attitudes, values and goals are very different. Rising health care costs Complex legislative requirements Shift to consumerism Benefits not meeting employee needs Need to control pension costs Need to manage risk Employees aren t saving enough Struggling to find the right talent No workforce plan Disconnected rewards Employees are not engaged 3

4 Driving Talent Performance Needs & Solutions In An Era Of Individual Accountability KEY EMPLOYER / EMPLOYEE NEEDS Employer NEEDS FORECAST: Ensure that the right people are in the right jobs, at the right location, at the right price, at the right time Employee NEEDS ENGAGE: Inspire and align people, ensuring that change is embraced and strategic business drivers are understood MOBILIZE: Fulfill strategic business requirements by pro-actively managing the relocation, up-skilling, and retooling of key talent REWARD: Design and implement executive & workforce rewards programs to secure key talent, enhance business performance, and adhere to external scrutiny ASSESS: Evaluate the performance, readiness, potential, and job fit of your key talent and the flow of talent into, through and out of your organization Performance; Engagement; Productivity DEVELOP: Enhance leader and manager capability to motivate employees, influence career decisions, champion talent management, and shape an org. s culture 4

5 Employee Preferences: Mercer s Inside Employees Minds US Top 5 Preferences by Age 16-24! Career advancement! Working for a respectable organization! Bonus or other incentives 25-34! Type of work! Retirement or pension plan! Career advancement! Paid time off 35-44! Retirement or pension plan! Bonus or other incentives! Low healthcare costs! Type of work 45-54! Retirement or pension plan! Low healthcare costs! Type of work! Paid time off 55-64! Retirement or pension plan! Low healthcare costs! Type of work! Working for a respectable organization 65+! Type of work! Working for a respectable organization! Retirement or pension plan! Flexible work schedule! Flexible work schedule 5

6 Total Rewards: A Holistic Perspective Employer perspective Money Pay Base salary / Hourly rate Bonus / cash incentives Long-term incentives Employer of choice idea awards Other monetary rewards Benefits Health and welfare benefits Retirement benefits Wellness / fitness initiatives Paid time off Maternity / Paternity time leave Auto allowances Employee referral bonus Employee Assistance Program (EAP) Employee stock purchase plan (ESPP) Careers Career paths Performance feedback Coaching programs Mentorship program Learning & Development Education assistance Job rotation programs Type of work Supervisor relationship Quality of leadership Quality of colleagues Location of facility Non-monetary recognition Special project time Work/Life Work / life balance Alternative work schedules Company paid mobile technology Corporate facilities Paid sabbaticals Vacation day purchase Commuter programs Dependent care Elder care Concierge services Corporate Social Responsibility initiatives Employee perspective My value today My financial security and protection My future value My quality of life 6

7 Total Rewards Strategy Development Sample Blueprint Compensation Benefits Careers and Worklife Base Pay Annual incentives Long-term incentives Health Retirement Perquisites Performance management Work/life balance Workforce planning/ Career Pathing Role of reward element Attract and retain; reward building skills Reward individual, business unit and corporate performance Link to shareholder value creation Personal risk management Wealth accumulation Tax efficiency Goal setting/ accountability Compelling place to work Adequate supply of talent Competitive positioning 25th percentile Base + STI = 75th percentile Base + STI + LTI = 90th percentile Leading edge design; 50th percentile 50th percentile Market practices Support build talent strategy Environment difficult to match by competitors Balance pay and benefits with career opportunities Impact of positioning Risk tolerance Performance orientation Rewards longterm growth Desirable employer Facilitate orderly retirement Employment brand Focused efforts Attraction and retention of qualified staff Support build talent strategy Metrics Acceptance rate turnover; appropriate skills Business results Stock price growth Cost and value delivered Retirement income adequacy; financial management Cost; commitment index Scorecard results Commitment index; turnover Percentage of outside hires 7

8 Employee Preferences: Importance + Satisfaction The importance scores are ranks of conjoint analysis results. The satisfaction scores are ranks of satisfaction means. Higher These rewards are more important and with lower satisfaction IMPORTANCE Lower Lower SATISFACTION Higher 8

9 Rise of HR Big Data and Analytics: People Metrics and Dashboards WORKFORCE STRUCTURE Headcount trend Span of control Staffing ratios Supervisory layers CAPABILITIES & SOURCING Internal labor market flow Build/buy trend Hire rate trend New hire premium Age/tenure distribution Retirement eligibility PERFORMANCE & ACCOUNTABILITY Performance distribution Year-to-year rating variability Pay change by rating Turnover by performance Movement by performance Base pay increase trend Pay mix Pay trend Pay change by promotion RECOGNITION & REWARDS Social network analysis (centrality, frequency, content) Page views and clickthroughs COMMUNICATION & CONNECTION Promotions of laterals Turnover of promotions and laterals Turnover/promotions of high performers Turnover/promotions of high potentials LEADERSHIP BEST PRACTICES IN METRICS & DASHBOARDS 9

10 Total Rewards: Rise of Segmentation 10

11 11

WORKFORCE MANAGEMENT ISSUES RELATED TO RETIREMENT PLANS

WORKFORCE MANAGEMENT ISSUES RELATED TO RETIREMENT PLANS WORKFORCE MANAGEMENT ISSUES RELATED TO RETIREMENT PLANS DECEMBER 11,2014 Arthur L. Noonan Senior Partner Determining Optimal Plan Design Retirement program designs are usually viewed through the lens of

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

KPMG 2013 / 2014 HR & Reward Practices Survey. kpmg.com/ng

KPMG 2013 / 2014 HR & Reward Practices Survey. kpmg.com/ng KPMG 2013 / 2014 HR & Reward Practices Survey kpmg.com/ng 2 KPMG 2013 / 2014 HR & Reward Practices Survey Executive Overview Human capital is one of the most critical assets of any business. Many organisations

More information

THE MOST IMPORTANT COMPENSATION PLANNING CONSIDERATIONS FOR 2015

THE MOST IMPORTANT COMPENSATION PLANNING CONSIDERATIONS FOR 2015 THE MOST IMPORTANT COMPENSATION PLANNING CONSIDERATIONS FOR 2015 SEPTEMBER 23, 2014 TODAY S SPEAKERS MARY ANN SARDONE North America Practice Leader Workforce Rewards ILENE SISCOVICK North America Talent

More information

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC

More information

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices Performance-driven organizations leverage their workforces to realize a higher return on investment, increased

More information

What specific talent groups will be necessary to achieving strategic business goals?

What specific talent groups will be necessary to achieving strategic business goals? NORTH AMERICAN CRITICAL TALENT FEB 2014 INTRODUCTION In August 2013, Mercer surveyed Canadian and US organizations regarding their critical talent practices. As the economy cautiously rebounds, global

More information

EMPLOYER OF CHOICE RECOGNITION PROGRAM

EMPLOYER OF CHOICE RECOGNITION PROGRAM EMPLOYER OF CHOICE RECOGNITION PROGRAM WHAT IT MEANS TO BECOME AN EMPLOYER OF CHOICE In today's highly competitive employment world, employers of all kinds are eager to differentiate themselves from other

More information

HR Trends & Priorities for 2012. McLean & Company 1

HR Trends & Priorities for 2012. McLean & Company 1 HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership

More information

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

The 5 Forces that are Changing Employee www.namely.com Performance Reviews

The 5 Forces that are Changing Employee www.namely.com Performance Reviews REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This

More information

Organization and Operations. Metric Name Formula Description

Organization and Operations. Metric Name Formula Description Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees

More information

Workforce Planning Benefits

Workforce Planning Benefits Workforce Planning Benefits Seven Ways Workforce Planning Can Help Your Organization While surveys show that upwards of 90-percent of companies aren t getting the results they expected from a talent management

More information

MERCER WEBCAST PREDICTIVE ANALYTICS How analytics can drive business success

MERCER WEBCAST PREDICTIVE ANALYTICS How analytics can drive business success MERCER WEBCAST PREDICTIVE ANALYTICS How analytics can drive business success 6 November, 2013 Brian Kelly, Partner, Global Practice Leader, Workforce Analytics & Planning Astik Ranade, Principal, Leader,

More information

Total Compensation Overview

Total Compensation Overview International Pay and Benefits UK Total Compensation Overview Introduction Recognition Boeing understands that our success depends on our people. As an investment in the well-being of our employees and

More information

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices Kronos Incorporated July 2004 Table of Contents Characteristics of a performance-driven organization 2 Performance-driven

More information

2012 Metrics and Analytics: Patterns of Use and Value. research. A report by WorldatWork and Mercer July 2012

2012 Metrics and Analytics: Patterns of Use and Value. research. A report by WorldatWork and Mercer July 2012 2012 Metrics and Analytics: Patterns of Use and Value research A report by WorldatWork and Mercer July 2012 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601

More information

Total Rewards for Employees

Total Rewards for Employees Total Rewards for Employees Xcel Energy provides Total Rewards to employees: Pay for Time Off 9 % Other Cash Compensation 4 % Health and Welfare Benefits 17 % 60 % Base Compensation Retirement Benefits

More information

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among

More information

Business leaders are asking for more from

Business leaders are asking for more from HR s Role in Talent Management and Driving Business Results Business leaders are asking for more from everyone in their organizations. They want increased revenue and productivity. They need to reduce

More information

Talent management strategy template

Talent management strategy template Talent management strategy template 2012 Halogen Software Inc. All rights reserved. Halogen, Halogen eappraisal, Halogen ecompensation, Halogen elearning Manager, Halogen esuccession, Halogen e360 Multirater,

More information

Leading Through Uncertain Times

Leading Through Uncertain Times The Talent Management and Rewards Imperative for 2012 Leading Through Uncertain Times The 2011/2012 Talent Management and Rewards Study, North America By articulating and documenting their employee value

More information

TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING

TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING MERCER WEBCAST TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING 24 September 2013 Astik Ranade, Principal Julia Howes, Principal Today s Presenters Julia Howes Principal,

More information

PwC Saratoga. 2013/2014 Human Capital Effectiveness Report: Trends for the Healthcare Provider Sector. August 2013. www.pwc.

PwC Saratoga. 2013/2014 Human Capital Effectiveness Report: Trends for the Healthcare Provider Sector. August 2013. www.pwc. www.pwc.com/saratoga www.pwc.com/us/hrs Saratoga 2013/2014 Human Capital Effectiveness Report: Trends for the Healthcare Provider Sector August 2013 2013 Healthcare Provider Consortium Benchmarking Survey

More information

The Saratoga Review. Saratoga Human resource services. Newsletter Issue: February 2008. In this issue

The Saratoga Review. Saratoga Human resource services. Newsletter Issue: February 2008. In this issue Saratoga Human resource services The Saratoga Review Newsletter Issue: February 2008 In this issue Driving retention through a better exit survey process Results from PricewaterhouseCoopers 2007 global

More information

Emerging trends in Human Resources Management

Emerging trends in Human Resources Management Emerging trends in Human Resources Management Robert c. myrtle, dpa Director, executive master of leadership Professor of public administration, and Professor of gerontology Session Outcomes: Discover

More information

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION Gerardo García Rojas Information Solutions Leader Mexico & CoE Mercer College Mercer SECURITY UBIQUITY HYPERCONECTIVITY IMMEDIACY SOCIETY OPPORTUNITY

More information

Everyone agrees that an employee referral is the best way to find great people for your organization. The numbers bear this out.

Everyone agrees that an employee referral is the best way to find great people for your organization. The numbers bear this out. Tips to improve your Employee Referral Program Opening the doors of opportunity to talented professionals. Everyone agrees that an employee referral is the best way to find great people for your organization.

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

The Economics of Retention

The Economics of Retention Non-Sales Employee Programs Series 6.1 The Economics of Retention FOCUS How recognition programs improve retention among nonsales employees. This article is from an Executive White Paper produced through

More information

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee

More information

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019 A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,

More information

Closing the IT Talent Gap in Health Care. The Towers Watson 2013 Health Care IT Survey Report

Closing the IT Talent Gap in Health Care. The Towers Watson 2013 Health Care IT Survey Report Closing the IT Talent Gap in Health Care The Towers Watson 2013 Health Care IT Survey Report The U.S. health industry, already struggling to find sufficient numbers of skilled, faces an even tougher road

More information

A Framework for Attraction and Retention in the Government of Nova Scotia

A Framework for Attraction and Retention in the Government of Nova Scotia Government of Nova Scotia, Attraction and Retention Framework - 1 - A Framework for Attraction and Retention in the Government of Nova Scotia Summer 2006 Government of Nova Scotia, Attraction and Retention

More information

Talent Management: A Critical Review

Talent Management: A Critical Review IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 16, Issue 9.Ver. I (Sep. 2014), PP 50-54 Talent Management: A Critical Review Prathigadapa Sireesha, Leela

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

Sample Human Resource Metrics

Sample Human Resource Metrics Sample Human Resource Metrics Template for Compiling a Unified Database and Building Force.com Formula Fields Disclaimer / Credits This document contains a sample set of HR Metrics that is publicly available

More information

Improving Employee Engagement to Drive Business Performance

Improving Employee Engagement to Drive Business Performance w h i t e p a p e r Improving Employee Engagement to Drive Business Performance A Softscape White Paper May 2008 The Employee Engagement Revelation Executive leaders and human resources (HR) practitioners

More information

BEFORE THE PUBLIC UTILITY COMMISSION OF OREGON PACIFICORP. Direct Testimony of Erich D. Wilson

BEFORE THE PUBLIC UTILITY COMMISSION OF OREGON PACIFICORP. Direct Testimony of Erich D. Wilson Docket No. UE Exhibit PAC/00 Witness: Erich D. Wilson BEFORE THE PUBLIC UTILITY COMMISSION OF OREGON PACIFICORP March Wilson/i DIRECT TESTIMONY OF ERICH D. WILSON TABLE OF CONTENTS CONTENTS QUALIFICATIONS...

More information

OVERVIEW OF CASE STUDY FINDINGS AND BEST PRACTICES

OVERVIEW OF CASE STUDY FINDINGS AND BEST PRACTICES OVERVIEW OF CASE STUDY FINDINGS AND BEST PRACTICES We conducted in-depth case studies of healthcare and non-healthcare organizations that have been publicly recognized for achieving high levels of success

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

How to Culturally Embed Total Rewards into the DNA of Your Organization

How to Culturally Embed Total Rewards into the DNA of Your Organization How to Culturally Embed Total Rewards into the DNA of Your Organization Lisa Silcox Senior Communication Consultant Eckler Ltd. Companies spend millions every year providing benefits that employees don

More information

Trends in Global Employee Engagement

Trends in Global Employee Engagement Consulting Talent & Organization Trends in Global Employee Engagement Trends in Global Employee Engagement Contents 3 4 5 6 7 8 9 10 14 15 Executive Summary Trends in Global Employee Engagement Employee

More information

Resource Article Talent Management: Seven Keys to Success

Resource Article Talent Management: Seven Keys to Success Resource Article Talent Management: Seven Keys to Success Talent management: seven keys to success. Lee Iacocca is quoted as saying In the end, all business operations can be reduced to three words: people,

More information

Sales Force Turnover: The Crippling Expense Your CFO Doesn t Understand

Sales Force Turnover: The Crippling Expense Your CFO Doesn t Understand Sales Force Turnover: The Crippling Expense Your CFO Doesn t Understand Scott Sands Aon Consulting Trends in Sales turnover have been exactly what you would expect 20.00% 18.00% 16.00% 14.00% 12.00% 10.00%

More information

The Talent Management Life Cycle Process

The Talent Management Life Cycle Process The Talent Management Life Cycle Process Organizational Plan Recruiting Plan Development Plan Retention Plan Assessment Plan The Talent Management Life Cycle Process Every organization struggles with the

More information

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals 50 HR and Recruiting Stats That Make You Think Introduction Employer branding, employee engagement, social recruiting, transparency and Millennials are among the most important trends and topics impacting

More information

Executive Compensation Trends. A Presentation for The CFO Alliance January 10, 2013

Executive Compensation Trends. A Presentation for The CFO Alliance January 10, 2013 Executive Compensation Trends A Presentation for The CFO Alliance January 10, 2013 Verisight delivers differences that count For decades we have been redefining the industry by delivering differences that

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

REE Position Management and Workforce/Succession Planning Checklist

REE Position Management and Workforce/Succession Planning Checklist Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:

More information

Making Diversity Work for You

Making Diversity Work for You Making Diversity Work for You Shelby Scales Executive Director Airport Minority Advisory Council & Eric L. Mercado, C.M., ACE Managing Director Aviation Career Services AMAC s Five Year Strategic Plan

More information

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Deloitte Consulting s September 2012 Talent 2020: Surveying the talent paradox from the employee

More information

What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources

What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources

More information

Certified Equity Professional Institute

Certified Equity Professional Institute 9 th Annual CEP Symposium March 26, 2013 Certified Equity Professional Institute Straight Talk: Capturing, Calculating, and Creating Compelling Stats Josh Brose Fidelity Investments Wendy Jennings, CEP

More information

Key Employee Retention Plans for Construction Firms

Key Employee Retention Plans for Construction Firms Whitepaper Series Key Employee Retention Plans for Construction Firms Retaining Top Talent Remains a Challenge for Privately-Held Companies Marc A. Newman, CPA Associate Managing Partner Key Employee Retention

More information

Human Resource Management Systems for Your Business. Vital Business Solutions

Human Resource Management Systems for Your Business. Vital Business Solutions Human Resource Management Systems for Your Business Vital Business Solutions About Vital Business Solutions A team of professionals with a minimum of 7 years industry experience per team member Established

More information

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR. Sponsored by

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR. Sponsored by A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR Sponsored by The Age of Modern HR Building human resources management systems that deliver ACROSS THE GLOBE, human resources

More information

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT

50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT ! 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS: 50 EMPLOYEE ENGAGEMENT IDEAS AND TIPS 1 2 3 4 5 BE A BETTER BOSS! Immediate manager

More information

People. 100 Roche Business Report 2008 Corporate Responsibility. Employees (full-time equivalent, FTE) by regions 2008

People. 100 Roche Business Report 2008 Corporate Responsibility. Employees (full-time equivalent, FTE) by regions 2008 100 Roche Business Report 2008 Corporate Responsibility People People are a core factor in our business success we need people who are enthusiastic about their job and about their employer. This enthusiasm

More information

Report 015 Retention. Life Working Series 2015

Report 015 Retention. Life Working Series 2015 Report 015 Retention Life Working Series 2015 1 1. Introduction Understanding the length of time employees remain with a company and the drivers of retention. The latest report in our Life Working series

More information

Partnering with a Total Rewards Provider

Partnering with a Total Rewards Provider CHAPTER 8 Partnering with a Total Rewards Provider changing market expectations place businesses under constant pressure to raise performance. So all eyes often turn to human resources (HR) to increase

More information

Merit Pay Planning and Implementation Guide

Merit Pay Planning and Implementation Guide Document 3 Merit Pay Planning and Implementation Guide In This Guide Introduction Compensation Principles for Non Academic Staff Key Considerations Prepare Design Implement Related Policies Training Additional

More information

Talent Management in a new area

Talent Management in a new area Talent Management in a new area Tom Pfeiffer Partner Audit Deloitte Sacha Thill Senior Consultant Operations Excellence & Human Capital Deloitte In recent decades, organizations have increased their efforts

More information

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,

More information

Compensation Trends in the Medical Device Industry

Compensation Trends in the Medical Device Industry Compensation Trends in the Medical Device Industry September 2014 One Firm. Complete Solutions. Our Value Global Knowledge. Local Perspectives. For more than 35 years, Radford, an Aon Hewitt company, has

More information

April 2011. Human Resources Strategy 2011-15 1

April 2011. Human Resources Strategy 2011-15 1 Human Resources Strategy 2011-15 April 2011 Human Resources Strategy 2011-15 1 Message from the Human Resources Manager In order to be successful, Ruapehu District Council (RDC) has to develop its human

More information

9Lenses: Human Resources Suite

9Lenses: Human Resources Suite 9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,

More information

Occidental Petroleum Corporation Texas A&M University SHRM. Brittany Billon April 23, 2013

Occidental Petroleum Corporation Texas A&M University SHRM. Brittany Billon April 23, 2013 Occidental Petroleum Corporation Texas A&M University SHRM Brittany Billon April 23, 2013 Introductions Brittany Billon Texas A&M University Human Resource Development BHP Billiton - Training & Development,

More information

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008 State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic

More information

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee

More information

Understanding PHR, SPHR, and GPHR recertification

Understanding PHR, SPHR, and GPHR recertification Understanding PHR, SPHR, and GPHR recertification What is the PHR, SPHR, and GPHR? Each certification widely recognized in the HR Industry, by HRCI, and by SHRM Like the CPA of HR Varying levels How to

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

www.worldatwork.org The Magazine of WorldatWork Total Rewards Model LEADS THE WAY

www.worldatwork.org The Magazine of WorldatWork Total Rewards Model LEADS THE WAY The Magazine of WorldatWork www.worldatwork.org 04 06 THENew Total Rewards Model LEADS THE WAY THE IT FACTORA New Total Rewards Model LEADS THE WAY By Jean Christofferson and Bob King, WorldatWork at Starbucks,

More information

Perspectives. Professional service firms. Re-engaging and retaining employees

Perspectives. Professional service firms. Re-engaging and retaining employees Perspectives Professional service firms Re-engaging and retaining employees Re-engaging and retaining employees in professional service firms An engaged workforce one that is fi ring on all cylinders and

More information

Raise Your Voice, Raise Your Skills

Raise Your Voice, Raise Your Skills ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are

More information

IMPLEMENTATION PLANNING CORPORATE

IMPLEMENTATION PLANNING CORPORATE IMPLEMENTATION PLANNING CORPORATE Vision, Mission, Strategy Values Culture Executive Compensation Internal Communications Strategy Deployment Budget Alignment Mergers & Acquisitions Research & Development

More information

We HAVE to do Performance Reviews We GET to do Career Development

We HAVE to do Performance Reviews We GET to do Career Development We HAVE to do Performance Reviews We GET to do Career Development Engaging Employees through Career Development NCCI 2014 Conference Presentation Dr. Kathy Burkgren Chris Halladay Employee Engagement:

More information

strategic workforce planning: building blocks to success

strategic workforce planning: building blocks to success strategic workforce planning: building blocks to success Foreword by Tom Kaminsky The ability to attract and retain people with valuable skills that meet business objectives is vital for companies seeking

More information

Session 40 PD, Workforce Management Issues Related to Retirement and Health Benefit Plans Moderator: Anna M. Rappaport, FSA, MAAA

Session 40 PD, Workforce Management Issues Related to Retirement and Health Benefit Plans Moderator: Anna M. Rappaport, FSA, MAAA Session 40 PD, Workforce Management Issues Related to Retirement and Health Benefit Plans Moderator: Anna M. Rappaport, FSA, MAAA Presenters: Sally Hass Haig Nalbantian SOA ANNUAL CONFERENCE Orlando 2014

More information

Background to welfare systems

Background to welfare systems Background to welfare systems Three different approaches: Northern European, British, American Mixed welfare system of Johnson (1999) and Powell (2007) The Korean welfare system Atypical model born from

More information

Top Five Metrics for Workforce Analytics. by Human Capital Management Institute and HumanConcepts

Top Five Metrics for Workforce Analytics. by Human Capital Management Institute and HumanConcepts Top Five Metrics for Workforce Analytics by Human Capital Management Institute and HumanConcepts Introduction Over the past few years, organizations have done an unprecedented amount of restructuring,

More information

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE 7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE Insights from Ceridian s 4th Annual Pulse of Talent Survey EXECUTIVE SUMMARY The insights provided by more than 800 working Canadians show

More information

The HR Image Makeover: From Cost Center to Profit Maker

The HR Image Makeover: From Cost Center to Profit Maker The HR Image Makeover: From Cost Center to Profit Maker Human resources human assets human capital. Call it what you will, the collected people power or workforce value of an organization is an asset that

More information

We rank the top providers of talent management platforms based on customer satisfaction surveys.

We rank the top providers of talent management platforms based on customer satisfaction surveys. 2015 Baker s Dozen Customer Satisfaction Ratings: Talent Management Technology We rank the top providers of talent management platforms based on customer satisfaction surveys. By The Editors Talent management

More information

Human Resources Management Map

Human Resources Management Map Human Resources Map This map has been developed by november ag and is published under the Creative Commons Attribution-ShareAlike 3.0 Unported License. Version 1.1 / October 2012 november ag Human Resources

More information

Driving high performance

Driving high performance Driving high performance Towers Watson s Spring Conference Performance Management: Art or science Phil Merrell and Jim Crawley 12 March 2014 Performance Management Let s remind ourselves what it is - The

More information

Recruiting & Retention Opportunities for the Energy Industry in a Changing Environment. James Wright Managing Director Energy Practice

Recruiting & Retention Opportunities for the Energy Industry in a Changing Environment. James Wright Managing Director Energy Practice Recruiting & Retention Managing Director Energy Practice Nearly 50 percent of the workforce in the energy sector plan to retire within the next 10 years, causing an intellectual gap in the industry. The

More information

HR Strategic Plan 2015-2019

HR Strategic Plan 2015-2019 HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015

Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015 Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015 The Financial Influence Are you leveraging your financial resources to maximize

More information

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 3rd edition HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 3rd edition . Human Resource Management Rapid Assessment Tool Copyright 2005, renewed

More information

VF Corporate HR Mission

VF Corporate HR Mission VF Corporate HR Mission Human Resources is a Global Strategic Partner committed to achieving VF objectives by Maximizing Talent, Building Leaders, and Advocating a Culture of Integrity and Respect. Talent

More information

MANAGING THE EMPLOYEE LIFECYCLE

MANAGING THE EMPLOYEE LIFECYCLE MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager

More information

THE EMPLOYER OF CHOICE. The Strategic Way to Attract, Engage and Retain Talent in Your Community

THE EMPLOYER OF CHOICE. The Strategic Way to Attract, Engage and Retain Talent in Your Community THE EMPLOYER OF CHOICE The Strategic Way to Attract, Engage and Retain Talent in Your Community OUR APPROACH OUR APPROACH Phases of Research: Phase 1: Secondary research Phase 2: Survey CEOs and HR Leaders

More information

MERCER WEBCAST Big Data in Action Using Big Data to Understand the Workforce of the Future June 3 rd, 2015

MERCER WEBCAST Big Data in Action Using Big Data to Understand the Workforce of the Future June 3 rd, 2015 Big Data in Action Using Big Data to Understand the Workforce of the Future June 3 rd, 2015 Sangita Richardson, Spirit Aerosystems, Inc. Matthew Stevenson, Mercer Today s Speakers Matthew Stevenson Workforce

More information

Master of Arts concentration in Human Resource Management

Master of Arts concentration in Human Resource Management Master of Arts concentration in Human Resource Management Coordinator: Advisor: Dr. Michael Harrison Dr. Robert Awkward The Master of Arts with a concentration in is designed to provide qualified individuals

More information

A Qualitative Investigation of the Human Resource Management Practices in Small Businesses

A Qualitative Investigation of the Human Resource Management Practices in Small Businesses Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 4-1-2004 A Qualitative Investigation of the Human Resource Management Practices

More information

HP INC. BOARD OF DIRECTORS HR AND COMPENSATION COMMITTEE CHARTER

HP INC. BOARD OF DIRECTORS HR AND COMPENSATION COMMITTEE CHARTER HP INC. BOARD OF DIRECTORS HR AND COMPENSATION COMMITTEE CHARTER I. Purpose The purposes of the HR and Compensation Committee (the Committee ) of the Board of Directors (the Board ) of HP Inc. ( HP ) are:

More information