Does Your Business Strategy Prioritize Talent Management?

Size: px
Start display at page:

Download "Does Your Business Strategy Prioritize Talent Management?"

Transcription

1 ISSUE ANALYSIS Does Your Business Strategy Prioritize Talent Management? Successful talent management strategy starts with leadership By: Lynn Roger, Chief Talent Officer, BMO Financial Group Executive leadership teams at companies of all sizes dedicate significant time and resources to develop business strategies and financial plans that focus on long-term success. However, according to a recent Forbes Insights study conducted in partnership with BMO Harris Bank, many middle market companies are not placing equal importance on the people who will execute those plans. The study, The Talent Imperative: The Essential and Overlooked Ingredient for Corporate Growth, revealed that 83% of the more than 300 private company executives surveyed believe having 72

2 the right employees in place has a direct impact on revenue and is critical to their growth strategy. Yet, only 9% describe the relationship between their talent management and strategic planning initiatives as closely aligned. In fact, talent mapping the process of comparing existing personnel with future needs is rare in private businesses. Embedding a talent strategy in the overall business strategy is critical to a company s long-term success. The process of aligning these strategies must start with top executives if the company is to achieve an organization-wide, people-focused mindset that ignites its ability to acquire and retain top personnel. Align Talent and Business Strategies Business strategies typically fail through poor execution, not because they are inherently flawed. Even a detailed plan that focuses on achieving maximum ROI will likely fail without the right people in the right place to follow through. That s why talent planning should receive as much focus as financial planning. In the strategic planning process, companies must ask themselves, Do we have the right people, or do we actually need different capabilities? If it s the latter, how do we go about hiring new employees or developing new skill sets? Great companies gain strength through the diverse talents, skills, and experiences of their people. Diverse and inclusive workplaces drive peak performance and foster more successful and engaged employees. These top companies have leaders with strong cultural intelligence (CQ) that enables them to interact effectively with people of different backgrounds. CQ is a critical skill for better performance, especially for companies seeking to enter new markets in an increasingly diverse, global economy. It s a challenge to find, hire, and retain top employees. The improving economy has given the most talented candidates more choices, and these individuals are looking for a company that can clearly articulate how it will nurture their career aspirations. This can only be communicated if a formal talent management strategy is in place. Begin by Securing High-Level Buy-In A talent strategy must be driven by leadership rather than human resources or the group responsible for personnel management. This is essential to implementing a true talent mindset. A talent mindset is the belief that a peak-performing workforce is critical to success for both today and tomorrow, and that great talent is a competitive advantage that holds key benefits for employees and the entire organization. Leaders with a talent mindset are talent scouts and 73

3 advocates who drive a people strategy that embraces diversity and helps future leaders develop the skills they need to be strong enterprise leaders. They actually encourage employees to explore new responsibilities in the company. They know it will strengthen the business by creating a productive workforce with broader capabilities, and will result in more engaged employees who see career opportunities in the company. Embed a Talent Mindset Throughout the Company Companies with the help of HR and mid-level managers can help ensure their top executives adopt a talent mindset by: presenting real scenarios in which talent or a lack thereof could affect the firm s ability to achieve its short- and long-term business strategy, and emphasizing succession planning and that top executives legacies often depend on their ability to identify and develop those who will one day replace them. Employee engagement is key. Leaders must allocate training and development resources during budget planning and create specific action plans to groom the next generation of leaders. The best leadership development programs adopt a lattice approach, where future leaders are nurtured to possess a range of capabilities, rather than a narrowly-focused, vertical growth trajectory. Development programs should include talent management modules to ensure that when leaders are held accountable for managing talent on their teams, they re also being taught how to do it. An agile, versatile leadership team can serve as powerful role models and effective ambassadors for a company-wide talent mindset. Talent Strategy: Tactics for Implementation Once a talent strategy is adopted at the highest level, companies can take clear steps to continually evaluate and develop their employees: Implement talent mapping. Determine where the business is headed in both the short and long term, and identify if there are any talent gaps that must be addressed to achieve these goals. Review the bench. Closely analyze the demographics and psychographics including the skills, experience, age, diverse background, attitudes, and aspirations of your workforce to ensure the company has the right people in place to seize current and future opportunities in the business plan. An effective review requires leaders with strong CQ who understand the cultural nuances of the workplace and recognize that a diverse workforce is a valuable asset. Establish talent roundtables. As part of an effective talent review process, calibrate employees potential and performance with leaders 74

4 from all departments. These discussions are often referred to as talent roundtables, where leaders have the opportunity to gain insight into talent strengths and weaknesses and formulate action plans to close development gaps. Individuals should be assessed against a formal set of capabilities and competencies that are critical to success, outlined in a simple assessment template. All companies can align talent and business strategies and establish a people-focused mindset. It s a journey, often achieved in phases, but the process does not need to be complicated or costly. A successful talent strategy starts with leaders at the top acknowledging and making widely known that talent is a critical part of the company s business strategy. Client Spotlight: Eclipse, Inc. Talent Strategy Inspires Company-Wide Innovation After securing high-level buy-in and incorporating talent discussions into strategic meetings, Eclipse, Inc. has achieved its business goals and embedded a talent management process throughout the company. As a worldwide manufacturer of industrial heating and drying systems, Rockford, IL-based Eclipse, Inc. has focused on innovation to remain at the forefront of a highly competitive marketplace. Integrating a talent management program throughout the company has been key to its innovation. The successful implementation of this strategy occurred via the following steps: 1. Secure High-Level Buy-In Recognizing the need to have a more formal talent management program for the company s leadership, Eclipse worked with a human resources consulting firm to analyze the business. The effort resulted in the creation of a new executive-level position Vice President of Talent to report directly to President Lach Perks. Eclipse recruited Jim Corbett to fill the new role. He designed a program that made talent development and management a continuous process at the executive level that cascades throughout the 700-person firm. In addition to the new position, Eclipse increased emphasis on personal ownership of career development among the leadership team. 2. Align Talent and Business Strategies Talent agenda items now appear as initial discussion points for Eclipse s multi-day strategic planning meetings so attendees can analyze talent capabilities and needs, and implement plans for key business initiatives. Talent is a permanent resident on our strategic planning agenda, Perks says. Talent reviews are also a key aspect of strategy meetings, where key 75

5 leadership positions are explored in-depth. Meeting attendees identify potential successors and analyze plans for opportunities to develop new leaders. Corbett explains that the process gives Eclipse a sense of succession continuity and helps identify where gaps might exist. 3. Tactics to Embed a Talent Mindset Organization-Wide Corbett designed a talent management system that serves as a vehicle to facilitate and capture talent discussions, including methods to catalog and analyze existing talent in the company. The process began with the executive team successfully completing a cycle in the exercise before presenting it to other levels in the company. After about 18 months, the process cascaded down to Eclipse s operations worldwide. This talent strategy helped build understanding and ownership because it wasn t overnight that everybody got on board and understood how important talent development is, or how to best manage it, Corbett says. The strategy has led to the right kind of conversations and decisions over the past five years. Perks adds that the bar has been raised substantially at the company. When Jim first came on board, the conversations revolved around the quality of my staff as direct reports to the president, Perks says. Now, we re looking three or four layers down. 76

The Talent Management Framework

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

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

6. Chief human resources officer

6. Chief human resources officer 6. Chief human resources officer A Chief Human Resources Officer (CHRO) is a corporate officer who oversees all human resource management and industrial relations operations for an organization. Similar

More information

HR Business Consulting Optimizing your HR service delivery

HR Business Consulting Optimizing your HR service delivery HR Business Consulting Optimizing your HR service delivery NorthgateArinso Business Consulting provides HR executives with unique insight to optimize the cost of HR service delivery, improve employee engagement,

More information

NetDimensions Performance

NetDimensions Performance NetDimensions Performance helps organizations manage performance throughout the year by replacing the traditional annual performance review with an ongoing dialogue between managers and employees, focused

More information

Executive Education Delivering Strategic Capability: Advanced Human Resource Professional Development

Executive 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 information

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent

More information

2016 Talent Attraction Study: How Top Performers Search for Jobs

2016 Talent Attraction Study: How Top Performers Search for Jobs 2016 Talent Attraction Study: How Top Performers Search for Jobs Nearly everyone is actively looking for jobs, including top performers We ve all heard stories about how top performers create an abnormal

More information

THE FUTURE OF LEADERSHIP DEVELOPMENT

THE FUTURE OF LEADERSHIP DEVELOPMENT THE FUTURE OF LEADERSHIP DEVELOPMENT Discussion with McMaster University November 5, 2013 Global Trends 1. Leadership gap persistent, prevalent issue Spending on leadership increasing Succession management

More information

Leverage Your Employer Brand to Attract, Hire & Retain Top Talent

Leverage Your Employer Brand to Attract, Hire & Retain Top Talent Leverage Your Employer Brand to Attract, Hire & Retain Top Talent Thursday, October 16, 2014 Our Time Today Harness the power and potential of your engaged employees and your employer brand along all phases

More information

Healthcare in the Midst of Change: Linking Engagement and HR Transformation

Healthcare in the Midst of Change: Linking Engagement and HR Transformation Healthcare in the Midst of Change: Linking Engagement and HR Transformation Presented by Warren Cinnick Vice President, Talent Management Trinity Health Sayed Sadjady Talent Management/Org Design Leader,

More information

Talent Management. Recruiting and Retaining Top Talent Through Technology. Talent. Every organization wants it, and every organization runs

Talent Management. Recruiting and Retaining Top Talent Through Technology. Talent. Every organization wants it, and every organization runs Talent Management Recruiting and Retaining Top Talent Through Technology Summer 2016 Lockton Companies Talent. Every organization wants it, and every organization runs the risk of losing it at some point.

More information

Test your talent How does your approach to talent strategy measure up?

Test your talent How does your approach to talent strategy measure up? 1 Test your talent How does your approach to talent strategy measure up? Talent strategy or struggle? Each year at Head Heart + Brain we carry out research projects to help understand best practice in

More information

2016 MARKETING HIRING TRENDS:

2016 MARKETING HIRING TRENDS: 2016 MARKETING HIRING TRENDS: THE SPREAD OF STRATEGIC DIGITAL MARKETING ACROSS BUSINESS FUNCTIONS 2016 MARKETING HIRING TRENDS: THE SPREAD OF STRATEGIC DIGITAL MARKETING ACROSS BUSINESS FUNCTIONS THE MOVE

More information

Why Diversity is important

Why Diversity is important CHAPTER 2 DIVERSITY OVERVIEW Why Diversity is important The armed forces pride themselves on being leaders in diversity. In addition to providing equality, diversity gives the military more strength by

More information

Human Resources Division Cornell University. Strategic Plan

Human Resources Division Cornell University. Strategic Plan Human Resources Division Cornell University Strategic Plan Executive Summary The HR function continues to provide critically important services to Cornell. However, we must continue to evolve in order

More information

Position Description NDCO Team Leader

Position Description NDCO Team Leader Position Description NDCO Team Leader The Inner Melbourne VET Cluster (IMVC) is a not-for-profit incorporated association established in 1998. Throughout its history, the IMVC has been at the forefront

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

Shaping The Workplace Of The Future insights from the 2008 symposium WALKING IN YOUR CUSTOMER S SHOES: ORGANIZATION

Shaping The Workplace Of The Future insights from the 2008 symposium WALKING IN YOUR CUSTOMER S SHOES: ORGANIZATION WALKING IN YOUR CUSTOMER S SHOES: USING PERSPECTIVE TAKING TO CREATE A CLIENT-CENTRIC ORGANIZATION Contributors: Seymour Adler, Ph.D., executive vice president, aon consulting Miriam Nelson, Ph.D., senior

More information

Succession planning: What is the cost of doing it poorly or not at all?

Succession planning: What is the cost of doing it poorly or not at all? Energy insights At a glance There are substantial benefits to be gained by identifying talented employees including those deep in the organization with specialized skills and coordinating their training

More information

Search Profile. Vice President, People and Culture

Search 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 information

Guide on Developing a HRM Plan

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

More information

2009 Talent Management Factbook

2009 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 information

Career Management. Making It Work for Employees and Employers

Career 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 information

TALENT SCORECARD. Evaluating And Measuring Talent Strategy Outcomes

TALENT SCORECARD. Evaluating And Measuring Talent Strategy Outcomes TALENT SCORECARD Evaluating And Measuring Talent Strategy Outcomes DELIVERING ON STRATEGY Organisations that are recognised as high performers make talent management a strategic priority that is central

More information

CAREER MANAGEMENT. Unleash Capability Reduce Risk Gain Competitive Advantage

CAREER MANAGEMENT. Unleash Capability Reduce Risk Gain Competitive Advantage CAREER MANAGEMENT Unleash Capability Reduce Risk Gain Competitive Advantage THE BACKDROP Many organisations are leaving a lot of value on the table - unfocused activities, wasted resources, skill and role

More information

Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016

Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016 Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016 Page 1 of 8 1. Introduction 1.1. Context and Swinburne s HR Strategic Planning Framework Swinburne has established its

More information

A New Acid Test for Supply

A New Acid Test for Supply A New Acid Test for Supply Chain Talent Management Key Takeaways n The complexity surrounding the supply chain s evolution has heightened the difficulty of finding and attracting the best available supply

More information

The relatively recent combination of

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

More information

Changing the goal-setting process at Microsoft

Changing the goal-setting process at Microsoft Academy of Management Executive, 2004, Vol. 18, No. 4... Changing the goal-setting process at Microsoft Karyll N. Shaw Microsoft Corporation has a long tradition of emphasizing individual goals in its

More information

Strategic human resource management toolkit

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

More information

Driving the Business Forward with Human Capital Management. Five key points to consider before you invest

Driving the Business Forward with Human Capital Management. Five key points to consider before you invest Driving the Business Forward with Human Capital Management Five key points to consider before you invest For HR leaders to contribute to the business successfully, they need HR solutions with the right

More information

The Top Ten Project Management Trends for 2016

The Top Ten Project Management Trends for 2016 The Top Ten Project Management Trends for 2016 Throughout the years the profession of project management has evolved from a niche, technical-based discipline to a fully embedded approach to the way work

More information

Valuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement!

Valuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement! Valuing Diversity Cornerstones 1. Diversity is about inclusion and engagement! 2. The most important issue is always human dignity and total quality respect! 3. Prejudice is eliminated by developing high

More information

PERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms

PERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms NetDimensions Performance helps organizations manage performance throughout the year by replacing the traditional annual performance review with an ongoing dialogue between managers and employees, focused

More information

Building Great Talent Managers: The 4+2 Model

Building Great Talent Managers: The 4+2 Model Building Great Talent Managers: The 4+2 Model It s a rare individual who can architect, build and execute talent strategies that actually drive business results. We describe the six factors that differentiate

More information

2015 Trends & Insights

2015 Trends & Insights Asia Pacific Mobility The Asia Pacific Mobility Brookfield Global Relocation Services Trends & Insights report is reflective of the global economy which is strongly tied with the economic realities of

More information

MOVING THE MIDDLE. The Business Impact of Making Your Middle Sales Performers Better

MOVING THE MIDDLE. The Business Impact of Making Your Middle Sales Performers Better MOVING THE MIDDLE 2014 The Business Impact of Making Your Middle Sales Performers Better A five percent gain in the middle 60 percent of your sales performers can deliver over 91 percent greater sales

More information

mysap ERP Talent Management Dr. Christian Acosta-Flamma

mysap ERP Talent Management Dr. Christian Acosta-Flamma mysap ERP Talent Management Dr. Christian Acosta-Flamma The Talent Management Imperative SAP Talent Management Strategy Why SAP for Talent Management Today s Business Environment Today s business challenges

More information

HUMAN RESOURCES SPECIALIST

HUMAN RESOURCES SPECIALIST 1 HUMAN RESOURCES SPECIALIST Santa Conradie (Former Tiger Brands and ABSA / Barclays Bank) 32 Years of Human Resource experience in the Manufacturing, Pharmaceutical and Financial Services industry. Passionate

More information

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

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

More information

HR Manager Job Description

HR Manager Job Description HR Manager Job Description SUMMARY The Human Resources Manager manages Human Resources services, policies, and programs for the entire company. The major areas directed are: recruiting and staffing; organizational

More information

From Vision to Implementation: Integrated Strategic Planning

From Vision to Implementation: Integrated Strategic Planning A three-page excerpt from our 18-page Best Practice Guidebook: From Vision to Implementation: Integrated Strategic Planning 1 Best Practice Guidebook From Vision to Implementation: Integrated Strategic

More information

Building Tomorrow s Sales Force

Building Tomorrow s Sales Force Tomorrow s Executive Leading Sales Force Transformation By Richard Moore, Mercuri Urval Global Client Services Building Tomorrow s Sales Force Improving the capability of an underperforming sales force

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

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN

WHEN 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 information

Ready, Set, Go! A Game Plan for Talent Management in the Midmarket

Ready, Set, Go! A Game Plan for Talent Management in the Midmarket Ready, Set, Go! A Game Plan for Talent Management in the Midmarket Introduction Organizations that have survived the global economy of the past few years have experienced the new business reality: the

More information

Halifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures

Halifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures Halifax Regional Municipality (HRM) A Performance Review of the Administration of Training Expenditures February 2014 P a g e 2 Halifax Regional Municipality (HRM) A Performance Review of the Administration

More information

Whitepaper. IT Strategies for HR Transformation YOUR SUCCESS IS OUR FOCUS. Published on: Feb 2006 Author: Madhavi M

Whitepaper. IT Strategies for HR Transformation YOUR SUCCESS IS OUR FOCUS. Published on: Feb 2006 Author: Madhavi M YOUR SUCCESS IS OUR FOCUS Whitepaper IT Strategies for HR Transformation Published on: Feb 2006 Author: Madhavi M 2009 Hexaware Technologies. All rights reserved. Table of Contents 1. Executive Summary

More information

July 2015. New Entrants: Charting the Health Industry s Risk and Regulatory Landscape Where Risk Meets Opportunity

July 2015. New Entrants: Charting the Health Industry s Risk and Regulatory Landscape Where Risk Meets Opportunity July 2015 New Entrants: Charting the Health Industry s Risk and Regulatory Landscape Where Risk Meets Opportunity The new health economy is bringing change and new entrants from diverse industries are

More information

Implementing ARE YOU READY? Contributors: Jason Krumwiede, vice president of human capital Bill Kremer, vice president of human capital

Implementing ARE YOU READY? Contributors: Jason Krumwiede, vice president of human capital Bill Kremer, vice president of human capital Implementing An Applicant Tracking System ARE YOU READY? Contributors: Jason Krumwiede, vice president of human capital Bill Kremer, vice president of human capital An ounce of prevention is worth a pound

More information

Constructive Leadership in a Strong Nuclear Safety Culture

Constructive Leadership in a Strong Nuclear Safety Culture Constructive Leadership in a Strong Nuclear Safety Culture The Role of Leadership Development and Succession Planning Strategies Presented By: Jesse L. Brooks, III MSOD President, J.L. Brooks & Associates,

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Sample Strategic Plan The ABC Service Agency

Sample Strategic Plan The ABC Service Agency Sample Strategic Plan The ABC Service Agency Table of Contents Introduction...2 Executive Summary...2 Background and History...2 Direction and Results...3 Goals...3 Organization of the Strategic Plan...4

More information

Creating Exceptional Customer Experience Through Exceptional Leadership

Creating Exceptional Customer Experience Through Exceptional Leadership INTRODUCTION TO Cindy Solomon & Associates, Inc. Creating Exceptional Customer Experience Through Exceptional Leadership 1 Copyright Cindy Solomon & Associates. All Rights Reserved. A Different Approach

More information

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

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

More information

T H E P E O P L E S T R A T E G Y EB INDUCTION SESSION, 12 JANUARY 2015

T H E P E O P L E S T R A T E G Y EB INDUCTION SESSION, 12 JANUARY 2015 T H E P E O P L E S T R A T E G Y EB INDUCTION SESSION, 12 JANUARY 2015 Agenda People Strategy our vision Update from your feedback in the Second Informal Consultation Four Imperatives our strategic focus

More information

How to Choose the Right Apparel PLM Solution

How to Choose the Right Apparel PLM Solution How to Choose the Right Apparel PLM Solution 200 Vesey Street Brookfield Place New York, NY 10281-1017 212-408-3809 info@ In modern product development, process efficiency is the key to profitability.

More information

Talent Management Essential Toolkit

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

More information

WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS

WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS HR Solutions & Services www.ajyal-hr.com RECRUITMENT Talent is the single most important item on the minds of CEO s today.

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

Strength Focused Coaching, Teambuilding and Hiring

Strength Focused Coaching, Teambuilding and Hiring Strength Focused Coaching, Teambuilding Hiring A Two Day Workshop for integrating Strengths Concepts into your Organization Morning Day 1 Overview of strengths Going in depth into your Clifton Strengthsfinder

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

What Tech Buyers Think TM

What Tech Buyers Think TM What Tech Buyers Think TM Who We Are Tech Buyer Perceptions, a division of the Perceptions Group, is a leader in providing the technology industry with research-based, tech buyer insight and data-driven

More information

Zurich Insurance Group. Our people 2014

Zurich Insurance Group. Our people 2014 Zurich Insurance Group Our people 2014 Zurich Insurance Group 1 Our people 2014 We aim to create sustainable value for all our stakeholders, in line with our values as set out in Zurich Basics, our code

More information

Office of the Superintendent of Schools MONTGOMERY COUNTY PUBLIC SCHOOLS Rockville, Maryland. December 9, 2014

Office of the Superintendent of Schools MONTGOMERY COUNTY PUBLIC SCHOOLS Rockville, Maryland. December 9, 2014 DISCUSSION Office of the Superintendent of Schools MONTGOMERY COUNTY PUBLIC SCHOOLS Rockville, Maryland December 9, 2014 MEMORANDUM To: From: Subject: Members of the Board of Education Joshua P. Starr,

More information

INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY

INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY ABOUT THE RESEARCH For the 2014 Millennial Impact Report, Achieve gathered information from two different sources:

More information

United States Air Force Academy Strategic Plan

United States Air Force Academy Strategic Plan United States Air Force Academy Strategic Plan 2015 United States Air Force Academy Strategic Plan Introduction... 1 Core Values... 2 Strategy... 4 Goals... 6 Implementation and Assessment...12 Introduction

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

IT Talent, Decoded - Key Points from the Webcast The Wrap

IT Talent, Decoded - Key Points from the Webcast The Wrap IT Talent, Decoded - Key Points from the Webcast The Wrap One of the most important concerns of IT leaders in companies of all sizes is attracting and retaining highly qualified people for key technology

More information

Chesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017.

Chesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017. Appendix 1 Chesterfield Borough Council Internal Communications Strategy April 2014 - April 2017. Section 1: Introduction 1.1 Chesterfield Borough Council s single biggest asset is its employees. 1.2 It

More information

The 360 Degree Feedback Advantage

The 360 Degree Feedback Advantage viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions

More information

Key Leadership Behaviors Necessary to Advance in Project Management

Key Leadership Behaviors Necessary to Advance in Project Management Key Leadership Behaviors Necessary to Advance in Project Management Project / Program Management Research Lynda Carter, Kristin Tull and Donna VanRooy Specific behaviors need to be developed in order to

More information

Korn Ferry Senior Executive Sponsor. Building a stronger organization through sponsorship.

Korn Ferry Senior Executive Sponsor. Building a stronger organization through sponsorship. Korn Ferry Senior Executive Sponsor Building a stronger organization through sponsorship. Is leadership development the end of the story? It s well understood that the participants of leadership development

More information

Executive Summary Strategic Plan: 2010-2015

Executive Summary Strategic Plan: 2010-2015 Executive Summary Strategic Plan: 2010-2015 Executive Summary Since its inception more than 165 years ago, the University of Tennessee Alumni Association has been known for outstanding service to what

More information

An 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 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 information

Employer Brand Analytics

Employer Brand Analytics Employer Brand Analytics 101 Introduction Developing an effective employer brand is the foundation of an effective recruitment strategy. Your employer brand is your reputation, and if you don t define

More information

PROJECT MANAGEMENT SALARY SURVEY 2014

PROJECT MANAGEMENT SALARY SURVEY 2014 ESI INTERNATIONAL ASIA PACIFIC PROJECT MANAGEMENT SALARY SURVEY 2014 An ESI International study SURVEY OBJECTIVES The inaugural Asia Pacific project management salary survey conducted by ESI International

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

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

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

When Engaging the Right Talent, One Size Does Not Fit All

When Engaging the Right Talent, One Size Does Not Fit All When Engaging the Right Talent, One Size Does Not Fit All Candidate Preferences in Job Search and Interview Practices This is the first in a five-part series from ManpowerGroup Solutions analyzing the

More information

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014 Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership June 2014 The partnership The Leadership & Organizational Development Consortium (LODC) consists

More information

RETHINKING RETENTION. A User Experience Approach to Keeping Great People. Steve Lopez Vice President, Consulting & Solutions

RETHINKING RETENTION. A User Experience Approach to Keeping Great People. Steve Lopez Vice President, Consulting & Solutions RETHINKING RETENTION A User Experience Approach to Keeping Great People Steve Lopez Vice President, Consulting & Solutions Over the last 20 years, a focus on user experience has become the norm in product

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

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS FROM THE VICE PRESIDENT It is my pleasure to share the University of Houston Division of Student Affairs and Enrollment Services 2013-2017 Strategic

More information

National Learning Initiative

National Learning Initiative NLI National Learning Initiative A national skills and learning framework for the voluntary sector A collaborative project of the Association of Canadian Community Colleges and the Coalition of National

More information

Skanska Group Diversity and Inclusion Vision 2020 Q&A

Skanska Group Diversity and Inclusion Vision 2020 Q&A Skanska Group Diversity and Inclusion Vision 2020 Q&A Skanska Group Diversity and Inclusion Vision 2020 Q&A Front cover New Karolinska Solna (NKS) the university hospital of the future is the largest contract

More information

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the

More information

January 2010. Navy s Total Force Vision for the 21st Century

January 2010. Navy s Total Force Vision for the 21st Century January 2010 Navy s Total Force Vision for the 21st Century I am comm mmitted to ensur urin g th at we, as a Navy, ar e goin g to be one of the bes t places for a young person to sta tart their career.

More information

Employer Branding Today APAC. Employer Branding ROIs. APACMarketing@universumglobal.com

Employer Branding Today APAC. Employer Branding ROIs. APACMarketing@universumglobal.com Employer Branding Today APAC Employer Branding ROIs APACMarketing@ January 2014 EDITOR S NOTE Dear Reader, I hope 2014 has been great for you so far. The fact that you are reading this means we share something

More information

We Can Work It Out: Integrating Millennials Into the Workplace (CAD005)

We Can Work It Out: Integrating Millennials Into the Workplace (CAD005) We Can Work It Out: Integrating Millennials Into the Workplace (CAD005) Speakers: Melissa Dunn, VP and Managing Director, Helmsman Management Stephanie Conner, Senior Analyst, Risk Management, The Walt

More information

Digital Transformation In The Age Of The Customer: A Spotlight On B2B

Digital Transformation In The Age Of The Customer: A Spotlight On B2B A Custom Thought Leadership Spotlight Commissioned By Accenture Interactive October 2015 Digital Transformation In The Age Of The Customer: A Spotlight On B2B RESULTS FOCUSING ON B2B FROM THE THOUGHT LEADERSHIP

More information

2015 Recruitment Trends & Best Practices

2015 Recruitment Trends & Best Practices 2015 Recruitment Trends & Best Practices SIMON PARKIN 20 YEARS Online Practice Leader HR, Recruitment & Talent Solutions, The Talent Company Former global leader of Talent Acquisition - partners with organizations

More information

Using the Leadership Pipeline transition focused concept as the vehicle in integrating your leadership development approach provides:

Using the Leadership Pipeline transition focused concept as the vehicle in integrating your leadership development approach provides: Building your Leadership Pipeline Leadership transition focused development - White Paper The Leadership Pipeline framework Business case reflections: 1. Integrated leadership development 2. Leadership

More information

4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments.

4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments. (Overview) Step 1 Prepare 1.1 Identify specific issues or choices that the planning process should address. 1.2 Develop an organizational profile. 1.3 Identify any information that must be collected to

More information

HR WSQ Qualifications. Certified HR Professional Programmes

HR WSQ Qualifications. Certified HR Professional Programmes Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant

More information

THE CUSTOMER COMES SECOND!

THE CUSTOMER COMES SECOND! THE CUSTOMER COMES SECOND! THE CUSTOMER COMES SECOND! To most of us, this statement seems so alien when, for the duration of our careers, we have had it drummed into us (as we have drummed it into others),

More information

Ten Tips for Avoiding CCMS and EAM Failure in the Life Sciences Industries

Ten Tips for Avoiding CCMS and EAM Failure in the Life Sciences Industries Ten Tips for Avoiding CCMS and EAM Failure in the Life Sciences Industries 800.982.2388 1 Introduction Computerized Maintenance Management Systems (CMMS) and Enterprise Asset Management (EAM) systems have

More information

Shattering the Boundaries of HR. By Himanshu Tambe

Shattering the Boundaries of HR. By Himanshu Tambe Shattering the Boundaries of HR By Himanshu Tambe Think that attracting, developing and retaining talent is only the job of HR? Although that s the traditional view, it s no longer equal to the challenges

More information