The Fundamentals of Modern Talent Management for Business and HR Professionals

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1 BersinBasics The Modern Talent for Business and HR Professionals Copyright 2012 Bersin & Associates. All rights reserved.

2 M A I N T O P I C S A N D T R A C K S & Succession Leadership Fundamentals Competencies & Job Profiles & Goal & Strategy Appraisals Introduction to and Pay for Introduction to Succession Planning and Implementing Succession High Potential Leader Leadership How to Assess People Talent Acquisition (Coming Oct. 2012) Talent Acquisition and Culture Intro to Competencies in Talent Using Competencies in Talent and Using Job Profiles Cascading & Goal Setting vs. Potential Conducting a Appraisal Introduction to & Strategy Capability & Culture Introduction to Informal Conducting a Appraisal Goal Setting How to Assess People Pay for Job Fit Behavior-Based Interviewing Copyright 2012 Bersin & Associates. All rights reserved. Page 2

3 & Succession P E R F O R M A N C E & S U C C E S S I O N M A N A G E M E N T New modules added Aug Introduction to and Pay for Introduction to Succession Planning and Implementing Succession High-Potential Leader Why Succession? Align Capabilities with Business Strategy Building a High-Potential Strategy Prevailing Philosophies of Employee The Employee Maturity Model The Business Value of Fair Pay for Fair Pay for Activity: Fair Pay for The Succession Process Broaden the View of Talent Bersin & Associates Succession Maturity Model Medical Center Strategic Talent Review Process Global Chemical Company Stays Competitive Using Succession Planning Ensure Executive Commitment and Engagement Implementing a Succession Strategy Activity: Implementing a Succession Strategy Implementing a Succession Strategy Organizational Talent Mobility Integrate Succession with Talent Processes Measuring the Success of Your Succession Program Activity: Organizational Use of High-Impact Succession Practices Create a Culture of Sharing Talent Promote a Transparent Process Global Hospitality Company Uses TTM Implementing a Succession Strategy Leadership Bench Strength Recognize Technology as an Enabler Copyright 2012 Bersin & Associates. All rights reserved. Page 3

4 L E A D E R S H I P D E V E L O P M E N T F U N D A M E N T A L S Leadership Fundamentals Leadership How to Assess People Leadership : Definition and Leadership : Definition and Activity: Organizational Focus on Leadership The Top Business Drivers of Leadership Ongoing Assessment Ongoing Assessment Activity: Copyright 2012 Bersin & Associates. All rights reserved. Page 4

5 C O M P E T E N C I E S & J O B P R O F I L E S Competencies & Job Profiles Introduction to Competencies in Talent Using Competencies in Talent and Using Job Profiles What is Competency? What is Competency? Importance of Competency Importance of Competency Talent Alignment Talent Alignment Activity: Talent Alignment Using Competencies Using Competencies Activity: Using Competencies Job Profile The Employee Profile Strategic Talent The Job Fit Analysis Process Activity: Job Fit Analysis Terms Job Profiles, Employee Profiles and Competency Copyright 2012 Bersin & Associates. All rights reserved. Page 5

6 C O A C H I N G & G O A L D E V E L O P M E N T & Goal Cascading & Goal Setting Fundamentals of vs. Potential Conducting a Appraisal Cascading & Cascading & Activity: Cascading & Goal Setting Goal Setting Business & Goals Creating SMART Goals Activities Determining Key Milestones for Business Goals Activity: The and Potential Matrix (9-box) The and Potential Matrix Activity: The and Potential Matrix (9-box) Appraisal Appraisal Forms An Introduction to Self-Assessments Conducting a Self-Assessment Before a Evaluation Multi-Rater Assessments Providing Qualitative Feedback Activity: Providing Qualitative Feedback Activity: Goal Setting Definitions Activity: Participating in a Evaluation Discussion Dealing With Feedback and Criticism Copyright 2012 Bersin & Associates. All rights reserved. Page 6

7 L E A R N I N G & D E V E L O P M E N T S T R A T E G Y & Strategy Introduction to & Strategy Capability & Culture Introduction to Informal : Strategies for the L&D Function Elements of a Strategy for the L&D Function Activity: Elements of a Strategy for the L&D Function Developing a Strategy for the L&D Function Developing a Strategy for the L&D Function & Capability & Capability Culture Framework Consistent Plans Formal vs. Informal Three Types of Informal The Value of Experiential Approaches to Experiential Approaches to Experiential - Simulations Approaches to Experiential Job Rotation Approaches to Experiential Action Copyright 2012 Bersin & Associates. All rights reserved. Page 7

8 F U N D A M E N T A L S O F P E R F O R M A N C E A P P R A I S A L S Appraisals Conducting a Appraisal Goal Setting How to Assess People Pay for Appraisal Goal Setting Ongoing Assessment Fair Pay for Appraisal Forms Introduction to Self- Assessments Conducting a Self Assessment Before a Evaluation Multi-rater Assessments Activity: Goal Setting Business & Goals Creating SMART Goals Activities Ongoing Assessment Fair Pay for Activity: Fair Pay for Providing Qualitative Feedback Activity: Providing Qualitative Feedback Activity: Participating in a Evaluation Discussion Determining Key Milestones for Business Goals Activity: Goal Setting Definitions Dealing with Feedback and Criticism Copyright 2012 Bersin & Associates. All rights reserved. Page 8

9 T A L E N T A C Q U I S I T I O N ( C O M I N G O C T ) Talent Acquisition Talent Acquisition and Culture Job Fit Behavior-Based Interviewing Talent Acquisition Activity: Talent Acquisition Terms Building a Recruiting Culture Job Fit Perspective and Core Process Exploring Job Fit Practices Job Fit Helps Retail Store Boost Sales Assuring Job Fit With Behavior- Based Interviewing Activity: Identifying Behavior-Based Interview Questions Exploring Behavior-Based Interviews Copyright 2012 Bersin & Associates. All rights reserved. Page 9

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