How to Develop a Talent Management Strategy
|
|
- Naomi Welch
- 7 years ago
- Views:
Transcription
1 How to Develop a Talent Management Strategy TM Raising your profile and adding real value to your organisation The author of this article was Lucinda Carney a business psychologist with more than 15 years experience in Corporate L&D. You can contact her or another member of the Advance Change team on info@advancechange.com
2 Talent Management is a really hot topic at the moment although it could be seen as quite confusing and in some cases problematic. However, if you are an HR or L&D professional it allows you to raise your profile and add real value to your organisation as it is a way of linking all your people activities to the business or organisational strategy. Themes which fit into Talent Management might be: Employee engagement; Recruitment models and retention strategies; Role profiling to measure or develop key skills e.g. technical or leadership competence; Performance Management; Learning & Development including Management & Leadership skill development and succession planning. In short it is all about aligning systems and processes to recruit the best people then manage, develop and retain them. What is a Talent Management Strategy? A Talent Management Strategy shows how the business strategy and/or key organisational goals are aligned with internal people related drivers and activities. This is done in a way that maximises the chance of creating synergies and positive results in both areas. Why is it valuable? It s valuable because it shows the relationship between strategic business or organisational outcomes and people initiatives. This can give them the chance to be taken seriously and demonstrate real value by preventing them being devalued when time or budget pressures arise. It helps the whole organisation understand the purpose of certain people orientated initiatives which make them more compelling and meaningful, e.g. Employee engagement isn t just about how happy people are, we want to measure and improve it because it has been proven to correlate with improved business and organisational outcomes. How to develop a Talent Management Strategy: 1. Spend time with the board to understand future goals and drivers Understand what the key organisational drivers are for the next few years, what are the business goals and challenges in the marketplace or environment that your organisation operates in. What is the competition doing or how are other organisations getting ahead? It is important to have this conversation at the highest level as you need your findings or recommendations to be taken seriously and sponsored as drivers of the overall business plan. 2. Define and agree the potential links to people related systems and capabilities Analyse how the strategic goal may be impacted by people related skills, structures and attitudes. It may help if you think in terms of as is and to be or perhaps complete a SWOT analysis by analysing potential strengths, weaknesses, opportunities & threats within these environments. You need to consider whether your people have the right skills to operate effectively and/or deliver competitive advantage within the future environment. So, if you are in an environment of changing technology you may need to recruit people with new skills or train internal staff to have this competence. In an ever changing NHS landscape the issue may be around patient safety & satisfaction, which may be affected by a number of drivers from effective resourcing to joined up teams and increased communication. 2
3 3. Define and evaluate potential enablers or solutions In a landscape of ever changing technology we need to look at the skills and capabilities we recruit, we need to retain key talent with these skills and we may also want a training programme for existing staff. Each of these options will have pros and cons such as cost or time which can be evaluated to consider which is most attractive for your organisation and you may even need a combined strategy. In the case of the NHS example, as with other large public sector organisations, this may be quite complex as it is likely that there are a number of relevant drivers so some further investigation could be needed, e.g. you may need to do some work around defining team values and competencies and for these to be communicated and embedded. You may also need to investigate blockers to team communication and look at how to remove these. Strategic tools like force field analysis can be helpful here. The key here is to prevent things from becoming over complicated and dragging on. Ensure any workgroups have clear time frames and defined outcomes, keep momentum by continuously pulling it together and deciding on clear next steps. Then be prepared to simplify the message for the masses. Once you have your recommendations, a picture is a great way of simplifying complexity and helping people see how everything fits together. Work with others to map out the recommendations in a visual format and show how they link to the overall organisational goal. Test the clarity of the visual with colleagues and get buy in from your original sponsors. 4. Plan the implementations including success measures You have defined the big picture and got buy in, now it is about putting it into action. Define how many projects form part of your strategy and define each one in terms of desired outcomes, time frames and steps to get there. You may well need to assign different owners to each project if you have the resource and they are to happen in parallel. If so, it is important to keep them aligned with the overall talent strategy and each other. One way to do this is by forming a steering group that meets regularly to connect with the bigger picture and holds people accountable for time frames. Think each strategy through in terms of success measures before you enact them, as you may well need to take a benchmark skills of the situation before you start. An example of this may be 360 feedback for managers at the start and end of a training programme to evaluate progress. This, for example, would be better evidence of change than training evaluation forms. 5. Communicate, implement, monitor & tweak In an ideal world you want your strategy to be widely understood, however this only applies if it is a positive message for all. If this is a narrow talent management strategy that affects the minority only, then it is important to think about the impact and how to communicate to the majority. Some people avoid the term talent, as it can be seen as elitist. Alternatives could be Organisational Development or Employee Engagement Strategy. The point to understand is that people need to understand why if they are invited to take part in something. The more you can help people see the relationship between initiatives that involve them, or requirements for behavior change, the greater their potential buy in and commitment. 3
4 Define measurable objectives around the sub aspects of your strategy, e.g. 70% of engineers trained in Y technology by Z. Commit to reporting progress back up to the original board sponsors as ultimately this is supporting and enabling the achievement of your overall organisational goals. Keep it focused and fresh, don t be afraid to adjust and update your talent strategy over successive years if it remains relevant, or you may need to build new or supporting visuals as the business drivers evolve. The key is keeping it connected with the overall direction of the organisation at all times, that s what makes it a strategy. Case Study: Siemens Enterprise Communications Telecoms & IT Industry; 2,200 staff Situation: Core skills were around telecoms technology which was declining and being replaced by broader IT technology which required skills better suited to fast moving American competitors who were poaching the best talent. Business Strategy: To retain market share and compete to win in the global IT market space Talent Management Strategy: A dual capability & commitment strategy The rationale: It was too costly to bring in people from the outside as the intense competition was creating a price war, it was also difficult to keep the best people. Therefore, it was decided to develop as many of the engineers as possible in the relevant qualifications while ensuring that they felt valued by maintaining their engagement. The solution: More than 200 Engineers & Solutions Architects were trained to pass the relevant qualification therefore broadening their skillset to support the new technology. Sales were trained to communicate the broader offering to existing customers, protecting the base clients. However, it was vital to ensure that this key talent was now retained within the business. The business understood the importance of the line manager in terms of engagement and retention, however that role had been undervalued for some time. People and performance management became a key strategic focus as an enabler of engagement and of course retention. Managers needed to be developed and a series of management and leadership programmes were developed providing a career path. This was mirrored for technical experts with a specialist career path designed to give a sense of progression without forcing them into people management roles. Other development initiatives sat within this space, all aligned with the overall strategic goals, e.g. Assessment Centres and Project Rotation. The result: A skill turnaround in 18 months; Growth & retention of the customer base and attrition rates in key areas more than halved from 18% at a peak to 6%. 4
5 Business Strategy Capability Strategy Skills & Agility Commitment Strategy Engagement Empowered Growth Culture Leadership Development Specialist Career Path Mentoring Assessment and Dev. Centres Projects Job Rotation Succession Planning Best practice people management Performance Management & Role Clarity Conclusions: A Talent Management Strategy is really just about joining up the dots, when you think about it, it is just about common sense. However, many organisations are guilty of introducing pockets of people related initiatives that don t join together. When that happens, it is confusing and risky as things become disjointed and may start pulling against each other. It is important that the strategy is agreed, with senior sponsorship and then owned by someone who can and will drive it forwards with the support of a team. Don t be afraid to review and change it in line with business strategy and continually remind people of the bigger picture why they are doing it. Good luck! 5
6 For related articles on people and performance management please visit our website TM Make Actus TM the driving force in your organisation... 6
ENHANCING PERFORMANCE MANAGEMENT: THE VALUE OF STAFF APPRAISALS A BUSINESS INSIGHT REPORT BY KAPLAN
ENHANCING PERFORMANCE MANAGEMENT: THE VALUE OF STAFF APPRAISALS A BUSINESS INSIGHT REPORT BY KAPLAN 1 INTRODUCTION In 2014, leading global education and training provider Kaplan carried out a survey among
More informationUK Medical Marketing Courses 2011 / 2012 Programme
UK Medical Marketing Courses 2011 / 2012 Programme To book your place, please call: 0845 4090 897 or email: info@pilgrimconsultancy.co.uk Winning Product Launches Date: 3 rd and 4 th October 2011 Cost:
More information360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com
60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.
More informationThe Success Profile for Shared Services and Centres of Expertise
1 The Success Profile for Shared Services and Centres of Expertise Contents Role and models 3 Great minds think alike 4 Five factors that make the difference 5 Five factors in action 7 What can we take
More informationStrategic 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 informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationCloud Based Performance Management
Cloud Based Performance Management Making the Business Case for Performance Management in the Cloud TM The author of this article was Lucinda Carney a business psychologist with more than 15 years experience
More informationStrategic Choices and Key Success Factors for Law Firms June, 2010. Alan Hodgart
Strategic Choices and Key Success Factors for Law Firms June, 2010 Alan Hodgart The Association of Danish Law Firms 1 Huron Consulting Group Inc. All rights reserved. Huron is a management consulting firm
More informationPHSO. Employee Survey Feedback & Planning
PHSO Employee Survey Feedback & Planning Who are People Insight? We are a specialist consultancy in organisational development & employee engagement We run engagement surveys, develop insights and lead
More informationTest 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 informationGrow your people. Grow your capability. Grow your business.
50 years of manufacturing education in Cambridge Grow your people. Grow your capability. Grow your business. Executive and professional development for manufacturing and technology companies Education
More informationStaff Development Service Guide to Writing SMART Objectives
Staff Development Service Guide to Writing SMART Objectives www.glasgow.ac.uk/services/humanresources Introduction: How to write SMART objectives The University is characterised by the quality and commitment
More informationRecruitment and Selection
Recruitment and Selection The recruitment and selection belongs to value added HR Processes. The recruitment is about: the ability of the organization to source new employees, to keep the organization
More informationCAREER 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 informationGENDER DIVERSITY STRATEGY
GENDER DIVERSITY STRATEGY Purpose TMB s Gender Diversity Strategy acknowledges the value of a gender diverse workforce and details our commitment to ensuring that all workplace policies support and enable
More informationCreating a Customer Advisory Board Overview and Checklist by Clearworks
Creating a Customer Advisory Board Overview and Checklist by Clearworks Customer insight programs play an important role for both B2B and B2C companies. The programs advise everything from new product
More informationAddressing the challenges of Performance Management. part of our We think series
Addressing the challenges of Performance Management part of our We think series Contents Contents 2 The Return on Investment in Performance Management 3 The challenges of effective Performance Management
More informationUsing 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 informationThe Coaching Playbook. Your Must-Have Game Plan for Maximizing Employee Performance
The Coaching Playbook Your Must-Have Game Plan for Maximizing Employee Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas
More informationCoaching and Getting the Best out of Others-1
20-20 MDS Coaching and Getting the Best out of Others-1 1 WELCOME the group. You may choose to use a short icebreaker or mixer exercise to get the session started, but don t let it go too long. Rather
More informationMaster of Health Sciences (MHS) Program Review Recommendations
Master of Health Sciences (MHS) Program Review Recommendations The MHS program review was conducted in March of 2015. The review team consisted of 2 internal (Dr. Pat Morse and Dr. John Sherlock) and 2
More informationi2isales Training Solution - Sales Management
Please note: This document has been created due to requests from some of our customers for an off the shelf solution. It represents a very basic outline of the type of offering(s) we provide - and should
More informationREPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL
Report to Personnel Committee REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES 20th January 2016 WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Agenda Item: 4 Purpose of the Report
More informationSEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER ENGAGEMENT - A WINNING APPROACH
SEYMOUR SLOAN IDEAS THAT MATTER MOVING BEYOND CUSTOMER EXPERIENCE TOWARDS CUSTOMER - A WINNING APPROACH INTRODUCTION The traditional discussion within organisations has always focused around the customer
More informationTop 10 Tips to Ensure Membership Renewal
Top 10 Tips to Ensure Membership Renewal Membership organisations have a duty to protect their most valuable resource: their members. And this means not only finding and recruiting members for their groups,
More informationGood practice Public Service Communications Unit Communications Function Review 2009
Final text: 06/04/10 Good practice Public Service Unit Function Review 2009 Purpose The purpose of this paper is to outline recommendations on good practice communications unit models and guidelines for
More informationMust have law firm experience. Where are the new ideas coming from?
Must have law firm experience. Where are the new ideas coming from? Same old same old. Must have previous law firm experience. This has to be the most common phrase to appear on job descriptions for marketing
More informationPeople & 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 informationthe role of the head of internal audit in public service organisations 2010
the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public
More informationImprove Sales Performance
Improve Performance by Investing In Talent Management Competitive compensation programs have their place in motivating sales teams, but not all sales force performance problems can be solved with money.
More informationThe 2014 Ultimate Career Guide
The 2014 Ultimate Career Guide Contents: 1. Explore Your Ideal Career Options 2. Prepare For Your Ideal Career 3. Find a Job in Your Ideal Career 4. Succeed in Your Ideal Career 5. Four of the Fastest
More informationHR Fast Stream Graduate Programme
HR Fast Stream Graduate Programme 02 Contents Welcome p.03 What is the HR Fast Stream Graduate Programme? p.04 What are we looking for? p.07 Your Fast Stream career path p.08 Location p.09 Profiles p.10
More informationSection 2 - Key Account Management - Core Skills - Critical Success Factors in the Transition to KAM
Section 2 - Key Account Management - Core Skills - Critical Success Factors in the Transition to KAM 1. This presentation looks at the Core skills required in Key Account Management and the Critical Success
More informationSeven Things Employees Want Most From Their Training
RESEARCH REPORT Seven Things Employees Want Most From Their Training Executive Summary In 2013 we set out to discover what 1,001 office workers really think about training. Commissioning Opinion Matters,
More informationIntroducing career development: toolkit
Introducing career development: toolkit If you want to lift engagement and retention, increase performance, use talent more effectively or build a future workforce, it s a good time to think about introducing
More informationHow 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 informationPeople Strategy in Action
People Strategy in Action Welcome to Our People Strategy 2 The Bausch + Lomb People Strategy The Bausch + Lomb People Strategy 3 Introduction Transforming our company through our people Our transformation
More informationCase Study / A consistent approach to transforming mindset that changes the face of retail one smile at a time
Case Study / Over 5,000 Vodafone sales staff and managers equipped with new attitude and skill set to deliver an outstanding customer experience across 17 countries. A consistent approach to transforming
More informationHow your business could be wasting thousands on business and executive coaching
How your business could be wasting thousands on business and executive coaching UK companies are seeing little return from their business and executive coaching - you can turn this around. We are an Executive
More informationTHE ROAD AHEAD REPORT:
2012 THE ROAD AHEAD REPORT: The Future of Field Service Delivery EXECUTIVE SUMMARY THE ROAD AHEAD: The Future of Field Service Delivery The 2012 Future of Field Service Delivery report investigates how
More informationRecruitment Process Outsourcing Methodology Statement
Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About
More informationSo you think you ve got RPO?
So you think you ve got RPO? Are you getting enough of the right candidates? Are you measuring what good looks like? Do you have an EVP? Do you have a social media strategy? Do you have attrition or employee
More informationShell Mentoring Toolkit
Shell Mentoring Toolkit A reference document for mentors and mentees Human Resources LEARNING 25/07/2007 Copyright: Shell International Ltd 2006 CONTENTS What is Mentoring? 4 The Mentor s Role The Role
More informationMasterclass Series. Sales Training Courses
Masterclass Series of Sales Training Courses Testimonials I always enjoy how I feel after a durhamlane workshop empowered and motivated to attack my sales objectives. Cost effective and very good value
More informationSample interview question list
Sample interview question list Category A Introductory questions 1. Tell me about yourself. 2. Why would you like to work for this organisation? 3. So what attracts you to this particular opportunity?
More informationCoaching and Career Development
Coaching and Career Development Overview Five key ways to coach and support career development. What is coaching? Hold frequent coaching meetings with employees Work on your coaching skills Plan and prepare
More informationLeading on Learning. A hands-on guide for line managers
Leading on Learning A hands-on guide for line managers Welcome to our Leading on Learning guide, one of the many ways in which we at the Campaign for Learning are working to celebrate and promote the huge
More informationThe Barking and Dagenham APPRENTICESHIP SCHEME
The Barking and Dagenham APPRENTICESHIP SCHEME 2 The Barking & Dagenham Apprenticeship Scheme Email Learn2earn@lbbd.gov.uk or call 020 8270 6530 3 Apprenticeships: Opening Doors to a Better Future The
More informationUnderstanding 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 informationThe Future of Recruiting Experience a Complete Talent Acquisition Transformation
The Future of Recruiting Experience a Complete Talent Acquisition Transformation Are you still stuck in the Recruiting Past or are you ready for the Future of Recruiting? If your organization isn t recruiting
More informationCHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep
More informationTalent Management Leadership in Professional Services Firms
Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3
More informationINVESTORS IN PEOPLE ASSESSMENT REPORT. Rodor Housing & Support Limited
INVESTORS IN PEOPLE ASSESSMENT REPORT Rodor Housing & Support Limited Page: 1 of 11 Key Information Assessment Type Investors in People Specialist Name First time assessment Sue Long Visit Date 10/2/2014
More informationPerformance Management Consultancy
Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management
More informationWE 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 informationSTRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY
STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic
More informationBriefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24
Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding
More informationREVEALED: THE BLUEPRINT FOR BUSINESS SUCCESS Find out if you are achieving your full growth potential
REVEALED: THE BLUEPRINT FOR BUSINESS SUCCESS Find out if you are achieving your full growth potential Overview Running your own business can be tough. There s a huge amount of advice out there but you
More informationBenefits make up an important component of the employment. Employee Benefits in a Total Rewards Framework. article Business Case for Benefits
article Business Case for Benefits Employee Benefits in a Total Rewards Framework Benefits represent one of the largest investments a company makes in its talent. However, our tendency can be to design,
More informationInsight. The analytics trend. in customer service. 4-point plan for greater efficiency in contact centres. we are www.daisygroup.
Insight The analytics trend in customer service 4-point plan for greater efficiency in contact centres 2 Introduction The subject of analytics these days includes a vast number of factors relating to customer
More informationProject Management Excellence Enabling Quality In Project Execution
WHITE PAPER DRAFT Project Management Excellence Enabling Quality In Project Execution Grzegorz Szalajko, Grzegorz Dzwonnik, Louis Klein, Steve Raue 20/02/2014 Version 1 Systemic Excellence Group Independent
More informationTALENT MANAGEMENT A LINK TO BUSINESS STRATEGY
TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What
More informationBecoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams.
Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Agile for Business www.agilefluent.com Summary The
More informationVirtual Programme for HR Business Partners
Virtual Programme for HR Business Partners Why virtual? Many of our clients want to attend HR Business Partner workshops but are based across the country or have global Business Partner teams. So we created
More informationRight: 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 informationAn Approach to Delivering. Professional Coaching Services. For Change
An Approach to Delivering Professional Coaching Services For Change 1 Our Approach to Delivering Coaching for Change Content Definitions of coaching... 3 What coaching services can Pervue Limited deliver?...
More informationCareers Advisers Day 16 September 2010. Internal Use Only - Not to be disclosed outside Standard Life group
Careers Advisers Day 16 September 2010 Introduction to Careers Advisers Day Sandy Begbie Group People & Transformation Director Standard Life context Standard Life is a leading long term savings and investment
More information7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE
7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE Insights from Ceridian s 4th Annual Pulse of Talent Survey EXECUTIVE SUMMARY The insights provided by more than 800 working Canadians show
More informationThe early days Ensure success for your new hires Expectations set during the
Issue No. 4: The early days Ensure success for your new hires Expectations set during the recruitment process are quickly put to the test once a new executive moves into his or her office. The notion of
More informationB2B Customer Satisfaction Research
Circle Research White Paper B2B Customer Satisfaction B2B Customer Satisfaction Research IN SUMMARY This paper on B2B customer satisfaction research: Identifies why customer satisfaction matters Provides
More informationTalent Management Framework
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
More informationOrganizational Design Toolkit
Organizational Design Toolkit We provide below highlights of the approach to developing/confirming the preferred service delivery model and organizational structure for an organization. The key steps are:
More information1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation.
Draft Communications Strategy -2018 1. Introduction and context 1.1. In the challenging and changing environment of local government, it s really important that regular, reliable and accurate information
More informationOrganizational Change: Managing the Human Side
Organizational Change: Managing the Human Side Based on findings from the American Productivity & Quality Center s 1997 Organizational Change consortium benchmarking study Changing Regulatory or Legal
More informationInternal Audit Division
Internal Audit Division at the Financial Conduct Authority Information Pack April 2013 Contents of Information Pack A. Introduction B. Internal Audit Terms of Reference C. Organisation D. Skills and Competencies
More informationStrategic 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 informationDoes Your Business Strategy Prioritize Talent Management?
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
More informationTalent 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 informationRelationship between talent management and organizational success
International Research Journal of Applied and Basic Sciences 2012 Available online at www.irjabs.com ISSN 2251-838X / Vol, 3 (12): 2424-2430 Science Explorer Publications Relationship between talent management
More informationINVESTORS IN PEOPLE ASSESSMENT REPORT
INVESTORS IN PEOPLE ASSESSMENT REPORT Birmingham City University Human Resources Department Page: 1 of 19 Key Information Assessment Type Review Investors in People Specialist Name Bob Morrison Visit Date
More informationNSPCC JOB DESCRIPTION. Database Training and Support Manager. (Grade 5 - Senior Business Support Officer)
NSPCC JOB DESCRIPTION Job Title: Database Training and Support Manager (Grade 5 - Senior Business Support Officer) Function: Department: Supporter Services and Database Administration Supporter Experience
More informationISO 9001:2015 Your implementation guide
ISO 9001:2015 Your implementation guide ISO 9001 is the world s most popular management system standard Updated in 2015 to make sure it reflects the needs of modern-day business, ISO 9001 is the world
More informationREPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE
Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose
More informationThe 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 informationSuccessful Succession Planning
Successful Succession Planning Do you have the skill set needed in your team? Geraldine Buckland HR Consulting, People Management 10 th July 2014 Disclaimer The seminar is of a general nature and is not
More informationTALENT MANAGEMENT Readiness Assessment. Competency Example Writing Workbook
TALENT MANAGEMENT Readiness Assessment Competency Example Writing Workbook May 2010 TIPS FOR WRITING COMPETENCY EXAMPLES 1. Keep in mind as you write your examples that the Leader-Manager competencies
More informationGuideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010
Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0
More informationSelf Assessment. Introduction and Purpose of the Self Assessment Welcome to the AdvancED Self Assessment.
Self Assessment Introduction and Purpose of the Self Assessment Welcome to the AdvancED Self Assessment. The Self Assessment is designed to serve as a valuable tool to help schools assess and maintain
More informationMaking Your 360 Degree Feedback more effective in delivering successful behavioural change
Making Your 360 Degree Feedback more effective in delivering successful behavioural change Research Findings & The 10 Key Questions for Success By Jo Ayoubi, Senior Consultant, Track Surveys Author of
More informationwe re all about you ABOUT US
HR Consulting Executive and Executive Recruitment and Recruitment HR Consulting ABOUT US Quinton Anthony s point of difference is their ability to intimately understand our business and objectives, enabling
More informationModernisation of the IPR System
Modernisation of the IPR System Project Component Number: C3 Activity Cluster: Key Activity Code: Title:, Beneficiary/ies: MANAGEMENT AND STAFF ROSPATENT Subject(s): QUALITY MANAGEMENT Proposed Location(s):
More informationTALENT TRENDS AND PRIORITIES 2016
HEALTH WEALTH CAREER TALENT TRENDS AND PRIORITIES 2016 WEBCAST 27 APRIL HEALTH WEALTH CAREER 2016 GLOBAL TALENT TRENDS KEY FINDINGS TODAY S SPEAKERS EPHRAIM SPEHRER-PATRICK EuroPac Talent Strategy Practice
More informationThe search is over. Part of Reed Specialist Recruitment
The search is over Part of Reed Specialist Recruitment reedglobal.com 1 2 Contents Three Five Seven Nine Eleven Thirteen Your business is our specialist subject Sourcing the best Our services Testimonials
More informationParticipants Manual Video Seven The OSCAR Coaching Model
Coaching Skills for Managers Online Training Programme Part One Fundamentals of Coaching Participants Manual Video Seven The OSCAR Coaching Model Developed by Phone: 01600 715517 Email: info@worthconsulting.co.uk
More informationDEFINE YOUR SALES PROCESS
DEFINE YOUR SALES PROCESS TO GROW YOUR BUSINESS Internet Marketing 101: How Small Businesses Can Compete with the Big Guys DEFINE YOUR SALES PROCESS TO GROW YOUR BUSINESS A strong and effective sales team
More informationWiltshire Council s Behaviours framework
Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council
More informationhit the ground sprinting accelerated performance through effective onboarding
hit the ground sprinting accelerated performance through effective onboarding hit the ground sprinting accelerated performance through effective onboarding 2 if you ve questioned the business impact of
More informationCorporate Fundraising Pack
Corporate Fundraising Pack Thank you! By opening this Corporate Fundraising Pack for The Gingerbread Centre you have taken the first step to creating a future for vulnerable families in Staffordshire.
More informationOptimise. Achieving the perfect reward and benefits programme
Is your reward and benefits strategy fit for purpose? Over the last few years the turbulent UK economy, coupled with a constant stream of legislation and regulation when it comes to pensions, reward and
More informationcustomer experiences Delivering exceptional Customer Service Excellence
Delivering exceptional customer experiences Customer Service QA can work with you to create customer experiences that consistently reflect the aims, values and aspirations of your organisation. Every organisation
More information