TALENT MANAGEMENT FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA

Size: px
Start display at page:

Download "TALENT MANAGEMENT FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA"

Transcription

1 TALENT MANAGEMENT FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA

2 Discussion Questions 1. What is talent management? 2. Does your SACCO need talent management? 2. Who is our talent? 3. How do you manage talent in SACCOs? 4. Why now? 5. What s my role in Talent Management? Employees Managers

3 Human Capital Management System Talent Management Recruiting/Hiring Development Engagement Diversity/Inclusion Mentoring Policies, Procedures Compliance Performance Management Organizational Structure Measurement SACCOs/CFIs Success Technology Implementation Process Integration Communication Workforce Planning Resources Budget Growth/Expansion

4 What is Talent Management? Talent Management Requires organizational Philosophy Model Focus & Planning Driven by a Process The ability, competency and power of employees within an org

5

6 Benefits for the SACCO Increased productivity and capacity Linkage between individual effort and business goals Commitment of valued employees Better fit between peoples jobs and skills

7 Benefits for the Employee Higher motivation and commitment Career development Increased knowledge Job satisfaction Contribution towards SACCOs goals.

8 How do you manage talent???

9

10 Philosophy Holistic view of the employee population Regarding the workforce as a valued entity Providing guidance and support to achieve full potential Employee and organizational goals are not mutually exclusive Shared vision within a supportive culture

11 Model Key Elements of Talent Management (employee s perspective) Understanding the model What does developing a match between employee talents and organizational roles & requirements mean, and What measures, mentoring & opportunity

12

13 Transforming Business Performance

14

15 Traditional Employment vs. Talent Management Focus Traditional Employment Focus Skills & education Duties & responsibilities Some characteristics (strength, repetitive, endurance, etc.) Experience Talent Management Focus Traditional plus more scrutiny on Traits Behavior Talent

16 So What is talent? Skills Traits Behavior Characteristics Equate to Talent

17 So What is talent? According to McKinsey, talent is the sum of A person s abilities His/her intrinsic gifts, Skills, knowledge, experience, Intelligence, Judgment, attitude, character, drive, His/her ability to learn and grow

18 Baseline vs. ROLE Specific Talents Baseline skills, traits, characteristics, and behavior that is required of all roles e.g. Lifelong Learner Self-starter Ability to work with minimum supervision Role Specific additional skills, traits, characteristics, and behavior required for a specific role e.g. Technical & end user support Technical writing & documenting

19 Process of Talent Management Recruiting On-Boarding Workforce planning Performance management Compensation and benefits Training & performance support Critical skills gap analysis Succession planning

20 Talent Assessment An important part of your overall talent management strategy is the development of the process organizations will use to evaluate performance and potential, and to identify future leaders, successors, and/or high potential employees. An effective talent assessment process should be: Consistent across your organization s business units Aligned to your organization s business needs and future leadership needs A multi-level process that involves several data points Well-defined and understood across the organization Assessment is often equated and confused with evaluation, but the two concepts are different. Assessment is used to determine what a person knows or can do, while evaluation is used to determine the worth or value of a course or program. Assessment data effects employee advancement, success and development (Herman & Knuth, 1991).

21 What Types of Assessment? How can SACCOs assess existing staff to track high potentials and ensure new hires meet the future needs of the business? Assessment: Online Psychometric Assessments Leadership/Management Assessment Batteries Assessment and Development Centers 360 degree feedback surveys and business assessments Competency model profiling, behavioral based interviews, multi-rater assessment tools

22 Assessment Benchmarking Define performance standards Identify incumbent sample Identify appropriate assessments Gather performance data for each employee Each employee completes assessment(s) Statistically analyze data to determine which assessment(s) scale(s) predict on-the-job performance Match employees performance data with their assessment data Develop recommendations and plans regarding future assessment and selection

23 Five Basics in Implementing Talent Management Identify and Assess Existing & Needed Talents Hiring and Developing Staff High Value Appraisals Understanding Compensation & its Impact Turnover and Succession Planning for the Future

24 Identify and Assess Existing & Needed Talents Identifying the competency skill sets needed in the SACCO Develop competency matrices to capture talent issues within a role and describe Develop a rating scale with scoring and weighting options based on requirements Track, evaluate, and manage competencies across the SACCO Implement a performance/competency management system

25 Quick Change Artist Job Commitment Sense of Urgency Ambiguity & Uncertainty Innovation Lifelong Learner Accountabilit y Value Add Service Manages Morale Kaizen Takes Ownership Expectations Inventory and Matrix Example Name / Skill Tonny Tom Bill Fred Mary Not Exhibited Familiar Accountability Needs Help Competent Can Mentor/Teach Needs Help

26 Recruiting and Developing Staff Recruiting vs. Hiring & the need to choose well in the process Employer vs. Employee gap analysis with respect to position Development opportunities in and outside the SACCO Reinforcing development with obligations Involve top performers in mentoring and coaching

27 High Value Appraisals Top-Down Employee Performance Evaluations Peer-to-Peer Employee Performance Evaluations 360-Degree Performance Reviews Self-Assessment Performance Reviews

28 Understanding Compensation What motivates who? Comparing apples to apples Non-financial compensation Managing expectations

29 How do you motivate employees???

30

31 Turnover and Succession Planning Turnover has to happen and is a two way process Turnover is an opportunity Internal candidates may or may not be appropriate for vacancies Transparency minimizes ancillary issues associated with turnover

32 Labor Market Who s Got The Power?

33 Managing The Talent War The war for talent exists, SACCOs need to address the workforce gaps and their future potential to remaincompetitive. Issues that need to be addressed include: How do I find and grow my knowledge workers and leaders? How large is the gap between my needs and reality? Buying talent will not be sufficient as a solution to meet my business needs. Growing talent internally is key, but how? We must retain talent, but how?

34 Winning The Battle For Hearts And Minds In order to achieve increased performance management must fully unlock the potential of their people. SACCOs need to increase objectivity for internal promotion They need to minimize poor hiring decisions Identify high potentials for fast track development Utilize a consistent and reliable measurement of important competencies Create and deliver a powerful learning experience for participants Provide transparency, equal opportunity & fairness for all

35 If you want 1 year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. Ancient Chinese Proverb

36 Summary Identifying talent is going to become more vital with the predicted skills shortage and therefore more science must be added to the selection process Although it may look like an additional cost, adding science to selection can save thousands in the future It is important to identify the right solution for your organization and the types of roles you hire Whatever you do, always start with the right competencies for each role and build from there Always remember, high potential is developed through a solid understanding of competency and behavior

37 END THANK YOU

SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA

SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA Introduction» Business continuity refers to the SACCO s ability to ensure that qualified employees are

More information

Aligning Recruitment to Talent Management Efforts Article By Kevin Vince Fernando PhD, DBA, MBA, MBus (Prof Accounting), MM, FSBP (UK)

Aligning Recruitment to Talent Management Efforts Article By Kevin Vince Fernando PhD, DBA, MBA, MBus (Prof Accounting), MM, FSBP (UK) Aligning Recruitment to Talent Management Efforts Article By Kevin Vince Fernando PhD, DBA, MBA, MBus (Prof Accounting), MM, FSBP (UK) Introduction The design and deployment of winning business strategy

More information

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

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

More information

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

SUCCESSION PLANNING AND MANAGEMENT GUIDE

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

More information

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

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

More information

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

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What

More 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

TalOp s End-to-End Employee Life Cycle Process. HowattHR 2011-13

TalOp s End-to-End Employee Life Cycle Process. HowattHR 2011-13 TalOp s End-to-End Employee Life Cycle Process HowattHR 2011-13 Contents Overview of Integrated Performance System Position Profiling & Analysis Aligning Competencies for Talent & Operations Competency-Driven

More information

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

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

More information

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

Hiring. Hiring the Right Team. Hiring for the Right Job. Total $

Hiring. Hiring the Right Team. Hiring for the Right Job. Total $ Hiring the Right Team A small business owner will often start as a sole-entrepreneur and then add employees as the business grows. While a large corporation will hire people to run a Human Resources department

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

Talent management strategy template

Talent management strategy template Talent management strategy template 2012 Halogen Software Inc. All rights reserved. Halogen, Halogen eappraisal, Halogen ecompensation, Halogen elearning Manager, Halogen esuccession, Halogen e360 Multirater,

More information

On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1

On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 On-boarding A Process for Retaining the Best Talent MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 Introduction to On-boarding On-boarding is a major tool in successful talent management

More information

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9 State of Washington Guide to Developing Succession Programs Updated November 2008 Page 1 of 9 Introduction The purpose of succession planning is to develop a pool of internal candidates for future vacancies.

More information

1 Executive Onboarding Reward vs. Risk

1 Executive Onboarding Reward vs. Risk 1 Executive Onboarding Reward vs. Risk Gerard F. McDonough and Becky Choi, J.D. LEADFIRST LEARNING SYSTEMS, LLC Challenging Transitions It would seem that as professionals become more advanced in their

More information

A Succession Planning Primer

A Succession Planning Primer Who s Next? A Succession Planning Primer by Kelly L. Fairbairn CEO, SyNet Americas President, PPS International Ltd. With a generation of leaders leaving their current roles for retirement and employees

More information

HR Trends & Priorities for 2012. McLean & Company 1

HR Trends & Priorities for 2012. McLean & Company 1 HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership

More information

Leadership and Human Resource Essentials (HRS402) Learning Objectives

Leadership and Human Resource Essentials (HRS402) Learning Objectives Leadership and Human Resource Essentials (HRS402) Learning Objectives Classroom Course Note: The Leadership and Human Resource Essentials classroom course has an online education requirement that can be

More information

Workforce Planning Toolkit. Competencies Overview

Workforce Planning Toolkit. Competencies Overview Workforce Planning Toolkit Competencies Overview 2015 Table of Contents 3 Introduction 4 The Value of Competencies 5 How to Use This Tool 6 How Competencies Help Supervisors 7 How Competencies Help Employees

More information

Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning

Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Allen Kriete Vice President, Healthcare Services; TEKsystems Sanja Licina Senior Director, Talent Intelligence and Consulting;

More information

Organizational Culture Transformation: Leveraging Culture to Enhance Performance

Organizational Culture Transformation: Leveraging Culture to Enhance Performance Organizational Culture Transformation: Leveraging Culture to Enhance Performance Allison Laks, PsyD Organization Development Manager Sacramento County Airport System Objectives Learn the model for successfully

More information

Turnover. Defining Turnover

Turnover. Defining Turnover Retaining Talent A guide to analyzing and managing employee turnover; By David G. Allen, Ph.D., SPHR SHRM Foundation s Effective Practice Guidelines Series Defining Turnover Turnover is defined as an employee

More information

NEW YORK STATE SUCCESSION PLANNING

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

More information

Leadership and Innovative Management Center of Excellence

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

More information

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

The High Performer Sales

The High Performer Sales The High Performer Sales ManagerS AND THEIR Seven Characteristics accela.com.au 1 The High Performer Sales ManagerS AND THEIR Seven Characteristics What characteristics have high performing sales managers

More information

The Fundamentals of Modern Talent Management for Business and HR Professionals

The Fundamentals of Modern Talent Management for Business and HR Professionals BersinBasics The Modern Talent for Business and HR Professionals Copyright 2012 Bersin & Associates. All rights reserved. M A I N T O P I C S A N D T R A C K S & Succession Leadership Fundamentals Competencies

More information

Anchoring Talent Management to Business Performance. Presentation by: Dr. Debbie Phillips, CPM

Anchoring Talent Management to Business Performance. Presentation by: Dr. Debbie Phillips, CPM Anchoring Talent Management to Business Performance Presentation by: Dr. Debbie Phillips, CPM Learning Outcomes Understand Current Employment Trends Utilize a Framework to Facilitate Talent Management

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

application and on-boarding for engineering professionals

application and on-boarding for engineering professionals application and on-boarding for engineering professionals Start with communication and transparency By joe lampinen introduction /02 On-boarding is becoming one of the most common challenges cited by engineering

More information

The fast track for employee development.

The fast track for employee development. The fast track for employee development. For learning to be truly effective and have long-lasting results, it needs to build upon the potential of each individual. That is the only way to bring about real

More information

Succession Planning Tool Kit

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

More information

SELF-ASSESSMENT: YOUR HUMAN CAPITAL SYSTEMS

SELF-ASSESSMENT: YOUR HUMAN CAPITAL SYSTEMS SELF-ASSESSMENT: YOUR HUMAN CAPITAL SYSTEMS Increasingly, business executives understand that human capital the skills, talents, and motivation of employees is truly an organization s most important asset

More information

Strategy Leadership Talent Culture Market. The Five Best Practices for Developing Succession Candidates White Paper

Strategy Leadership Talent Culture Market. The Five Best Practices for Developing Succession Candidates White Paper Strategy Leadership Talent Culture Market The Five Best Practices for Developing Succession Candidates White Paper White Paper About i4cp i4cp enables high performance in the world s top companies. i4cp

More information

Teacher Competency Model Example

Teacher Competency Model Example Teacher Competency Model Example Domains and Components of the Framework for Teaching Domain 1: Planning and Preparation a. Knowledge of & Pedagogy b. Knowledge of Students c. Selecting Instructional Goals

More information

Succession Planning. Rick Howell New Seasons Market. May 2013

Succession Planning. Rick Howell New Seasons Market. May 2013 Succession Planning Rick Howell New Seasons Market May 2013 What is Succession Planning? Succession planning is the long-term approach to developing talent for the organization s future needs. It involves

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

Competency Management at Its Most Competent

Competency Management at Its Most Competent Competency Management at Its Most Competent Competencies That Work for Business A recent survey by Human Resource Executive found that two of the top five challenges facing organizations today are aligning

More information

Strategic Alignment with Goals 101: Eleven FAQs Answered

Strategic Alignment with Goals 101: Eleven FAQs Answered Strategic Alignment with Goals 101: Eleven FAQs Answered See your talent at work. ClearCompany HRM is the innovation leader for integrated Talent Management. In 2014 we introduced our vision of the Strategic

More information

Designing Productive and Satisfying Work. Lesson 4

Designing Productive and Satisfying Work. Lesson 4 Designing Productive and Satisfying Work Lesson 4 Learning objectives After this lecture you should be able to: Describe how the design of work tasks and roles can align with overall HR strategy. Explain

More information

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014 Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area

More information

Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited

Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number

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

Program Self-Evaluation and ACLS Monitoring Tool. Massachusetts Department of Elementary and Secondary Education Adult and Community Learning Services

Program Self-Evaluation and ACLS Monitoring Tool. Massachusetts Department of Elementary and Secondary Education Adult and Community Learning Services 1 Program Self-Evaluation and ACLS Monitoring Tool Massachusetts Department of Elementary and Secondary Education Adult and Community Learning Services 75 Pleasant Street Malden, Massachusetts 02148 Telephone:

More information

Human Resources 2014 2015 REORGANIZATION 1

Human Resources 2014 2015 REORGANIZATION 1 Human Resources 2014 2015 REORGANIZATION 1 Table of Contents I. Our Focus 3 II. How We Get There 4 III. Organizational Charts 5-9 IV. Summary of Reorganization 10-13 V. Buckets of Work for 2014-2015 13

More information

PSI Leadership Services

PSI Leadership Services PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS

More information

METRICS FOR MEASURING HR EFFECTIVENESS - HR SCORE CARD. Uchenna Bassey

METRICS FOR MEASURING HR EFFECTIVENESS - HR SCORE CARD. Uchenna Bassey METRICS FOR MEASURING HR EFFECTIVENESS - HR SCORE CARD Uchenna Bassey Agenda q v How does HR Add Value to organization (alignment with organization goals) v How is effectiveness of HR measured Alignment

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

Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors:

Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice. Authors: Implementing a Strategic Human Resources Program: ASA s In the Trenches Experience Becoming an Employer of Choice Authors: Karen Pallansch General Manager Alexandria Sanitation Authority 1500 Eisenhower

More information

Want the Best Self-Directed Learning Experience in the Industry? e-learning Catalog

Want the Best Self-Directed Learning Experience in the Industry? e-learning Catalog Want the Best Self-Directed Learning Experience in the Industry? 2015 e-learning Catalog Industry and Technical Knowledge Packaged to Fit Your Needs Our e-learning library features a vast array of online

More information

HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT

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

More information

A guide to strategic human resource planning

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

More information

HR Pastime or Critical Business Strategy Enabler

HR Pastime or Critical Business Strategy Enabler HR Pastime or Critical Business Strategy Enabler An organization is nothing more than the collective capacity of its people to create value. Lou Gerstner former CEO of IBM Largest potential gains in revenue

More information

Understanding Hiring vs. Recruiting

Understanding Hiring vs. Recruiting Understanding Hiring vs. Recruiting Changing the hiring model to attract top talent involves rethinking practices. Dr. Cabot L. Jaffee AlignMark Inc. 500 Winderley Place #224 Maitland, FL 32751 February

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

TALENT DEVELOPMENT THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE DEVELOPMENT PROGRAMS

TALENT DEVELOPMENT THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE DEVELOPMENT PROGRAMS THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE PROGRAMS it s no secret that organizations who invest in employees are top performers. Programs like mentoring and coaching are increasingly popular methods

More information

Succession Planning and Career Development

Succession Planning and Career Development Succession Planning and Career Development Succession Planning and Career Development All trademarks are the property of their respective owners. IAAP claims no ownership interest in the trademarks. Table

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

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

Building A Talent Culture at Key

Building A Talent Culture at Key Building A Culture at Key Brian Fishel SVP, Head of Acquisition and Management Brian_L_Fishel@keybank.com Today Objective 1. Review Key s game plan for developing leaders capable of successfully executing

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

HRCI Recertification Credits

HRCI Recertification Credits HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates

More information

WAYS EMPLOYEE RETENTION PERFORMANCE REVIEWS

WAYS EMPLOYEE RETENTION PERFORMANCE REVIEWS BUSINESS PERFORMANCE GUIDE FIVE WAYS TO BOOST EMPLOYEE RETENTION AND EFFECTIVENESS WITH PERFORMANCE REVIEWS Recruiting new employees can cost companies tens of thousands of dollars. And while employee

More information

Employee Engagement: Making Change. Possible. Andrew Neang IMT 581

Employee Engagement: Making Change. Possible. Andrew Neang IMT 581 Employee Engagement: Making Change Possible Andrew Neang IMT 581 Problem Corporate change programs often fail because leaders do not fully engage employees in the process of design and implementation of

More information

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014 in Human Resources A Link Consulting White Paper March 2014 Many, if not all, business leaders readily agree that it is their employees who give them a competitive edge in the marketplace through strong

More information

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

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

More information

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

Using Technologies to Onboard New Hires

Using Technologies to Onboard New Hires Using Technologies to Onboard New Hires Statistics show that 1 in 6 new hires will leave in the first 6 months of employment. It is critical for employers to have an effective onboarding experience to

More information

Talent Management Courses

Talent Management Courses Talent Management Courses Business Succession Planning Developing and Maintaining a Succession Plan Change is a hallmark of today s business world. In particular, our workforce is constantly changing people

More information

at various levels tacit knowledge areas groups, offering individual sponsorship, special interest groups, and career development support

at various levels tacit knowledge areas groups, offering individual sponsorship, special interest groups, and career development support To harness ongoing support for your mentoring program, measuring success is key. Conducting a top-down goal analysis should include organizational objectives, key performance indicators (KPIs), targets,

More information

Talent Development Coordinator Job Description

Talent Development Coordinator Job Description Talent Development Coordinator Job Description Company: Northwestern Michigan College Salary Grade: 14 Functional Job Title: Talent Development Coordinator Effective Date: 9/23/2013 Functional Job Code:

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

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

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

Talent Management: A Critical Review

Talent Management: A Critical Review IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 16, Issue 9.Ver. I (Sep. 2014), PP 50-54 Talent Management: A Critical Review Prathigadapa Sireesha, Leela

More information

Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans

Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Contents WGEA Tool: Developing Succession Plans 3 Introduction 3 Developing and Implementing Succession Plans

More information

Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere

Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere Today s Presenters Brian Kelly Global Leader, Workforce Analytics & Planning Mercer brian,j.kelly@mercer.com Jacqueline

More information

BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS. Pearl Maphoshe

BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS. Pearl Maphoshe BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS Pearl Maphoshe BACKGROUND Activating business strategy through talent strategy Great people decisions and business success Sustainable

More information

Prince George s County Public Schools 14201 School Lane Upper Marlboro, Maryland 20772 www.pgcps.org

Prince George s County Public Schools 14201 School Lane Upper Marlboro, Maryland 20772 www.pgcps.org INSTRUCTIONAL DIRECTOR PERFORMANCE APPRAISAL NAME: POSITION: Appraiser: Attach Executive s goals and/or responses to this appraisal, as appropriate. PART I: GENERAL JOB COMPETENCIES As to each competency,

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

Consulting Performance, Rewards & Talent. Measuring the Business Impact of Employee Selection Systems

Consulting Performance, Rewards & Talent. Measuring the Business Impact of Employee Selection Systems Consulting Performance, Rewards & Talent Measuring the Business Impact of Employee Selection Systems Measuring the Business Impact of Employee Selection Systems Many, if not all, business leaders readily

More information

This page was left intentionally blank.

This page was left intentionally blank. This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit

More information

National Defense University Compensation Analysis Report

National Defense University Compensation Analysis Report 2014 National Defense University Compensation Analysis Report This report provides a comprehensive analysis of talent management best practices and an analysis of NDU s compensation strategy. Careerstone

More information

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

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

More information

Introduction. Background Knowledge. The Task. The Support the Work Setting Should Provide

Introduction. Background Knowledge. The Task. The Support the Work Setting Should Provide Introduction Onboarding new employees is always a challenge. Everyone has a learning curve a gradual progression from initial level of understanding to mastery of a new role. Succeeding in a new workplace

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

A Practical Approach to Implementing the COSO Internal Control Integrated Framework

A Practical Approach to Implementing the COSO Internal Control Integrated Framework A Practical Approach to Implementing the COSO Internal Control Integrated Framework Dr. Sandra B. Richtermeyer, CPA, CMA IMA s COSO Board Member Professor of Accountancy & Associate Dean Xavier University

More information

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance Human Resources Training Performance Management Training Module 2: Managing Employee Performance Table of Contents Learning Objectives...1 Expectations Of You As A Leader...3 Setting and Communicating

More information

Expanding Employer Engagement Seeking Advice and Involvement in Service Design and Delivery

Expanding Employer Engagement Seeking Advice and Involvement in Service Design and Delivery Expanding Employer Engagement Seeking Advice and Involvement in Service Design and Delivery WIOA Expectations: Business Services and Employer Engagement Three Engagement Strategies: Advice, Pipelines,

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

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects

More information

Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives

Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives By: Temre Green and Michael Brainard April 28th, 2005 Brainard Strategy 2121 Newcastle

More information

Unlocking Growth. A spark business guide

Unlocking Growth. A spark business guide A spark business guide Unlocking Growth True employee engagement goes beyond salary increases and bonuses. By doing more to meet their needs, you can foster a company-wide sense of ownership of challenges

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

Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management

Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management Unleashing Potential Building a Career Development Culture to Drive Employee Engagement Jeneane Blom Senior Consultant Right Management 2014 Right Management. All Rights Reserved. Right Management Overview

More information

Succession Planning. .from concept to results

Succession Planning. .from concept to results Succession Planning.from concept to results Presenters: Barbara Headly, Organizational Development Lead, WWCCAC Matt Jones, Manager, IT Implementation, WWCCAC 1 Why Succession Planning matters A strategic

More information

Performance Management. Date: November 2012

Performance Management. Date: November 2012 Performance Management Date: November 2012 SSBA Background Document Background 3 4 Governance in Saskatchewan Education System 5 Role of School Boards 6 Performance Management Performance Management Overview

More information