CASE STUDY. Talent Assessment and Planning at American Express IN THIS CASE STUDY FOCUS: BERSIN & ASSOCIATES
|
|
- Phyllis Chandler
- 8 years ago
- Views:
Transcription
1 CASE STUDY BERSIN & ASSOCIATES Talent Assessment and Planning at American Express Leighanne Levensaler, Director of Talent Management Research November 2008 IN THIS CASE STUDY FOCUS: PLANNING & STRATEGY CONTENT DEVELOPMENT LEARNING PROGRAMS With one of the world s most recognizable brand names, American Express has grown from its origins as a freight handler to a global financial services company best known for its charge cards. To protect and continue its industry-leading position, American Express has created a world-class global talent assessment for its top 5,000 leaders across all divisions and locations. Today s strategy is the result of its ongoing evolution over the past decade. In this case study, we will examine the key components of the company s approach, how it has developed to meet its changing needs and how the effort is effectively managed. e LEARNING TECHNOLOGY ANALYTICS & MEASUREMENT TALENT MANAGEMENT LEADERSHIP DEVELOPMENT
2 TABLE OF CONTENTS Company Background 3 Business Environment 4 Company Culture 4 Talent Management at American Express 7 Talent Assessment 8 The Talent Profile 10 Leader Assessment 11 The Nine-Box Tool 12 One Key Question 13 Talent Planning and Assessment Governance 15 Supporting the Talent Assessment 16 Enabling Technology Solution 16 Lessons Learned and Best Practices 17 Business Results / Business Impact 19 On the Horizon 19 Conclusion 19 Appendix I: Table of Figures 21 About Us 22 About This Research 22
3 Company Background Established in New York in 1850 as an express delivery service for goods and valuables, American Express Company (NYSE: AXP) was founded in tandem with the country s desire to expand and move westward. Capitalizing on the slow-moving U.S. Postal Service (which was expensive and nonexistent in many areas, and could not handle anything larger than a letter-sized envelope), the company stepped in to fulfill an emerging consumer need. That pioneering spirit of innovation has aided the company to grow to a worldwide operation with 65,800 employees and businesses in 130 countries across the globe. Fifty years ago in 1958, American Express continued to grow and innovate by introducing the first American Express Card which, by the year s end, had 500,000 customers (including Elvis Presley and former President Dwight Eisenhower) and was accepted at more than 30,000 locations. From its wild-west birth, American Express is now a mature organization with an iconic brand. It is one of 30 stocks that make up the Dow Jones Industrial Average and is ranked as the 74th largest company by FORTUNE. It has also been ranked as one of the world s most valuable brands, coming in at number 14 in a survey by BusinessWeek and Interbrand, and having a value estimated at $27.1 billion. The current CEO took over in Figure 1: American Express at a Glance Company Name: American Express Company Type: Public (NYSE: AXP) Industry: consumer financial services Founded: 1850 Employees: 65,800 Headquarters: NY, NY Locations: 130 countries worldwide 2007 Revenue: $27.1 billion 2007 Net Income: $4 billion Website: Source: Bersin & Associates, 2008.
4 Business Environment American Express has carved out a leadership position in the competitive financial services industry by creating a range of services and products from charge and credit cards to the world s largest travel agency. Despite the breadth and depth of its operations, the company boasts an enviable turnover rate of less than one percent. In late 2007, the company began to feel the effects of the weakened U.S. economy. Card-member spending slowed as the housing crisis mounted, and past-due loan and write-off rates rose. In response to those factors, American Express increased its lending reserves in the fourth quarter of 2007 and has taken on a more cautious outlook for While 2007 and 2008 have brought difficult economic times for all sectors of American business, American Express is weathering the storm with strength and even has plans to expand its market leadership as other companies in its sectors face internal challenges. Company Culture American Express s goal is to be one of the most respected companies in the world by achieving results through commitment to integrity and service. The company is committed to creating a work environment that not only enhances employee satisfaction, but inspires and enables employees to reach higher. American Express prides itself on maintaining a culture that is lead by a set of core guiding principles. It strives to incorporate these principles into its brand, products, services and, of course, its workforce. These guidelines include the following. Customer Commitment Developing relationships that make a positive difference in its customers lives. Quality Providing outstanding products and unsurpassed service that, together, deliver premium value to customers. Integrity Upholding the highest standards of integrity in all of its actions.
5 Teamwork Working together, across boundaries, to meet the needs of customers and to help the company win. Respect for People Valuing its people, encouraging development and rewarding performance. Good Citizenship Being good citizens in the communities in which its employees live and work. A Will to Win Exhibiting a strong will to win in the marketplace and in every aspect of its business. Personal Accountability Making employees personally accountable for delivering on company commitments. Workplace Recognition 2008 Asia Top 25 Places to Work in India (#9) The Economic Times and Great Place to Work Institute Europe 50 Best Work Places in Spain (#2) Great Place to Work Institute, April Best Practices & Best Companies to Work for in Italy (#5) I ESPRESSO and Great Place to Work Institute, March 20 Best Big Companies to Work For (#7) The Sunday Times (U.K.), March Special Award for Well-Being The Sunday Times (U.K.), March Three Stars (Extraordinary Employer) Best Companies (U.K.)
6 100 Best Companies to Work for in Germany Great Place to Work Institute, February Latin America Top 100 Companies with the Best Image in Argentina (#6) Apertura / SEL Consultants, March 100 Best Places to Work in Mexico (#10, up from #14 last year) The Great Place to Work Institute Mexico and Grupo Mundo Ejecutivo United States and Canada 40 Best Companies for Diversity Black Enterprise, July Latina Style 50 Latina Style, March / April Top 50 Companies for Diversity (#10) Diversity Inc., April Top 30 Companies for Executive Women National Association of Female Executives, March Top 50 Companies for Fertility & Adoption Benefits Conceive Magazine, February 100 Best Companies to Work for in America (#62, up from #74 last year) FORTUNE, January Best Places to Work for GBLT Equality Human Rights Campaign, January Corporate Recognition 2008 America s Most Admired Companies (#13, up from #17 last year) FORTUNE, March Executive Honors 2008 World s Best CEOs Barron s, March e
7 Talent Management at American Express Over the past decade, American Express has put a great deal of time and resources into creating a multifaceted definition of talent management. On one level, the company s focus on talent management is defined as taking a strategic and deliberate approach to supporting employees throughout their tenures at the organization. This includes how the labor force is sourced, attracted, selected, brought onboard, developed, engaged, assessed and rewarded. On another level, it also includes strategic planning as to how individual employees and talent pools are moved within the company, and how American Express can effectively drive performance. Creating a strategy around this definition of talent management involves taking an integrated approach. As Figure 2 shows, talent management links the elements of recruitment, leadership learning and development (L&D), engagement and retention, performance management, benefits and compensation, and talent assessment and succession planning. Each element is a key factor to ensuring that the flow of talent is proactively and strategically managed through the organization. Figure 2: Talent Management at American Express Figure 2: Talent Management at American Express Source: American Express,
8 Within that framework, the talent assessment and succession planning process is directly linked to the other key elements. For example, American Express uses the information it gains about an employee s capabilities and goals to help match him / her with internal recruitment opportunities thereby helping to provide the company with the right talent at the right time in the right role as his / her career progresses. The company is also able to use employee profiles to help create targeted and accurate recruitment profiles for specific jobs. Another example is the linkage to the performance management process (PMP). Information captured in the PMP (such as strengths, development needs and performance ratings) are incorporated into the talent assessment process. This provides the organization and managers with a holistic view of each individual. Talent assessment, in turn, includes the career experiences an employee may need which is incorporated into the development planning process. The last example of how talent assessment is linked to the other key talent management components can be seen in its relationship to leadership L&D. Talent assessments include career conversations between employees and leaders. This open discussion helps pinpoint appropriate development areas for employees, and aids them in finding and utilizing development opportunities within the company. A N A LY S I S In today s competitive and global corporate landscape, proactively managing talent is key to American Express success. Talent Assessment American Express has a centralized and globalized talent assessment set of processes for executives at the director level and above across all lines of business. Talent assessment is focused on planning, assessing, developing and measuring talent annually. Leaders review various aspects of their reports including: Succession plans; Major strengths and development needs; and, An employee s contribution level and career potential. This approach helps leaders continuously assess and align talent capabilities to the business priorities. It provides an avenue for leaders to identify talent in a heavily matrixed organization. The goals of talent
9 assessment include finding the right talent capabilities to meet the right business priorities at the right time for the company s evolving needs. Achieving these goals are key facets of American Express s approach. Talent assessment was initially conceived as a succession management tool, but has evolved far beyond that narrow scope. The company began by focusing on the top approximately 150 executives and was shortly thereafter expanded to include the top 550 senior-level employees. By 2003, it was expanded to include entry-level vice presidents, adding another 1,000 employees and covering the top two percent of the organization. As of 2006, talent assessment now includes the top 5,000 leaders, centrally managed to ensure global consistency and a deeper understanding of the pipeline talent for the future leadership of the organization. The talent assessment process unfolds throughout the calendar year, as Figure 3 shows. Between February and April, the vice president and above assessments typically take place. The process is staggered to allow the company and its leaders the time and resources necessary to manage the process. The CEO plays a critical role in these assessments, making a significant time investment to have a dialogue with each line-ofbusiness president. This culminates in a senior leadership review of the top few leaders of the organization to examine overall talent initiatives for the company, discuss emerging capabilities needs and review K E Y P O I N T American Express supports talent assessment to enable its employees to reach their highest potential through proactive career development planning and to continuously assess the alignment of talent capabilities with business priorities. Figure Figure 3: High-Level 3: High-Level Process Process Overview Overview and and Timelines Timelines Source: American Express, 2008.
10 individual senior talent. The vice president and above assessments are also revisited in the fall, from September to November. During this period, employees who are new to their roles or to the organization are included and senior leadership meets once again in November to proactively examine progress made during the year and discuss talent planning objectives for the upcoming year. (There are some variations in the process to allow for the unique needs of a business unit or geography.) The Talent Profile The talent profile is the employee s contribution to the talent assessment process. When American Express instituted the employee talent profile, it was a sophisticated and cutting-edge concept. The company has continued to refine this tool, and today it is proactively used for recruitment, as well as talent evaluation and identification. The talent profile creates alignment that has benefits for both the organization and the employee. Leaders across the organization know the talent capabilities and aspirations of the employees. Employees have the opportunity to identify their previous career experiences and identify preferences for future roles. Participating talent is invited in the early part of the year to fill out an online profile that is similar to an extended résumé. The talent profile is available for updating all year long as an employee obtains new roles and experiences. As Figure 4 explains, the talent profile has two main parts past career experiences, and future aspirations and preferences. This two-tiered query allows employees to make certain their experiences and talent are accurately understood by the company, while also voicing their desires for future geographic locations, lines of business and other career goals. Participation is voluntary. 10
11 Figure Figure 4: Employee 4: Employee Contribution Contribution The The Talent Talent Profile Profile Across the organization, the use of the profile serves three main purposes for the organization and the individual, as follows. 1. Identification for Roles and Movement Allows leaders to identify employees as successors to a role or as a candidate for a new opportunity. Acts as a reference to best align career preferences with upcoming opportunities. 2. Talent Assessment Allows the leadership team and HR to align employee preferences with their assessments during talent assessment. Ensures alignment between employees and leaders during career conversations. 3. Ongoing Development Used during development planning to ensure that employees plans are aligned with their career aspirations. Identifies individuals for inclusion in upcoming development experiences. Leader Assessment Source: American Express, The leader assessment involves helping the company s leaders create a talent assessment summary that details employees contributions 11
12 and potential. As part of this process, leaders review their current business strategy, as well as any key talent needs for the coming year. A leader will consider several data points to provide a complete picture of an employee s contribution and potential, as well as future growth opportunities. Information for the talent assessment summary is captured from the nine-box tool and one key question. The Nine-Box Tool The nine-box tool enables a consistent framework to align talent across American Express. An employee s contribution and potential are assessed. Each box on the tool has a very specific definition, including messages about development actions. Given its importance and complexity, training and performance support on the use of the ninebox tool is offered to leaders. Figure Figure 5: The 5: The Nine-Box Nine-Box Tool Tool Source: American Express,
13 One Key Question One key question is formulated by the leader during talent assessment, and is continuously revisited throughout alignment meetings and individual career discussions. It is meant to provide the employee with tangible feedback regarding developmental needs both for his / her current position and future aspirations. The question is also meant to help the company understand and identify the employee s current and future potential. The individual questions are created by the leaders, but American Express offers training in developing these questions which seek to discover the one detail the company needs to know about the employee and the one piece of information the employee needs to impart. Figure Figure 6: One 6: One Key Key Question Question Source: American Express, The leader review allows leaders to take a close look at succession plans, the major strengths and development needs of top talent, and their personal perception of an employee s current performance and future potential. During this process, leaders are encouraged to look 13
14 at their current line-of-business strategies, as well as examine the key leadership roles and identify the capabilities needed to successfully function in those roles. They are also asked to anticipate talent needs for the coming year. Once completed, these assessments may then be approved or reviewed by more senior team leaders. Depending on the business unit, these assessments may then become part of a broader discussion of talent, both in terms of individuals and the team; teams may discuss current business strategy and future talent needs. Next, a senior leadership talent review meeting takes place to discuss broader talent concerns and needs, such as succession planning. Once assessments have been approved, leaders hold meetings with their employees to discuss the assessments. During these career conversations, a transparent dialogue is stressed, as well as pinpointing career growth and development opportunities. Through the balanced contributions of both leader assessment and employee profiles, American Express has created a transparent process that fosters a culture of openness. Figure Figure 7: A 7: Holistic A Holistic Talent Talent Management Management Approach Approach Source: American Express,
15 Talent Planning and Assessment Governance Executive sponsorship at American Express is very strong. The CEO meets with senior direct reports once a year for an entire day to discuss the executive talent landscape. This meeting includes the top four to five individuals in the organization, alongside senior HR leadership. They discuss what is important for the entire organization and they walk away owning critical action plans. Following this leadership talent planning meeting, the board of directors reviews senior leadership succession and talent planning in a half-day annual meeting. Additionally, each line of business executive is held accountable for key talent planning priorities through the employee goal rating for their business. Specifically, actions and metric results for ongoing executive succession, building senior leadership pipelines, high-potential 1 retention, development planning and executive diversity are critical priorities that impact the business year-end rating. At American Express, leaders across lines of business are accountable for talent assessment and planning, but HR plays a very important role. The executive talent management group is responsible for setting the strategy, defining processes, and ensuring proper execution and measurement. This is done through a conduit of HR relationship leaders from across the company s 22 businesses. The relationship leaders help to translate the talent planning and assessment to their individual business units and geographies. Operational, cultural and legal considerations are made without sacrificing talent assessment s goals. To help achieve consistent results globally, the HR department stresses freedom with a framework. To make changes to the strategy or practices, the global talent assessment group engages the relationship leaders, as well as receiving the design input from business leaders. Depending on the changes in question, the global talent assessment group works with the voice 1 A high-potential employee is an employee who has been identified as having the potential, ability and aspiration for successive leadership positions within the company. Often, these employees are provided with focused development as part of a succession plan and are referred to as HiPos. 15
16 of the customer champions in the lines of business. The champions provide tremendous value by offering input and testing proof of concepts for new practices. Supporting the Talent Assessment The line-of-business relationship leader is charged with ensuring that the business units / leaders are driving the right talent outcomes, rather than just talent discussions and ensuring that the critical priorities are being focused on for his / her specific business unit. To help with the process across all lines of business, American Express has developed a core of tools and tutorials (including leadership development capability coaching sessions and training curriculum), targeted to having successful career discussions. These programs are lead by the line-ofbusiness owners. The company also offers a program called, Leading and Inspiring Employee Engagement, in which every executive from the vice president-level and above participates. This program focuses on how to link talent planning with talent strategy and is cofacilitated by HR. Global talent assessment lead also partners closely with the executive development for ongoing programs related to the development of the vice president-level and above, as well as the critical up and coming pipeline. Enabling Technology Solution The technology used to enable these world class practices is known internally as ERS-OMI (Executive Resource System Online Talent Assessment System). This solution, provided by Organization Metrics, has more than a 10-year history at American Express. Since the talent planning and assessment started off with the modest goal of top succession planning, the initial technology implementation was also modest. The system was initially designed to be used one day a year to support talent assessment and planning for the top 100 leaders. It enabled the display of talent information in a graphical format for the board to use during talent reviews. 16
17 As the approach evolved, so did the technology solution, which now supports talent assessments that include both an online talent profile and the leader talent assessment summary report. The profile (which is similar to a résumé) includes competencies, memberships, geographic preferences, career experiences and future expectations. This information is important because it allows leaders to have deeper discussions about career aspirations during the assessment and to help employees gain the development experiences to meet their aspirations. It also allows the company to include the employee in relevant job searches, and identify talent and talent pools for succession needs as well as potentially helping the company to identify needed skills within its existing talent pool and create profiles for recruitment. Another key item the solution provides is the ability for a leader and his / her HR business partner to monitor the process. In addition to the profile, assessment summary and nine-box reports, the system provides a high-level overview, allowing online tracking of talent assessment and approval completions. Executive talent assessment, not the information technology group (IT), owns and manages the system with its partners from Organization Metrics (although IT is involved). The solution provider supplies integration support for the ERS-OMI system. Currently, the system relies on a feed of basic employee data from American Express s PeopleSoft ERP system. The ERS-OMI system does not integrate with the recruitment management or performance management systems today. There are more than 5,000 employees using the system to complete their profiles and conduct assessments, and 150 line-ofbusiness resource leaders supporting the employees. Lessons Learned and Best Practices One of the key lessons American Express has learned over time is that HR must have a successful partnership with line-of-business leaders and encourage accountability across those lines. The approach cannot be perceived as simply HR pushing a concept. There must be buy-in and integration at the executive talent level, with talent assessment seen as a key part of recruiting, learning, diversity, compensation and 17
18 implementation of business strategies. By creating an integrated group for talent assessment, American Express has been able to support its global solutions. However, American Express is a large organization that is heavily matrixed and continuing to move forward is a constant challenge. There are many cultural nuances across geographic areas and lines of business that HR must understand as well as respond to the ongoing evolution of the talent strategy as it becomes necessary. This includes understanding business needs across the globe, successfully predicting future talent needs as far as two years into the future, and continuing to evolve the strategy to be more predicative and proactive in understanding the company s diverse needs. While a talent assessment may reflect a point-in-time perspective of the organization, the strategy must strive to be ahead of the ongoing business talent planning needs in order to be most effective. Collecting the necessary data for talent assessments is a relatively straightforward process. The challenge comes in ensuring that the right level of discussion is happening in assessments and planning, despite geographic and cultural nuances. American Express places a great deal of focus on outcomes and action planning, rather than just discussing the overall characteristics of individual talent. The value of the assessments lies in transparent career discussions, which require different skills across the company s businesses. It is also necessary to have an understanding of the units business strategies that is far enough ahead of current needs to create useful talent planning. Talent assessment aims to have the necessary workforce ready before it rolls out into a new business space. Another key lesson is the importance of transparency, and helping employees have a clear understanding of how and why they are being evaluated. The process was carefully designed to foster a culture of openness that helps employees stay engaged and trusting of the process as well as to help employees feel that participation will help them reach their highest potential within the company. 18
19 Business Results / Business Impact The results of the talent planning and assessment have been numerous and diverse. Currently, American Express is able to include precise metrics in relation to its talent. Each business unit has both a talent management and a diversity scorecard, and is held accountable on an annual basis. This scorecard considers executive succession, building senior leadership pipelines, high-potential retention, development planning and executive diversity. This scorecard balances hard metric results over time, as well as the specific actions that are taken to build the right long-term strategy. For example, the key metrics for executive succession evaluates the portion of high-potential talent in the senior vice president and above succession pool and the number of placed successors. This scorecard section also considers the targeted actions taken to ensure long-term bench strength. Evaluating factors include actions to develop, retain, hire and move critical pipeline talent. On the Horizon American Express next plans to take the approach down one more level within the company. Today, it only covers seven percent of the company s workforce. If it is expanded down one level to encompass the manager level, the majority of the businesses leaders will be covered amounting to an additional 11,000-plus employees in the talent assessment pool. However, the company will focus only on the core elements that are appropriate for this more junior level. Conclusion American Express has created a nuanced and comprehensive talent assessment approach that successfully functions on a global level across all lines of business. The approach incorporates both an employee profile and a leader assessment and culminates with an open 19
20 dialogue between talent and leadership that helps employees reach new developmental and career goals while, at the same time, aiding American Express in putting the right talent in the right place at the right time. To allow for variations in culture (both geographically and across lines of business), talent assessment allows for flexibility within a framework. While HR remains the ultimate driver of the program, line-of-business leaders are empowered and held accountable within their own units. This allows HR to build consensus and enthusiasm, and continue to proactively evolve the talent strategies, which have been key factors in its continued development. 20
21 Appendix I: Table of Figures Figure 1: American Express at a Glance 3 Figure 2: Talent Management at American Express 7 Figure 3: High-Level Process Overview and Timelines 9 Figure 4: Employee Contribution The Talent Profile 11 Figure 5: The Nine-Box Tool 12 Figure 6: One Key Question 13 Figure 7: A Holistic Talent Management Approach 14 21
22 About Us Bersin & Associates is the only research and advisory consulting firm focused solely on WhatWorks research in enterprise learning and talent management. With more than 25 years of experience in enterprise learning, technology and HR business processes, Bersin & Associates provides actionable, research-based services to help learning and HR managers and executives improve operational effectiveness and business impact. Bersin & Associates research members gain access to a comprehensive library of best practices, case studies, benchmarks and in-depth market analyses designed to help executives and practitioners make fast, effective decisions. Member benefits include: in-depth advisory services, access to proprietary webcasts and industry user groups, strategic workshops, and strategic consulting to improve operational effectiveness and business alignment. More than 3,500 organizations in a wide range of industries benefit from Bersin & Associates research and services. Bersin & Associates can be reached at or at (510) About This Research Copyright 2008 Bersin & Associates. All rights reserved. WhatWorks and related names such as Rapid e-learning: WhatWorks and The High Impact Learning Organization are registered trademarks of Bersin & Associates. No materials from this study can be duplicated, copied, republished, or re-used without written permission from Bersin & Associates. The information and forecasts contained in this report reflect the research and studied opinions of Bersin & Associates analysts. 22
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 information2009 Talent Management Factbook
2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &
More informationHigh-Impact Succession Management
High-Impact Succession Management Executive Summary Kim Lamoureux Principal Analyst Michael Campbell Senior Research Analyst Center for Creative Leadership Roland Smith Senior Research Faculty Center for
More informationFrameworks and Maturity Models
Human Resources Frameworks and Maturity Models Leadership Development Learning & Development Talent Acquisition Talent Management www.bersin.com For member support or inquiries: Email us at info@bersin.com
More informationCORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
More informationWe d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup
Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells
More informationTalent 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 informationTalent Management: Benchmarks, Trends, & Best Practices
Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory
More informationTrends 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 informationThe Talent Management Experience Series
The Talent Management Experience Series New Roles and Expectations for Systems Leighanne Levensaler Director of Talent Management Research May 2009 BERSIN & ASSOCIATES RESEARCH REPORT v.1.0 The Talent
More informationCareer Management. Making It Work for Employees and Employers
Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,
More informationEmployee 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 informationGlobal Leadership Behaviors: A Platform for Inclusion, Talent Development, and Cultural Transformation
3M Global Leadership Behaviors: A Platform for Inclusion, Talent Development, and Cultural Transformation Catalyst Perspective In the report Inclusive Leadership: The View from Six Countries, Catalyst
More informationSolutions overview. Inspiring talent management. Solutions insight. Inspiring talent management
Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company
More informationTrends in Executive Development
Trends in Executive Development 2014 A Benchmark Report Executive Summary A Subtle Shift For today s executives, the ability to develop a successful business strategy is no longer enough. As we emerge
More informationPeople. 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 informationTHE 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 informationTalent 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 informationPeople Strategy in Action
People Strategy in Action Welcome to Our People Strategy 2 The Bausch + Lomb People Strategy The Bausch + Lomb People Strategy 3 Introduction Transforming our company through our people Our transformation
More informationMake Global Recruiting a Winning Strategy
Make Global Recruiting a Winning Strategy A ManpowerGroup TM Solutions White Paper Make Global Recruiting a Winning Strategy Today s global workforce is on the move like never before. Macro-economic forces,
More informationGlobal Talent Management and Rewards Study
Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.
More informationTalent as a Top Priority and Challenge
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,
More informationThe Leader s Edge. How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders
The Leader s Edge How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders The Leaders Edge research study completed in February, 2004 demonstrates the need for companies
More informationThe Global State of Employee Engagement: A 2014 Study
The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study In May of 2014, BPI group partnered with research firm BVA to survey the state of employee engagement
More informationThe Intersection of Talent Management and Engagement
The Intersection of Talent Management and Engagement By Elissa Tucker and Rachele Williams, APQC for the May 2011 issue of workspan The typical organization today views talent management as three building
More informationAuthor: 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 informationSocial Media Strategies for Learning & Development and Talent Acquisition
Social Media Strategies for Learning & Development and Talent Acquisition Valerie Collado, Director of Corporate Communications & Karen Clay Toren, Director of Talent Management Agenda VWR Business Overview
More informationGlobal Talent Mobility: New Models for Success
Global Talent Mobility: New Models for Success February 2013 Brian Kelly Partner, Mercer Lacey All Director, Starbucks Corporation Today s Speakers Brian J Kelly Partner, Global Practice Leader, Workforce
More informationTable of Contents. Critical Talent Pipelines...3. Talent Intelligence...7. Retaining Critical Talent...9. Building Critical Talent Pipelines...
TALEO RESEARCH WHITE PAPER Building Critical Talent Pipelines T ALEO.COM Table of Contents Critical Talent Pipelines...3 12 Step Methodology for Building Critical Talent Pipelines...5 1. Determine current
More informationBayer Employee Survey 2014 Boosting innovation culture as an outcome of the Employee Survey
Bayer Employee Survey 2014 Boosting innovation culture as an outcome of the Employee Survey Bayer conducted its third global employee survey in conjunction with Towers Watson in 2014 (previous surveys
More informationSuccession Planning: What s Next?
www.pwc.com Succession Planning: What s Next? June 2015 This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not
More informationOctober 17, 2011. HRBP Version Preparing for Talent Review: Updating imap Succession
October 17, 2011 HRBP Version Preparing for Talent Review: Updating imap Succession FY12 Timeline for Succession / Talent Calibration Objective: Identify successors and high potential employees in the
More informationCase study. Research showcasing leading practice at the Commonwealth Bank GENDER P Y EQUITY
Case study Research showcasing leading practice at the Commonwealth Bank GENDER P Y EQUITY Contents Foreword 2 Executive Summary In brief Context and history Step 1: Awareness Step 2: The business case
More informationRevenue Cycle Management: What s Next in Healthcare
Revenue Cycle Management: What s Next in Healthcare FEBRUARY 2014 Table of Contents Introduction... 3 Background... 3 Study Design... 3 Common Overall Business Priorities... 4 Management Priorities...
More informationcustomization and one-to-one marketing. New products and services can now be
A Markets of One Approach to Employee Engagement By Kevin D. Wilde and Cheryl Bethune Over the last few years, consumer marketing has entered a new era of extreme customization and one-to-one marketing.
More informationExecutive Education Delivering Strategic Capability: Advanced Human Resource Professional Development
Executive Education Delivering Strategic Capability: Advanced Human Resource Professional Development Ivy League Leadership, Bottom-Line Success TODAY S organizations expect more from their human resource
More informationImproving 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 informationAn Oracle White Paper February 2012. Oracle Human Capital Management: Leadership that Drives Business Value. How HR Increases Value
An Oracle White Paper February 2012 Oracle Human Capital Management: Leadership that Drives Business Value How HR Increases Value Introduction Joyce Westerdahl shares the story of how Oracle s HR organization
More information2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE
2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE CONTENTS A Look Back as we Continue Forward 2 Message from the City Manager 3 Message from the Executive Director of Human Resources 4 Message from
More information2015 South African Cloud Based Solutions to the Contact Centre Product Leadership Award
2015 2015 South African Cloud Based Solutions to the Contact Centre Product Leadership Award Contents Background and Company Performance... 3 Industry Challenges... 3 Implementation Excellence... 4 Product
More informationRecruitment Process Outsourcing:
Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify
More informationTalent Analytics. Compare Your Talent against the Best in Your Industry
Talent Analytics Compare Your Talent against the Best in Your Industry How Effective are Your People Strategies? The largest proportion of an organization s expenditure is on its people. But how effective
More informationComponent 4: Organizational Leadership & Governance
Component 4: Organizational Leadership & Governance Scope: Lead your local United Way to successfully fulfill its mission, and in doing so, garner trust, legitimacy and support from the local community
More informationThe vision of the Belk College of Business is to be a leading urban research business school.
The vision of the Belk College of Business is to be a leading urban research business school. To fulfill this vision we must: Offer a full array of rigorous and innovative undergraduate, graduate, and
More informationWHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN
WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They
More information5 Key Talent Acquisition Strategies for a New Decade Best Practices for Effective Talent Acquisition during a New Era in Talent Management
5 Key Talent Acquisition Strategies for a New Decade Best Practices for Effective Talent Acquisition during a New Era in Talent Management An icims White Paper In many ways the coming decade will redefine
More informationTHE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 Chapter 1 - Introduction If you agree people are
More informationstrategic 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 informationTALENT DEVELOPMENT THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE DEVELOPMENT PROGRAMS
THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE PROGRAMS it s no secret that organizations who invest in employees are top performers. Programs like mentoring and coaching are increasingly popular methods
More informationSearch Profile. Vice President, People and Culture
Search Profile Vice President, People and Culture Company Description For over half a century, Bethany Care Society has been improving the lives of Alberta seniors and adults with disabilities by providing
More information1900 Avenue of the Stars Suite 2600 Los Angeles, CA 90067 Phone: +1 310 552 1834. www.kornferry.com. Korn/Ferry International 0912SUCCESSIONBRO
1900 Avenue of the Stars Suite 2600 Los Angeles, CA 90067 Phone: +1 310 552 1834 i www.kornferry.com Korn/Ferry International 0912SUCCESSIONBRO Korn/Ferry International ii Enabling boards to sustain business
More informationWorkforce analytics: Utilizing benchmarks to maximize performance
Workforce analytics: Utilizing benchmarks to maximize performance Dallas April 9, 2014 Your facilitators G Shebani Patel is a Director with PwC in the Saratoga practice. Shebani is responsible for helping
More informationBERSIN & ASSOCIATES IN THIS CASE STUDY. Top International Route Airline 2nd place (Conde Nast Traveler magazine)
CASE STUDY BERSIN & ASSOCIATES An Integrated Approach to Performance Management Cathay Pacific Airways Tracks Employee Behavior to Improve Performance Chris Howard, Principal Analyst April 2006 IN THIS
More informationWorkforce 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 informationTALENT MANAGEMENT A LINK TO BUSINESS STRATEGY
TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What
More informationA 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 informationRoles and Responsibilities for the Human Resource Business Challenge
Roles and Responsibilities for the In 2006 the BC Public Service began a major change initiative; to reinvent the BC Public Service as an employer. The first corporate human resource plan for the province
More informationCompetency Management at Its Most Competent
Competency Management at Its Most Competent Competencies That Work for Business A recent survey by Human Resource Executive found that two of the top five challenges facing organizations today are aligning
More informationhit the ground sprinting accelerated performance through effective onboarding
hit the ground sprinting accelerated performance through effective onboarding hit the ground sprinting accelerated performance through effective onboarding 2 if you ve questioned the business impact of
More informationGlobal Recruiting Trends 2016. Relationships at the core
Global Recruiting Trends 2016 Relationships at the core Introduction To truly influence business decisions, you need to understand where the industry is going. This 5 th annual report uncovers worldwide
More informationSuccession 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 informationoff take Preparing for
Preparing for take off Global firms are facing a talent exodus as world economies return to growth. Growth is expected to pick up over 2013 and 2014 we can expect labor markets to revive and staff turnover
More informationBERSIN & ASSOCIATES. Madeline Laurano, Principal Analyst September 2010 IN THIS CASE STUDY
CASE STUDY BERSIN & ASSOCIATES Best Practices in Integrated Talent Management Mountain State Healthcare Alliance Selects and Implements a Talent Management System Madeline Laurano, Principal Analyst September
More informationWorkforce Analytics The Missing Link in Business Intelligence
Workforce Analytics The Missing Link in Business Intelligence Data A Double-edged Sword Today s business leaders face many challenges that require access to and the understanding of analytics throughout
More informationSKILLED, ENGAGED & MOTIVATED STAFF
Leadership and Management Capability Flexibility of Staff SKILLED, ENGAGED & MOTIVATED STAFF Skills Assurance Reward and Recognition Scottish Court Service People Strategy 2012 2015 1 Why have a People
More informationTalent Acquisition Systems 2011
Talent Acquisition Systems 2011 Executive Summary Sarah White, Principal Analyst April 2011 BERSIN & ASSOCIATES EXECUTIVE SUMMARY V.1.0 Talent Acquisition Systems 2011: Executive Summary 2 The Bersin &
More informationMaking 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 informationTalent management: an overview
Homepage > HR Resources > Factsheets > Talent management: an overview Talent management: an overview Revised August 2012 In this factsheet What is talent management? The changing context and business case
More informationHelping our clients win in the changing world of work:
Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.
More informationStrategic Talent Management Survey Results 2014
Strategic Talent Management Survey Results 2014 Striving for long-term success Foreword Talent management has been a key organisational priority since it first entered the human resource management rhetoric
More informationSTRATEGIC PLAN 2015-2018
STRATEGIC PLAN 2015-2018 JUNE 2015 ALPINE CANADA ALPIN - STRATEGIC PLAN 2015-2018 PG 1 AT A GLANCE OUR VISION CANADA IS A WORLD LEADER IN ALPINE, PARA-ALPINE AND SKI CROSS RACING AMBITIONS SHORT TERM To
More informationStrategic Executive Coaching: An Integrated Approach to Executive Development
Strategic Executive Coaching: An Integrated Approach to Executive Development A new concept in executive coaching is leading companies to fully utilize the talent they have to drive organizational strategy
More informationEmployee Engagement Forum Belgium - 2013. Welcome
Employee Engagement Forum Belgium - 2013 JUNE 6th, 2013 BRUSSELS Welcome 01 Introduction Nico Van Dam (Hay Group) Agenda for today 15:30 Introduction Nico Van Dam Hay Group 15:45 Insights from Engagement@Work
More informationOperations Excellence in Professional Services Firms
Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges
More informationREPRIORITIZING WHAT MATTERS MOST: A Focus on Career Management to Drive Business Results
REPRIORITIZING WHAT MATTERS MOST: A Focus on Career Management to Drive Business Results Keith Caver Towers Watson Melissa Jones CSAA IG Renée Smith Towers Watson April 1, 2014 Recent Headlines Highlight
More information5 Steps to Creating a Successful Optimization Strategy
5 Steps to Creating a Successful Optimization Strategy Many companies are now recognizing that in a world of mobile devices and increasingly sophisticated online services, the creation of an excellent
More informationDedicated to you and accountable for your service relationship
Dedicated to you and accountable for your service relationship For more information : claranet.co.uk - twitter.com/claranet To book an appointment or to discuss our services : Call us : 0845 355 2000 -
More informationThe research is undeniable: Gallup estimates disengaged employees cost the U.S. economy as much as $350 billion a year; the United Kingdom,
From Employed Regardless of whether you sell home improvement supplies or compete for customers in another industry, the benefits that come from an engaged workforce are a competitive differentiator and
More informationCapgemini UK Graduate Programmes
What UK Graduate s Next > What You want to be inspired ing alongside industry specialists and thought leaders from all over the world? You want to be at is one of the world s leading suppliers of consulting,
More informationIT@Intel. Aligning IT with Business Goals through Strategic Planning
White Paper Intel Information Technology Computer Manufacturing Strategic Planning Aligning IT with Business Goals through Strategic Planning Intel IT has developed and implemented a new approach to strategic
More informationCustomer Experience Management
Customer Experience Management 10 tips for the successful development and execution of Chris Bland Research Director SPA Future Thinking Introduction, sometimes referred to as Customer Feedback Programmes,
More informationEight Recommendations to Improve Employee Engagement
REWARD STRATEGY AND PRACTICE Eight Recommendations to Improve Employee Engagement Tom McMullen, Hay Group * To start, let's de ne employee engagement as the level of commitment that employees feel toward
More informationHR 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 informationBEST PRACTICES RESEARCH
Frost & Sullivan 2015 1 We Accelerate Growth Contents Significance of Visionary Innovation Leadership... 6 Understanding Visionary Innovation Leadership... 6 Key Benchmarking Criteria... 7 The Intersection
More informationIn-house vs. Outsourcing. Pank Koria, CEO, Project People
In-house vs. Outsourcing Pank Koria, CEO, Project People Agenda The acquisition of talent In-house vs. outsourced resourcing models Key Performance Areas Project People A few brief facts about Project
More informationHow To Manage A Talent Acquisition Process
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 informationTHE. VALUE OF A RICE M B A: A Case Study
THE VALUE OF A RICE M B A: A Case Study WHAT IS AN MBA WORTH? WHAT IS AN MBA WORTH? Potential students and employers have always pondered the value of the MBA. For those contemplating a full-time MBA program,
More informationRedefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape
Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape EXECUTIVE SUMMARY Recruitment process outsourcing (RPO) has undergone a transformation. What once was a function focused
More informationCase Study. We are growing quickly, and Saba is key to that successful growth.
Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.
More informationCenter for Effective Organizations
Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern
More informationEmployee engagement is promoted by a myriad of
SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really
More informationQUICK FACTS. Mitigating Co-employment Risk for a Global Interactive Entertainment Company TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES
[ Information Technology, Managed Services Offering ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES QUICK FACTS Client Profile Industry: Media, entertainment and gaming Revenue: More than $4 billion
More informationGOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY
GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY DEVELOPING THE RIGHT PEOPLE, IN THE RIGHT POSITION, AT THE RIGHT TIME 2015-2018 Part I New Brunswick Public Service TABLE OF CONTENTS Message
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationPI WorldWIde recruitment and retention trends survey Q2 2015
PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance
More informationStop 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 informationSuccession 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 informationFIVE KEY PRINCIPLES FOR EXPATRIATE ROI. Working toward an effective program in an imperfect, rapidly changing world. By Yvonne McNulty, Ph.D.
FIVE KEY PRINCIPLES FOR EXPATRIATE ROI Working toward an effective program in an imperfect, rapidly changing world By Yvonne McNulty, Ph.D. Expatriation is a big topic and getting bigger. Tens of billions
More informationMeasuring Business Impact in Human Resources. A Link Consulting White Paper March 2014
in Human Resources A Link Consulting White Paper March 2014 Many, if not all, business leaders readily agree that it is their employees who give them a competitive edge in the marketplace through strong
More information