Future-proofing employee engagement 5 areas of focus for 2015

Size: px
Start display at page:

Download "Future-proofing employee engagement 5 areas of focus for 2015"

Transcription

1 Future-proofing employee engagement 5 areas of focus for 2015 Employer Branding Experience 5 th November

2 By way of introduction

3 Thanks for having me

4 Employee engagement is for life 4

5 An important transition The age of mechanisation Personal drive Ambition Competition Quantity Consumption The age of mastery Capacity to combine and connect Know-how, competencies, networks Quality Experience Technology billion people with mobiles The Cloud Digitisation Self generated content Data monitoring behaviour, acting on preferences Telepresence, social media tools Globalisation Innovation Mega cities New talent pools Demographics The end of the baby boomers Gen Y Life expectancy to 100 Pensions retirement Societal trends The age of the individual Declining trust in business Low carbon economies Carbon cost of transporting goods and people Virtual working

6 Contextual drivers Source: Workplace Employment Relations Studies, UK

7 Engagement is a hot topic Google searches on the term Employee Engagement

8

9 Talent matters +36% Shareholder Value Return to shareholders is 36% higher in companies with high employee engagement. Source: Towers Perrin -87% Talent retention Highly engaged employees are 87% less likely to leave than less engaged people. Source: HR Magazine. 31bn Talent attraction Gallup estimates that staff turnover costs exceed 31 billion in the UK annually. Source: Gallup 68% Customer retention 68% of people who leave a brand do so because they are unhappy with how they have been treated. Source: Journal of Applied Psychology 30% Growth 47% of CEOs are very confident about growing over three years but only 30% think they ll have the talent they need. Source: PwC 71% Sustained economic value 71% of CEOs pointed to human capital as the main source of sustained economic value, ahead of customer relationships (66%) and products/ services innovation (52%). Source: IBM Global CEO Study

10 Talent matters 70% Brand equity 70% of brand perception is based on interaction with people. Source: Market Leader +20 to 43% Productivity Engaged employees are between 20% and 43% more productive than those who are not engaged. Source: HR Magazine, Watson Wyatt -50% Compensation premium A clear, strong EVP reduces compensation premium needed to hire by 50%. Source: Corporate Leadership Council 31% Innovation Talent constraints have hampered innovation at 31% of companies. Source: PwC 10

11 5 areas of focus for 2015

12 5 areas to focus on in Build the right team be a networker 2. Developing and nurturing a strong employer brand 3. Diversity to build the workforce of the future 4. Wellbeing at work 5. Intrapreneurialism 12

13 You ve got to engage to create engagement Building the right team

14 Where engagement happens Recruitment and onboarding Line management Internal comms Departure experience and alumni programme Corporate brand Employee experience management Employer value proposition Recruitment experience On-boarding and induction Change Reward & recognition Promotion and exit 14

15 Build the right team HR & resourcing Marketing & brand Internal comms Employee engagement IT Line Managers Leadership / Exec 15

16 Build the right team Marketing & brand IT HR & resourcing Employee engagement Internal comms Line Managers Fixer Facilitator Networker Influencer Detective Enabler Leadership / Exec 16

17 Top tips Use research as a Trojan horse for engaging your colleagues Ask for help in determining the business case- get them on board early Ask for their objectives and KPIs so you can help deliver them- give before you receive Don t side-step tricky colleagues: they can become you biggest advocates Ensure you have senior support- make them care 17

18 Developing and nurturing an employer brand

19 Develop and nurture a strong employer brand 19

20 The questions an Employer Brand can help to answer Articulate the deal a company makes with its employees- encourage opting out Create a stronger link between your people and your customers Help to attract, retain and engage talent Make the link (implicit or explicit) to our external brand proposition and purpose Give a sense of what it means to be part of the company Differentiate you from the competition and give clarity on the markets we compete in Appeal/ be relevant in different markets and to different groups- under a shared umbrella Be relevant to all current and potential employees- and to alumni Improve the quality and relevance of applications Be authentic: 80/20 split between today s reality and tomorrow s ambition 20

21 The cost per hire is over 2 times lower for companies with strong employer brands. Companies with stronger employer brands have 28% lower turnover rates than companies with weaker employer brands. (Source: LinkedIn) 21

22 Mutually supportive but distinctive Brand Customer Proposition Employee Proposition 22

23 Brand: Search, Ads and Apps Employer: Do Cool Things that Matter Brand: The power of global connections Employer: We're better when we're connected Brand: We Will Not Rest Employer: Welcome to a World of Opportunities Brand: Designed by Apple in California Employer: Amaze Yourself. Amaze the World. 23

24 Top tips Take time to get research right- both to give you the data and the political coverage you need Keep your stakeholders involved and updated; don t let anything be a surprise Ensure great project management- projects can be long and strong project documentation will keep you on track Keep the employee lifecycle in mind- don t allow your employer brand to be just a recruitment brand 24

25 Building the workforce of the future Fully assimilating: Millennials Women

26 Women and children first! 26

27 In 2010 in OECD countries, 65% of women were in the labour force compared to 91% of men Only 43% of women who study science will choose a career path in physics, maths and engineering vs 71% of men The increase of income per capita as a result of closing the gender gap is 9 23% 27

28 28 In 2040 we ll have 2bn more people and will need 25% more energy than we use today. We will need to increase efficiency. We must have more engineers and it doesn t matter if they are male or female. But given how few female engineers we have now, this would be a quick win. We need the numbers, men alone cannot provide that. Engineer, oil & gas co Speaking at Women s Forum 2014

29 29

30 Why such slow progress? Unconscious bias Ambitions set too low Women not thriving in the all male environments of Board rooms, engineering schools etc Focus on fixing women not changing structures More promises than action Parental leave inhibits career progress of women Leadership qualities defined in masculine terms 30

31 Top tips Check for unconscious bias Don t just mentor, sponsor Review your high potential list Support and challenge returners Consider quotas or targets 31

32 Millennials? 32

33 Millennials 33

34 Millennials want to work for companies that are good citizens 34 Globally, 69% of Millennials want companies and employers to make it easier for them to do their part, e.g.: Donating a portion of product proceeds; Giving them time off to volunteer and providing activities they can participate in. 41% of UK Millennials want their employer to provide multiple opportunities for them to get involved with volunteer activities throughout the year. Over 70% of Dutch Millennials said that being a good corporate citizen makes businesses more attractive as employers.

35 A crisis of trust- opportunities for companies Edelman Trust barometer 2012

36 MSLGROUP & Ashridge Business School s global Purpose at Work survey found that: 66% of employees don t believe businesses do enough to create a sense of purpose and deliver meaningful impact, while 83% of UK Millennials surveyed said they want to see businesses get more involved in solving the problems we all face.

37 37

38 No global one size fits all 38

39 Top tips Be authentic- pick credible causes and weave them into your employer brand Don t be afraid to talk about CSR and give employees meaningful opportunities to take part Think about the skills and knowledge you need, not they type that fits here Focus on mentoring- research by SCB has shown that baby boomers make great mentors to Gen Y Give young people in your company a voice- e.g. GSK has a graduate advisory panel Allow flexibility in your framework for local adaptation 39

40 GSK + Save the Children- Orange United 40

41 41

42 Wellbeing at Work

43 Wellbeing at and for work 43

44 Reduction in absenteeism Reduction in workplace stress Wellbeing Engagement Performance 44

45 45 45 A 2014 poll by Investors In People found that 48% of people who state their employer does not care about their wellbeing also say it has led to them feeling less motivated with 1/3 saying they have considered looking for a new job as a result.

46 39%. 46 Companies with highly engaged staff report employees taking half the number of absence days per year: 7 days compared the to the 14 days per year reported in low engagement companies Those employees in high engagement companies also report significantly less workplace stress, 28% versus

47 Turnover improved to a low of 0.5% Sickness absence fell 7% in one month 4 metric tonnes of weight were lost and engagement increased 47

48 Top tips Use data to quantify and respond to wellbeing issues and opportunities Get Board level sponsorship and build a coalition approach Show results: don t be positioned as tea and sympathy. This is business. Tie in existing programmes such as CSR, employee engagement etc 48

49 Intrapreneurialism

50 5. Intrepreneurialism Security & Support Creativity & independence Entrepreneurialism in a corporate structure 50

51 What entrepreneurs fear and value Fear Fear of failure Loneliness Personal financial risk Lack of support No one to learn from Value Creativity Merit Personal reward & accountability Pride in growth Mentoring others Calculated risk Free from constraint and hierarchy 51

52 Holacracy 20% time Together works better 52

53 Highly appealing to Millennials Women 53

54 Thank you Louisa Moreton Managing Director, Employee Practice 54

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

Go Global or Localise?

Go Global or Localise? Go Global or Localise? How Leading Organisations are Making People Programme Decisions 27 November 2013 Aon Hewitt, Performance, Reward & Talent Risk. Reinsurance. Human Resources. Empower Results Agenda

More information

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION

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

More information

EVP The foundation of a strong Employer Brand. HR Swiss Congress 2014, Bern

EVP The foundation of a strong Employer Brand. HR Swiss Congress 2014, Bern HR Swiss Congress 2014, Bern Employer Branding in 1913 2 Influence your Employer Brand in the right direction ALL EMPLOYERS HAVE AN EMPLOYER BRAND. Even if employers don t actively control the brand, it

More information

Women in Engineering Industry Blueprint of Successful in-house Professional Women s Programs

Women in Engineering Industry Blueprint of Successful in-house Professional Women s Programs Women in Engineering Industry Blueprint of Successful in-house Professional Women s Programs Introduction Engineers Australia s Women in Engineering National and Division Committees have been approached

More information

Workforce Management Plan 2013-2017

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

More information

Supporting Women in Leadership

Supporting Women in Leadership June 2011 Supporting Women in Leadership Gender diversity at work Why be concerned with gender diversity in your workplace? Organizations that attract, retain, and advance women are: accessing talent from

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

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

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

More information

Workforce Diversity: The Fresh Face of Employment in Canada

Workforce Diversity: The Fresh Face of Employment in Canada Workforce Diversity: The Fresh Face of Employment in Canada Workforce diversity and you Why a diverse workforce is important Canadian employers are making significant strides in inclusive hiring and improving

More information

The Challenge for HR Professionals:

The Challenge for HR Professionals: The Challenge for HR Professionals: Using workforce analytics to support business strategy and fact-based decision-making 2015 National EMSI Conference September 23, 2015 Welcome Lindsay Scott Principal,

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

9Lenses: Human Resources Suite

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

More information

A Look into the Future. Digital People s 2016 Hiring Guide

A Look into the Future. Digital People s 2016 Hiring Guide A Look into the Future Digital People s 2016 Hiring Guide The future depends on what we do in the present. Mahatma Gandhi Welcome to Digital People s 2016 Hiring Guide. The enclosed employment tips, compensation

More information

A Look into the Future. Technical ProSource s 2016 Hiring Guide

A Look into the Future. Technical ProSource s 2016 Hiring Guide A Look into the Future Technical ProSource s 2016 Hiring Guide The future depends on what we do in the present. Mahatma Gandhi Welcome to Technical ProSource's 2016 Hiring Guide. The enclosed employment

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

H U M A N R E S O U R C E S F R A M E W O R K

H U M A N R E S O U R C E S F R A M E W O R K HALIFAX REGIONAL MUNICIPALITY Planning for Change Seizing Opportunities Safeguarding Our Future H U M A N R E S O U R C E S F R A M E W O R K Why Are We Here Today? To inform Council about our greatest

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

TALENT REPORT: WHAT WORKERS WANT IN 2012

TALENT REPORT: WHAT WORKERS WANT IN 2012 TALENT REPORT: WHAT WORKERS WANT IN 2012 Executive Summary www.netimpact.org/whatworkerswant About This Report Net Impact s Talent Report: What Workers Want in 2012 set out to investigate how people view

More information

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

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

More information

compensation and employee motivation

compensation and employee motivation compensation and employee motivation compensation and employee motivation 2 Introduction If your employees report that they are unhappy with their pay, should you pay them more? If they say that total

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

From Capability To Profitability Talent management a priority for the C-Suite. London, 3 rd November 2015

From Capability To Profitability Talent management a priority for the C-Suite. London, 3 rd November 2015 From Capability To Profitability Talent management a priority for the C-Suite London, 3 rd November 2015 Contents 1 The challenge of talent management 2 Select Top-of-the-Agenda talent trends 3 Example:

More information

Nonprofit Workplace Trends: Putting Best Practices to Work

Nonprofit Workplace Trends: Putting Best Practices to Work Nonprofit Workplace Trends: Putting Best Practices to Work Lisa Brown Morton, SPHR, President & CEO Minnesota Council of Nonprofits 2014 Leadership Conference Nonprofit HR Human Resources Consulting Services

More information

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

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

More information

Understanding the links between employer branding and total reward

Understanding the links between employer branding and total reward 8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial

More information

Embedding our Values. Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay)

Embedding our Values. Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay) Embedding our Values Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay) Making a Difference Together Here at UCLH we are clinically excellent, consistently in the

More information

Global Talent Management and Rewards Study

Global 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 information

Resource Article Talent Management: Seven Keys to Success

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

More information

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers Managers play a vital role in addressing pay equity as they are responsible

More information

ING GLOBAL DIVERSITY FAQ

ING GLOBAL DIVERSITY FAQ ING GLOBAL DIVERSITY FAQ MARCH 2012 ING GLOBAL DIVERSITY FAQ 1 FAQ DEFINITIONS Q. What is diversity? Diversity in business is about welcoming and embracing other people s differences. This is reflected

More information

The Glass Ceiling for Women in Logistics

The Glass Ceiling for Women in Logistics The Glass Ceiling for Women in Logistics A Survey Report on the Opportunities and Challenges Faced by Women in the Logistics Industry LOGISTICS AND SUPPLY CHAIN EXECUTIVE SEARCH TRAINING CONSULTANCY OUTPLACEMENT

More information

UITP COMMISSION ON BUSINESS AND HR MANAGEMENT MISSION, ROLE AND ACTIVITIES

UITP COMMISSION ON BUSINESS AND HR MANAGEMENT MISSION, ROLE AND ACTIVITIES COMMISSION ON BUSINESS AND HR MANAGEMENT MISSION, ROLE AND ACTIVITIES Rio November 2014 Joe Kenny Chair of the Commission on BHRM joe.kenny@buseireann.ie 1 AGENDA 1. Background & Work Framework 2. Observatory

More information

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

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

More information

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

This is really important, because EE needs to be defined and understood in the context within which it is being used.

This is really important, because EE needs to be defined and understood in the context within which it is being used. FACTSHEET Employee Engagement Introduction This Factsheet highlights the critical importance of Employee Engagement (EE), and offers advice on how you can develop a winning people proposition for your

More information

The attraction, retention and advancement of women leaders:

The attraction, retention and advancement of women leaders: The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors Overview

More information

Will regional talent management practices keep up with the global pace?

Will regional talent management practices keep up with the global pace? Will regional talent management practices keep up with the global pace? A STUDY BY It s through employees that the organisation learns fast to turn around challenges and unpredictability into opportunities

More information

Why Your Employer Brand Matters

Why Your Employer Brand Matters Hiring Solutions Whitepaper Why Your Employer Brand Matters The impact of company brand and employer brand on job consideration Key Findings 1) A strong overall company brand certainly doesn t hurt in

More information

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

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

More information

Career development planning and the changing workforce. Why the transition between different generations of workers makes it more important than ever

Career development planning and the changing workforce. Why the transition between different generations of workers makes it more important than ever Career development planning and the changing workforce Why the transition between different generations of workers makes it more important than ever 1 Table of contents Executive summary 3 The skill gap

More information

What Do Millennials Want in a Job? Insights for Making Talent Brands Millennial-Relevant

What Do Millennials Want in a Job? Insights for Making Talent Brands Millennial-Relevant What Do Millennials Want in a Job? Insights for Making Talent Brands Millennial-Relevant by Carol Phillips and Judy Hopelain Brand Amplitude, LLC Summer, 2015 All Rights Reserved Brand Amplitude, LLC @2015

More information

Employee Value Proposition (EVP)

Employee Value Proposition (EVP) FACTSHEET Employee Value Proposition () What it is and why it is important Employee Value Proposition () is the jargon commonly used to describe the characteristics and appeal of working for an organisation.

More information

to selection. If you have any questions about these results or In the second half of 2014 we carried out an international

to selection. If you have any questions about these results or In the second half of 2014 we carried out an international Candidate Experience Survey RESULTS INTRODUCTION As an HR consultancy, we spend a lot of time talking We ve set out this report to focus on the findings of to our clients about how they can make their

More information

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

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

More information

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

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

More information

Acquiring, nurturing, and charting a career path for the talent that will drive

Acquiring, nurturing, and charting a career path for the talent that will drive 24 PEOPLE & STRATEGY VOLUME 37/ISSUE 1 2014 24 Talent for Tomorrow: Four Secrets for HR Agility in an Uncertain World By Ilene Gochman and Paul Storfer Want to have the right leaders in the right place,

More information

The How, What, When and Why of On-Boarding

The How, What, When and Why of On-Boarding The How, What, When and Why of On-Boarding An ebook By Debbie Edmondson Cohesion Recruitment What is On-boarding? On-boarding is a really key part of your engagement process, and needs organisational buy-in

More information

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Oil & Gas workforce segments at risk of attrition Operating company segments Production/operations

More information

WE IDENTIFIED 3 MEGA-TRENDS THAT WILL IMPACT THE WORLD

WE IDENTIFIED 3 MEGA-TRENDS THAT WILL IMPACT THE WORLD Unilever Talent Management Leena Nair SVP Leadership and Organisation Development Jan 2014 WE IDENTIFIED 3 MEGA-TRENDS THAT WILL IMPACT THE WORLD 1 Shift of economic power to the East and to the South

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

How to engage and empower managers and staff in succession/career planning.

How to engage and empower managers and staff in succession/career planning. Succession Planning and Career Empowerment It s Everyone s Job How To Ensure Success In Succession OMHRA-Fall Conference September 12, 2014 Presented by: Rebecca Heaslip, Overview How to engage and empower

More information

Woodworking Industry Conference

Woodworking Industry Conference For More Information: Tim Moore Generational Insights 919.460.6909 Office 919.604.0221 Cell tim@generationalinsights.com www.generationalinsights.com Website: www.timmoorespeaks.com Twitter: http://twitter.com/timmoorecary

More information

CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent

CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11 Three Hot Trends in Recruiting and Retaining Sales Talent The Miller Heiman Sales Performance Journal, Volume 2, Issue 11 Copyright 2007 by Miller Heiman,

More information

Flexible Working and the Lloyd s Insurance Market

Flexible Working and the Lloyd s Insurance Market Flexible Working and the Lloyd s Insurance Market A white paper produced for Inclusion@Lloyd s by Talking Talent in partnership with Charlotte Sweeney Associates. Background Retaining and attracting the

More information

Beyond Awareness Sustainable Diversity & Inclusion Initiatives

Beyond Awareness Sustainable Diversity & Inclusion Initiatives Roanoke Valley SHRM Affiliate of the Society for Human Resource Management Beyond Awareness Sustainable Diversity & Inclusion Initiatives Roanoke Valley Society for Human Resource Management November 2013

More information

Communications and Stakeholder Engagement. Created in Partnership between the Forum of Regional Associations of Grantmakers and TCC Group

Communications and Stakeholder Engagement. Created in Partnership between the Forum of Regional Associations of Grantmakers and TCC Group Communications and Stakeholder Engagement Created in Partnership between the Forum of Regional Associations of Grantmakers and TCC Group Outline of Presentation I. Introduction II. The Value of Communicating

More information

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

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

More information

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

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

More information

white paper true value: getting salary and benefits right managing your employee expectations

white paper true value: getting salary and benefits right managing your employee expectations white paper true value: getting salary and benefits right managing your employee expectations Commentary Companies entered 2010 in a cautious mood. After a challenging 18 months, most commentators predicted

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

WOMEN AND FINANCIAL ADVISING CAREERS: PERSPECTIVES AND PRIORITIES

WOMEN AND FINANCIAL ADVISING CAREERS: PERSPECTIVES AND PRIORITIES WOMEN AND FINANCIAL ADVISING CAREERS: PERSPECTIVES AND PRIORITIES About the Insured Retirement Institute: The Insured Retirement Institute (IRI) is a not-for-profit organization that for more than twenty

More information

2012 Allied Workforce Mobility Survey: Onboarding and Retention

2012 Allied Workforce Mobility Survey: Onboarding and Retention About the 2012 Research The 2012 Allied Workforce Mobility Survey, conducted in March 2012, captures the voice of HR professionals on critical topics relating to workforce mobility, which is defined as

More information

Concurrent Sessions Round I Track A: Case Studies The New Wave of Women s Leadership

Concurrent Sessions Round I Track A: Case Studies The New Wave of Women s Leadership Concurrent Sessions Round I Track A: Case Studies The New Wave of Women s Leadership Moderator: Barbara Turvett, Executive Editor, Working Mother Presenters: Danit Schleman, Senior Manager, Inclusion &

More information

Talent Management: Benchmarks, Trends, & Best Practices

Talent 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 information

Maximising your Business s Value through Workplace Strategy

Maximising your Business s Value through Workplace Strategy Maximising your Business s Value through Workplace Strategy Executive Summary of the discussions at 20 Fenchurch Street June 18, 2015 1. Introduction Nick Cook, the Principal and Managing Director at Avison

More information

eguide Hiring the Best Top Tips for Attracting and Retaining Top Talent

eguide Hiring the Best Top Tips for Attracting and Retaining Top Talent eguide Hiring the Best Top Tips for Attracting and Retaining Top Talent Employers should always reach towards the goal to bring the best to their organization in any economic climate. Hiring exceptional

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

Gain Buy In. This guide is designed to help you:

Gain Buy In. This guide is designed to help you: Gain Buy In Whether you re a small or large company, it s important to show leaders that building an employment pathway for opportunity youth is good for business a win for your bottom line, your employees,

More information

Talent management in manufacturing: The need for a fresh approach

Talent management in manufacturing: The need for a fresh approach Talent management in manufacturing: The need for a fresh approach http://www.pwc.com/industrialmanufacturing Contents 3 3 4 The megatrend effect on the growing skills gap Advances in technology Shifts

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

UNIFIED TALENT MANAGEMENT BECOMING A STRATEGIC PARTNER TO THE C-SUITE

UNIFIED TALENT MANAGEMENT BECOMING A STRATEGIC PARTNER TO THE C-SUITE BECOMING A STRATEGIC PARTNER TO THE C-SUITE BECOMING A STRATEGIC PARTNER TO THE C-SUITE 1 CEOs Think HR Teams Are Just Getting By...pg 3 2 Taking the Lead on Succession Planning...pg 6 3 How Can HR Get

More information

Survey report 2015 State of the Startup

Survey report 2015 State of the Startup Survey report 2015 State of the Startup If you open the world s financial journals you ll read article after article about the world s largest corporations. Yet small businesses matter every bit as much,

More information

Creating a Competitive Advantage Through Your Workforce

Creating a Competitive Advantage Through Your Workforce Creating a Competitive Advantage Through Your Workforce Lloyd G. Kirchner President and CEO (BSME Rice 85) Commonwealth Engineering Full-service engineering, procurement, and construction management (EPCM)

More information

TRENDS AND DRIVERS OF WORKFORCE TURNOVER

TRENDS AND DRIVERS OF WORKFORCE TURNOVER HEALTH WEALTH CAREER TRENDS AND DRIVERS OF WORKFORCE TURNOVER THE RESULTS FROM MERCER S 2014 TURNOVER SURVEY, AND DEALING WITH UNWANTED ATTRITION 16 July 2015 David Elkjaer & Sue Filmer TODAY S SPEAKERS

More information

Social Metrics in Investing: The Future Depends on Financial Outperformance and Leadership

Social Metrics in Investing: The Future Depends on Financial Outperformance and Leadership Community Development INVESTMENT REVIEW 59 Social Metrics in Investing: The Future Depends on Financial Outperformance and Leadership Introduction Allison Duncan, Amplifier Strategies Georgette Wong, Take

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

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

Updated Requirements for Developing New Leaders and Onboarding New Hires

Updated Requirements for Developing New Leaders and Onboarding New Hires Updated Requirements for Developing New Leaders and Onboarding New Hires Over the past five years, companies have created efficiencies in operations while controlling headcount growth. The trend has been

More information

Pennsylvania s Workforce Challenges and Opportunities to Innovate

Pennsylvania s Workforce Challenges and Opportunities to Innovate Public Sector for the Future Pennsylvania s Workforce Challenges and Opportunities to Innovate Kelly Powell Logan Secretary, Governor s Office of Administration Past President, National Assn. of State

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

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

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

Creating a Culture of Employee Engagement. Bob Lavigna Assistant Vice Chancellor - Human Resources

Creating a Culture of Employee Engagement. Bob Lavigna Assistant Vice Chancellor - Human Resources Creating a Culture of Employee Engagement Bob Lavigna Assistant Vice Chancellor - Human Resources rlavigna@ohr.wisc.edu 11/14/2014 University of Wisconsin Madison 2 What We ll Cover 1. What is employee

More information

Three Key Trends for The Future of HR Management

Three Key Trends for The Future of HR Management Three Key Trends for The Future of HR Management Presented by Society for Human Resource Management Today s Agenda Importance of planning ahead SHRM 2006-2007 Workplace Forecast Scenario planning Competencies

More information

Appendix A: Required Professional Capabilities Classification System

Appendix A: Required Professional Capabilities Classification System Appendix A: Required Professional Capabilities Classification System 10000 FUNCTIONAL AREA ONE: STRATEGY 10100 10101 10102 10103 10104 10105 Impact the organization and human resources practices by bringing

More information

THE COLLEGE STUDENT INDSET FOR CAREER PREPARATION & SUCCESS

THE COLLEGE STUDENT INDSET FOR CAREER PREPARATION & SUCCESS THE COLLEGE STUDENT INDSET FOR CAREER PREPARATION & SUCCESS WHY IT MATTERS Already the core of the U.S. student population, Millennials those born between 1980 and 2000 are becoming the predominant force

More information

The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions

The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions Fierce competition for funding and the need to differentiate from other institutions

More information

USQ Employment Equity and Diversity Strategy Human Resources

USQ Employment Equity and Diversity Strategy Human Resources USQ Equity Diversity 2014-2017 1. Introduction Background The University of Southern Queensl seeks to ensure all its staff are culturally competent able to contribute to their full potential. Informed

More information

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

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

More information

Concept. Professional Development Programs, Succession Planning and Careers. Introduction. The Fluid Workforce. Professional Development Dilemmas

Concept. Professional Development Programs, Succession Planning and Careers. Introduction. The Fluid Workforce. Professional Development Dilemmas Concept Professional Development Programs, Succession Planning and Careers Introduction Organisations often struggle with implementing professional development programs. They fail to gain the benefits

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We 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 information

How HR Software Can Help Deliver a Competitive Advantage

How HR Software Can Help Deliver a Competitive Advantage How HR Software Can Help Deliver a Competitive Advantage whitepaper Content 3 4 6 9 12 Executive Summary What is competitive advantage? How can HR contribute to your competitive advantage? Key HR Software

More information

Workforce Trends: Aligning HR Strategic Succession Planning to Business

Workforce Trends: Aligning HR Strategic Succession Planning to Business Workforce Trends: Aligning HR Strategic Succession Planning to Business Penny McBain Senior Talent Strategy & Planning Consultant Providence Health & Services October 10, 2013 The Perfect Storm The 5/40

More information

Case 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 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 information

XXX. Human Resources Statistics

XXX. Human Resources Statistics XXX Human Resources Statistics 1 Finding the right HR stat can feel a lot like searching for Bigfoot, no matter how hard you try, you re always coming up empty handed. Don t fret, because we ve got some

More information

Moving Talent Management From An Art To A Science The Why s and How s of Integrating Big Data and Human Capital

Moving Talent Management From An Art To A Science The Why s and How s of Integrating Big Data and Human Capital Moving Talent Management From An Art To A Science The Why s and How s of Integrating Big Data and Human Capital TalentManagement360 gives you in- depth analysis of recruitment, retention, performance,

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

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

More information

Shattering the Glass Ceiling: Public Speaking The new breakthrough skill to women s career success

Shattering the Glass Ceiling: Public Speaking The new breakthrough skill to women s career success Shattering the Glass Ceiling: Public Speaking The new breakthrough skill to women s career success Background Women continue to trail men in achieving leadership roles in American business. A recent study

More information