TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY"

Transcription

1 TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY

2 Lets talk strategy Lets talk Value Creation/ Value Drivers 2

3 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What is the Vision, Mission, Values of our organizations? What is the Strategic Outlook for HR in our organizations 3

4 Strategy: a focused approach to getting where you want to be Where we want to be Where we are now Strategic path Path without strategy 4

5 Strategy is about fit. Strategy is not just about grand themes. A strategic positioning requires a tailored set of activities to make it work. Competitive advantage comes from the way the firm s activities fit together, reinforce one another, and optimise effort. Choose a unique set of activities that build distinctive strengths, competencies, resources Use these activities to create a unique customer or product/service position Build fit: an integrated system of reinforcing activities that optimise overall efforts, not a collection of parts Provide leadership that communicates the firm s distinctiveness, resists blurring the strategy Activities Product Position Economic Value Leadership Fit 5

6 To be effective, an organization's activities must be aligned with its strategy A misaligned organisation without a strategic plan Organisation Environment An organisation that has a strategic plan but does not have its members aligned with the plan Environment An organisation that has both a strategic plan and its members aligned with the plan Environment 6

7 The four barriers to strategic implementation The People Barrier Only 25% of managers have incentives linked to strategy The Vision Barrier Only 5% of the work force understands the strategy 9 of 10 companies fail to execute strategy The Management Barrier 85% of executive teams spend less than one hour per month discussing strategy 60% of organisation don t link budgets to strategy * Kaplan and Norton - The Strategy-Focused Organisation. The Resource Barrier 7

8 Action Planning - translating business strategy into achievement Communicate strategic direction Vision Strategy Leadership process Communicate organization response Organization Execution Results Management process 8

9 Put a scorecard at the heart of execution Translating the vision Communicating and rewarding Balanced Scorecard Feedback and Learning Business Planning 9

10 SYSTEMS STYLE CORPORATE STRATEGY SHARED MINDSET STRUCTURE CORE SKILLS SERVICE LEVELS 10

11 Value analysis can help link strategy to value creation Establish a performance culture Align people with strategy Focus and develop performance People performance management processes Strategy Performance measures and targets Information management and reporting Required actions & behaviours Value Enterprise performance management processes Plan and budget Forecast Initiate corrective action 11

12 The 7S HR Strategy Framework Winning Formula Supporting Areas STRUCTURE STRATEGY SKILLS STAFF STYLE SHARED VALUES SYSTEMS 12

13 Leading Strategic Change- HR concept The 7S Framework helps to trigger integrated thinking through the strategic Human Resource Management issues that will support and enable the organization strategy The linkages are: 13

14 Key concepts. Strategy Skills A coherent set of actions aimed at gaining a sustainable competitive advantage Those capabilities possessed by the organization as a whole Shared Values The values that determine the culture of the organization 14

15 Key concepts.. Staff The people, their strengths and potential capabilities Systems Style The technical systems available in the organization The way that management behaves, and their leadership practises Structure The decision making links and authority levels 15

16 The Three phases of strategy Analysis Formulation Implementation 16

17 BUSINESS STRATEGY Internal Environment External Environment Overall HR Strategy Resourcing Strategy HR Intellectual Development Strategy Reward Strategy Employee Relations strategy 17

18 Preconditions for making HR strategy pay off 1. A clear business strategy 2. Leadership committed to developing people 3. Resources are allocated 4. Hygiene factors are addressed 5. People are motivated 6. HR systems and processes that add value 18

19 HR strategic Internal outputs Management style Culture, a common mindset Staff retention Morale Communications Intellectual capital development Appetite for growth/ change/innovation Individual performance and continued evidence of excellence 19

20 Organisational development is about more than just structure Structure Accountability and Decision Making Roles and Responsibilities Work Group Design Job Design Performance Measures Skills & Behaviour Development 20

21 Talent management defined It s mission critical process that ensures that organizations have the right quality and quantity of people to meet their current and future business needs.

22 The strategic impact of Talent Management is shown as follows

23 Business strategy Business environment Critical success factors Organizational capability Management capability Business performance

24 Key Components of an effective Talent Management Process 1. A clear understanding of the organization s current and future business strategies. 2. Identification of the key gaps between the talent in place and the talent required to drive business success. 3. A sound talent management plan designed to close the talent gaps. It should also be integrated with strategic and business plans 4. Accurate hiring and promotion decisions.

25 Components cont. 5. Connection of individual and team goals to corporate goals, and providing clear expectations and feedback to manage performance. 6. Development of talent to enhance performance in current positions as well as readiness for transition to the next level. 7. A focus not just on the talent strategy itself, but the elements required for successful execution. 8. Business impact and workforce effectiveness measurement during and after implementation.

26 Why is there an emphasis on talent Management 1. There is a demonstrated relationship between better talent and better business performance. 2. Talent is a rapidly increasing source of value creation. 3. The context in which we do business is more complex and dynamic. 4. Boards and financial markets are expecting more 5. Employee expectations are also changing. 6. Workforce demographics are evolving. Organizations wage a new war for talent.

27 Talent Management-Best Practice Best Practice #1: Start with the end in mind talent strategy must be tightly aligned with business strategy. Best Practice #2: Talent management professionals need to move from a seat at the table to setting the table. HR needs to take full responsibility of the process Best Practice #3: You must know what you re looking for the role of Success Profiles

28 Best Practice cont. Best Practice #4: The talent pipeline is only as strong as its weakest link. Best Practice #5: Talent Management is not a democracy. Best Practice #6: Potential, performance and readiness are not the same thing Best Practice #7: Talent management is all about putting the right people in the right jobs

29 Best Practice #8: Talent management is more about the hows than the whats. The five realization factors for sound execution are: 1. Accountability Role clarity so that each individual in the talent management initiative knows what is expected of them. 2. Skill Developing the right skills and providing coaches and mentors for support. 3. Alignment Must align talent management initiatives to the business drivers but also need the right kinds of systems to identify high potentials, to diagnose for development, to link to performance management, and to do development that really changes behavior. 4. Measurement You can t manage what you don t measure. It creates the tension, and objectives become clearer to help execute a talent strategy. The most effective measurements go beyond mere statistics

30 Best Practice #9: Software does not equal talent management. Software(HRIS) should support the process, but it can t stand alone.

31 Talent Strategy- The Key Steps Step 1: The Business Landscape Define the strategic priorities Define the Cultural priorities The define the Business drivers

32 Talent Strategy cont.. Step 2: Talent Implications Workforce diversifications Capacity Projections Capacity Gaps Organization development

33 Talent Strategy cont Step 3: Growth Engines(Success Profiles) Selection process Development plans Performance management Succession management

34 Talent Strategy cont Step 4:Outcomes Workforce performance Business impact

35 THE VALUE OF PLANNING Talent management has never been more of an immediate concern than it is right now. But in the rush to fill a perceived talent management void, organizations must be careful not to rush into implementing initiatives or programs that are more about taking action than about implementing a well-crafted solution. Careful planning, culminating in a sound talent strategy that is tightly connected to the organization s overall business strategies and business needs, is required for talent management to become ingrained in an organization s culture and practices. Only when this happens is it possible for talent management to be both effective and sustainable.

36 Talent Management Systems Approach Planning for Talent Recruitment Acquiring Talent Developing Talent Managing Talent Retaining Talent

37 Four Pillars of Talent Management 1. recruitment; 2. performance management; 3. learning and development; 4. compensation management

38 Succession Planning & Leadership development

39 Succession Planning & Leadership Development-5 Rules Rule no 1: Focus on development Succession management must be a flexible system whose orientation is towards development activities, and not a list of high potential employees and the slots they might fill Pay attention to skills for higher roles and an educational system that will help managers develop those skills

40 Succession Planning & Leadership Rule Two: Identify Linchpin Positions Development-5 Rules Whereas the plan generally focuses on a few positions at the very top, leadership development will begin at middle management Collapsing the two functions into a single system allows organizations to take a long term view of the process of preparing managers into higher roles Linchpin positions are those jobs that are essential to the long term health of the organization The purpose is to identify a pool of possible successors rather a few leading contenders Use a matrix to identify a manager s key strengths and weaknesses

41 Succession Planning & Leadership Rule Three: Make it Transparent Avoid shrouding it in secrecy Development-5 Rules Employees are often the best source of their potential and if the know the skills gap in themselves, they will do what it takes to improve-because its in their interest to grow To achieve transparency, you need systems that are simple and easy to use with immediate but secure access for participants Use of a web-enabled system is highly recommended

42 Succession Planning & Leadership Development-5 Rules Rule Four: Measure Progress Regularly An organization must know whether the right people are moving at the right pace into jobs at the right time Companies also need to know who is where and which jobs they are being groomed for to avoid stretching the candidate pool too thin One telling test of a good succession management system is the extent to which an organization can fill important positions with internal candidates For positions at the director level and above, a good system should show the current employee as well as three potential successors

43 Succession Planning & Leadership Development-5 Rules Rule Five: Keep it Flexible Best practice organizations follow the notion of kaizen or continuous improvement in both processes and content Succession management systems are effective only when they respond to users needs and when the tools and processes are easy to use and provide reliable and current information

44 Q & A Session THANK YOU 44

Benchmarking Partnerships

Benchmarking Partnerships Leadership Development Frameworkexample case study This sample Best Practice Leadership Development Framework Capability Case Study is identified and described with other local Australian and international

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

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development

More information

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland

More information

Succession Management

Succession Management Succession Management Design Build Attract When you plan for succession, you plan for success. Board members and executive leaders know the importance of succession management to long-term viability. They

More information

Guide on Developing a HRM Plan

Guide on Developing a HRM Plan Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in

More information

Talent Management Framework

Talent Management Framework Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

More information

Aligning Human Resources & Strategic Plans. John P. Righeimer Maverick Energy

Aligning Human Resources & Strategic Plans. John P. Righeimer Maverick Energy Aligning Human Resources & Strategic Plans Contents Introduction.pages 3-4 The Problem: HR is not aligned with strategic planning...pages 4-7 The Solution: Aligning HR with organizational strategy...pages

More information

The relatively recent combination of

The relatively recent combination of Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have

More information

Talent Management & Succession Planning Masterclass

Talent Management & Succession Planning Masterclass Talent Management & Succession Planning Masterclass The Capital 20 West Hotel, Johannesburg, South Africa 24 27 March 2015 WHAT YOU WILL ACHIEVE: Increase your working knowledge and your ability to manage

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

OBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed?

OBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed? SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning

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

SUCCESSION PLANNING AND MANAGEMENT GUIDE

SUCCESSION PLANNING AND MANAGEMENT GUIDE SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland

More information

Talent Management Essential Toolkit

Talent Management Essential Toolkit Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist

More information

The Seven-S S Model. A framework to guide and evaluate organization development to achieve vision and produce desired performance results.

The Seven-S S Model. A framework to guide and evaluate organization development to achieve vision and produce desired performance results. The Seven-S S Model A framework to guide and evaluate organization development to achieve vision and produce desired performance results. Framework The 7 S model has its origins from the classic, 'The

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

A guide to strategic human resource planning

A guide to strategic human resource planning A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall

More information

Certified Human Resources Professional Competency Framework

Certified Human Resources Professional Competency Framework Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the

More information

Strategic human resource management toolkit

Strategic human resource management toolkit 19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement

More information

Requirements for implementing a succession management system

Requirements for implementing a succession management system Requirements for implementing a succession management system David Berke T here s not much information around on how to put effective succession management into practice. Which makes the following step-by-step

More information

Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service

Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service Talent Management & Succession Planning Finding, Developing and Selecting the Next Generation of Leaders in Public Service Contents Executive Talent Management is Critical Challenges and Keys to success

More information

Leadership and Innovative Management Center of Excellence

Leadership and Innovative Management Center of Excellence Leadership and Innovative Management Center of Excellence This center has developed a unique vision of how to help each client pave their way to greater success. Today's challenging economy calls for global

More information

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES Position Title HR Change Manager Unit/Division or Faculty HRU Position Number Current HEW Level HEW 8 Job Family(HR Use Only) ANZSCO Code (HR Use Only) UTS

More information

BPR AND PERFORMANCE MEASUREMENT

BPR AND PERFORMANCE MEASUREMENT BPR AND PERFORMANCE MEASUREMENT Business Process Reengineering by Lampathaki F., Koussouris S., Psarras J. Performance A performance measurement is a comparison of actual returns against a pre-specified

More information

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 MAURA DYER 15 YEARS Online Senior Director of Talent Acquisition, Rogers Facilitating the recruitment, engagement, and development of top talent

More information

Human Resources Manual Phatshoane Henney inc. 2008

Human Resources Manual Phatshoane Henney inc. 2008 Human Resources Manual Phatshoane Henney inc. 2008 www.cilreyn.co.za P a g e 2 o f 6 1. PURPOSE To provide a framework for professional, consistent and non-discriminatory performance evaluation practices

More information

Recruiting in a Competitive Market

Recruiting in a Competitive Market Recruiting in a Competitive Market MAURA DYER 15 YEARS Online Talent Acquisition Director, Rogers Facilitating the recruitment, engagement, and development of top talent at leading Canadian organizations

More information

Sample Position Model Human Resources Head

Sample Position Model Human Resources Head KAW KAW Consulting Consultants in Human Resources Sample Position Model Human Resources Head KAW Consulting Wilmington, DE 19803 302-479-7855 e-mail:kawconsulting@compuserve.com KAW Consulting Wilmington,

More information

HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT

HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT ACI-NA Airport Board Members & Commissioners Conference June 9, 2014 Jeanette Saunders Ricky Smith Cleveland Airport System Are you prepared to replace

More information

Interview Guide for Hiring Executive Directors. April 2008

Interview Guide for Hiring Executive Directors. April 2008 Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for

More information

structures stack up Tom McMullen

structures stack up Tom McMullen Making sure your organization structures stack up October 21, 2009 Tom McMullen Building effective organizations Trends in organization design Optimizing Focusing resources and reducing headcounts Removing

More information

Military Recruiting Consulting & Training Services Proposal

Military Recruiting Consulting & Training Services Proposal In Partnership with Military Recruiting Consulting & Training Services Proposal Prepared For: March 9, 2015 Our Understanding of Your Needs XYZ is a rapidly growing organization with... An evolving military

More information

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

BUILDING A BUSINESS CASE FOR PERFORMANCE & DEVELOPMENT PLANNING (PDP) SYSTEMS

BUILDING A BUSINESS CASE FOR PERFORMANCE & DEVELOPMENT PLANNING (PDP) SYSTEMS iedex online ty Ltd ABN 65 081 927 513 BUILDING A BUSINESS CASE FOR ERFORMANCE & DEVELOMENT LANNING (D) SYSTEMS iedex ty Ltd 2/17 Raglan Street South Melbourne VIC 3205 hone : (03) 9696 1222 Fax: (03)

More information

The Business Case for Succession Planning. University of Florida Executive Education

The Business Case for Succession Planning. University of Florida Executive Education The Business Case for Succession Planning University of Florida Executive Education Succession Planning A continuous process of identification, assessment, and development of talented individuals as they

More information

Succession Planning Tool Kit

Succession Planning Tool Kit Succession Planning Tool Kit Succession planning is the process of identifying the key leadership positions within each department and developing employees within state government to assume these positions.

More information

xxxxx Council Workforce Planning for the xxxxx HR Function Consultancy Proposal xxxxx

xxxxx Council Workforce Planning for the xxxxx HR Function Consultancy Proposal xxxxx Ways HR Consulting Ltd 1 Portland Street Manchester, M1 3BE T. 0870 890 9882 F. 0871 431 0655 E. enquiries@wayshrc.com Council Workforce Planning for the HR Function Consultancy Proposal Prepared for:

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

NEW YORK STATE SUCCESSION PLANNING

NEW YORK STATE SUCCESSION PLANNING NEW YORK STATE SUCCESSION PLANNING A Guidebook for Local Officials 2015 Environmental Finance Center Syracuse University PREFACE This guidebook is intended to aid local officials in understanding the

More information

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)

More information

Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc

Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc Succession Planning Passing The Torch To Our Future Leaders Gary Milewski Perkins+Will, Inc There are two kinds of people in organizations: Those with 20 years experience and those with one year experience

More information

Performance & Talent Management

Performance & Talent Management Performance & Talent Management SuccessFactors Integrated Applications Analytics and Reporting 6 5. How are my people doing relative to our goals? Drill down to see who is in on target and who is behind..

More information

GLOBAL PERFORMANCE MANAGEMENT TRENDS

GLOBAL PERFORMANCE MANAGEMENT TRENDS GLOBAL PERFORMANCE MANAGEMENT TRENDS The performance management process has been an established business practice for more than 50 years, yet for many companies it remains one of the more challenging aspects

More information

Keywords- Talent Management, retain, Talent Management a part of an organizational structure.

Keywords- Talent Management, retain, Talent Management a part of an organizational structure. Talent Management Nitesh Jaiswal Student PGDM MIT-school of business Pune. Abstract Despite of being of significance importance till today organizations are not approachable to Talent Management, they

More information

Talent management: Key questions for learning and development

Talent management: Key questions for learning and development Talent management: Key questions for learning and development In the first of a three-part series exploring talent management, Sarah Cook and Steve Macaulay raise some important questions about why having

More information

UCSF Human Resources. Strategic Development of Internal Leaders Resource Guide & Tool Kit

UCSF Human Resources. Strategic Development of Internal Leaders Resource Guide & Tool Kit UCSF Human Resources Strategic Development of Internal Leaders Resource Guide & Tool Kit January 2013 January 2013 Strategic Development of Internal Leaders Strategic Development In order to advance UCSF's

More information

Becoming a Trusted HR Advisor

Becoming a Trusted HR Advisor Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting

More information

Making the Case for Executive Coaching:

Making the Case for Executive Coaching: Making the Case for Executive Coaching: the most effective development process for creating a high performance culture Guidelines and ideas for clients Oakview CCM Ltd trades as occm, and is registered

More information

Why managers are crucial to increasing engagement

Why managers are crucial to increasing engagement Ray Baumruk, Hewitt Associates An interview by Bob Gorman Jr., Robert E. Gorman Communication Why managers are crucial to increasing engagement Identifying steps managers can take to engage their workforce

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

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

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY AGENDA ITEM: REPORT TO: POLICY & FINANCE COMMITTEE DATE: 19 TH OCTOBER, 2006 REPORT NO. REPORTING OFFICER: CONTACT OFFICER: OFFICERS CONSULTED: SUBJECT: CFO/193/06 CHIEF FIRE OFFICER DIRECTOR OF PEOPLE

More information

Strategic Leadership and

Strategic Leadership and Chapter 11 Strategic Leadership and Change Management Chapter 11 Learning Outcomes Discuss the role of strategic leadership in the strategic management process. Describe the relevance of analyzing the

More information

Performance Management Presentation PERFORMANCE MONITORING AND EVALUATION MASTER CLASS 26 November 2015

Performance Management Presentation PERFORMANCE MONITORING AND EVALUATION MASTER CLASS 26 November 2015 Performance Management Presentation PERFORMANCE MONITORING AND EVALUATION MASTER CLASS 26 November 2015 Individual Performance Management Presented by LOMAVE MTHEMBU SENIOR MANAGER: TALENT MANAGEMENT What

More information

International Institute of Management

International Institute of Management Executive Education Executive Action Learning Seminars Executive Seminars Executive Courses International Institute of Management Executive Education Courses Succession Planning Best Practices A Guide

More information

UNIVERSITY OF BRIGHTON HUMAN RESOURCE

UNIVERSITY OF BRIGHTON HUMAN RESOURCE UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for

More information

1/26/2016. Creating Leadership Bench Strength for the Future. Our Expert Panel. Talent Management & Succession Planning.

1/26/2016. Creating Leadership Bench Strength for the Future. Our Expert Panel. Talent Management & Succession Planning. Creating Leadership Bench Strength for the Future Talent Management & Succession Planning January 26, 2016 Strong leadership is likely the single most important driver of overall organizational performance,

More information

THE EVOLUTION of Talent Management Consulting

THE EVOLUTION of Talent Management Consulting Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE

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

The War for Talent Retaining critical resources during outsourcing transitions

The War for Talent Retaining critical resources during outsourcing transitions September 19, 2008 The War for Talent Retaining critical resources during outsourcing transitions www.mercer.com What we will talk about today Setting the stage: Outsourcing means transformation The talent

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

White Paper. Executing Organizational. Strategy: Achieving. Success through Talent. Management

White Paper. Executing Organizational. Strategy: Achieving. Success through Talent. Management White Paper Executing Organizational Strategy: Achieving Success through Talent Management April 2007 Table of Contents Factors Impacting Business Value and Execution 4 The Solution: Business Execution

More information

Diploma In Coaching For High Performance & Business Improvement

Diploma In Coaching For High Performance & Business Improvement THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals

More information

Continuing the Possibilities: Succession Planning for Library Leadership. pmsinger@singergrp.com www.singergrp.com

Continuing the Possibilities: Succession Planning for Library Leadership. pmsinger@singergrp.com www.singergrp.com Continuing the Possibilities: Succession Planning for Library Leadership Paula M. Singer, PhD pmsinger@singergrp.com www.singergrp.com The Singer Group, Inc. } Succession Planning: What & Why? } Business

More information

Stop guessing and start making smarter decisions about your workforce INCREASE YOUR TALENT IQ CORNERSTONE INSIGHTS

Stop guessing and start making smarter decisions about your workforce INCREASE YOUR TALENT IQ CORNERSTONE INSIGHTS INCREASE YOUR Stop guessing and start making smarter decisions about your workforce TALENT IQ CORNERSTONE INSIGHTS BUSINESS LEADERS OFTEN SAY EMPLOYEES ARE THEIR MOST VALUABLE ASSET. But how much insight

More information

HEAD OF TALENT AND RESOURCING JOB DESCRIPTION

HEAD OF TALENT AND RESOURCING JOB DESCRIPTION HEAD OF TALENT AND RESOURCING JOB DESCRIPTION Reporting to Location Staff reporting to this post Salary: - Head of SPOD in Organisational Effectiveness team under Deputy CEO - Oxford - 1 HR Executive and

More information

How To Fix A Broken Performance Management Program How Leading Organizations are transforming Performance Management to maximize Business Value

How To Fix A Broken Performance Management Program How Leading Organizations are transforming Performance Management to maximize Business Value Orange County Convention Center Orlando, Florida June 3-5, 2014 How To Fix A Broken Performance Management Program How Leading Organizations are transforming Performance Management to maximize Business

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Talent Management: Developing the Talent Pipeline. Presented by: Jerry Greenwell, CEO

Talent Management: Developing the Talent Pipeline. Presented by: Jerry Greenwell, CEO Talent Management: Developing the Talent Pipeline Presented by: Jerry Greenwell, CEO The Problem Without comprehensive workforce and succession efforts intertwined with wellexecuted full spectrum 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

Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University

Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University INTRODUCTION Emerging Importance Of Employee Management A ccording to the Herman

More information

Performance Management Consultancy

Performance Management Consultancy Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management

More information

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

HRM. Human Resource. Health Organizations. A Guide for Strengthening HRM Systems. Management Rapid Assessment Tool for HRM Human Resource Management Rapid Assessment Tool for Public- and Private-Sector Health Organizations A Guide for Strengthening HRM Systems All rights reserved. Management Sciences for Health Telephone:

More information

What 1s the Impact of the World Economy on your business? How Prepared were you for these changes?

What 1s the Impact of the World Economy on your business? How Prepared were you for these changes? State of Affairs How has the Jamaican Workforce Evolved? What 1s the Impact of the World Economy on your business? How Prepared were you for these changes? Do you have A Clear Sense of Direction or are

More information

Overview MBA Programme Courses 2015-2016

Overview MBA Programme Courses 2015-2016 Overview MBA Programme Courses 2015-2016 copyright 2016 Stichting Hotelschool The Hague, The Netherlands All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,

More information

Succession Management/Planning Talent Management

Succession Management/Planning Talent Management Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need

More information

Professionalisation of management and leadership

Professionalisation of management and leadership Sheila Gupta Professionalisation of management and leadership Sheila Gupta, Director of Human Resources, Edinburgh University This article shows the importance of appropriate governance and management

More information

Enterprise Productivity and Quality Management Solutions

Enterprise Productivity and Quality Management Solutions Phase 1: The Strategic Vision Enterprise Productivity and Quality Management Solutions For Building a Capable Organisation Phase 2: Analysis Benchmarking & Best Practices Productivity Analysis HR Anaylses

More information

Human Resources and Education Functional Leadership Plan

Human Resources and Education Functional Leadership Plan Human Resources and Education Functional Leadership Plan SIGNED Vicki A. Novak Associate Administrator for Human Resources and Education 5/5/00 Date SIGNED Dr. Daniel R. Mulville Associate Deputy Administrator

More information

Corporate Performance Management. Framework, Approach and Challenges Observed

Corporate Performance Management. Framework, Approach and Challenges Observed Corporate Performance Framework, Approach and Challenges Observed 16 June 2009 Performance Improvement Agenda Page 1 CPM defined for performance leadership 1 2 CPM framework 6 3 CPM Practical implementation

More information

Performance Management System. A Case Study at MT. Performance Management at Mauritius Telecom

Performance Management System. A Case Study at MT. Performance Management at Mauritius Telecom Performance Management System A Case Study at MT Why measure performance? What gets measured gets done You can t manage what you can t measure What you cannot measure you cannot improve. If you cannot

More information

Intelligent Customer Function (ICF)

Intelligent Customer Function (ICF) CAPABILITY AUDIT FOR HEIs Higher Education Institutions (HEIs) should organically develop their own to successfully manage the process of strategic sourcing. The capability audit provides an assessment

More information

MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS

MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Overview MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Building on research and work with literally thousands of managers over the past thirty years, Management Systems has developed

More information

Leadership Development Catalogue

Leadership Development Catalogue The TrainingFolks Approach The importance of superior management, leadership and interpersonal skills are critical to both individual and organizational success. It is also critical to apply these skills

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

POSITION DESCRIPTION KEY RESULT AREAS

POSITION DESCRIPTION KEY RESULT AREAS POSITION DESCRIPTION Position Title: Project Manager Date: January 2013 Department: Business Improvement team Position code: Sub department: Position level: D (Professional) Location: Sydney Geographic

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

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher Catherine Truss, David Mankin & Clare Kelliher Oxford University Press (2012) ISBN: 978-0199583065 Theme of the Book What makes a good HR strategy and how does one develop it? These are just two of the

More information

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern

More information

Human Capital Update

Human Capital Update Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:

More information

Talent Management: BRAC s changing paradigm

Talent Management: BRAC s changing paradigm Talent Management: BRAC s changing paradigm BRAC A global leader in creating opportunity for the world s poor BRAC is a development organization dedicated to alleviating poverty by empowering the poor.

More information

Environmental Management Human Capital Initiatives

Environmental Management Human Capital Initiatives Environmental Management Human Capital Initiatives Presented to the Environmental Management Advisory Board (EMAB) By Desi Crouther, Acting Director Office of Human Capital Office of Environmental Management

More information

Executive Search. Human Resource Consulting

Executive Search. Human Resource Consulting Executive Search Human Resource Consulting Our mission is to help our national and international clients attract, select, develop, and retain the best talent possible to ensure organizational effectiveness,

More information

Course Description (Master of Human Resource Management) MHRM

Course Description (Master of Human Resource Management) MHRM Course Description (Master of Human Resource Management) MHRM Programme Compulsory Courses: BA 601 - Scientific Research and Statistical Analysis Business research is crucial in building graduate capabilities

More information

Author: Lydia Cillie-Schmidt Page 1

Author: Lydia Cillie-Schmidt Page 1 Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote

More information

Department of Human Resources. Performance Management An introduction

Department of Human Resources. Performance Management An introduction Department of Human Resources Performance Management An introduction 1 Contents 1. What is Performance Management 3 2. Key principles 5 3. Tools and Resources 7 4. Performance Management 8 Health Check

More information

Strategic Plan 2014 2018

Strategic Plan 2014 2018 DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,

More information

Talent Management: Effect on Organizational Performance

Talent Management: Effect on Organizational Performance Talent Management: Effect on Organizational Performance James Sunday KEHINDE, PhD, ACA Dept. of Accounting, Faculty of Management Sciences Lagos State University, Ojo, Nigeria, West Africa Tel: 234-802-307-5627

More information