1 Talent Management What is it? Why now? May, 2006 Josh Bersin, Principal "Talent Management" has become one of the most important buzzwords in Corporate HR and Training today. In this article we will explain the history, principles, and processes of talent management and help readers understand our research agenda in this important area. From Personnel to Strategic HR to Talent Management To understand why Talent Management has become so important, we must first look at the evolution of corporate HR: Stage 1: Personnel Department: In the 1970s and 1980s the business function which was responsible for people was called "The Personnel Department." The role of this group was to hire people, pay them, and make sure they had the necessary benefits. The systems which grew up to support this function were batch payroll systems. In this role, the personnel department was a well understood business function. Stage 2: Strategic HR: In the 1980s and 1990s organizations realized that the HR function was in fact more important - and the concepts of "Strategic HR" emerged. During this period organizations realized that the VP of HR had a much larger role: recruiting the right people, training them, helping the business design job roles and organization structures (organization design), develop "total compensation" packages which include benefits, stock options and bonuses, and serving as a central point of communication for employee health and happiness. The "Head of Personnel" became the "VP of HR" and had a much more important role in business strategy and execution. The systems which were built up to support this new role include recuiting and applicant tracking (ATS), portals, total compensation systems, and learning management systems. In this role, the HR department now became more than a business function: it is a business partner, reaching out to support lines of business.
2 Stage 3: Talent Management: We are now entering a new era: the emergence of "Talent Management." While strategic HR continues to be a major focus, HR and L&D organizations are now focused on a new set of strategic issues: How can we make our recruiting process more efficient and effective by using "competencybased" recruiting instead of sorting through resumes, one at a time? How can we better develop managers and leaders to reinforce culture, instill values, and create a sustainable "leadership pipeline?" How do we quickly identify competency gaps so we can deliver training, e-learning, or development programs to fill these gaps? How can we use these gaps to hire just the right people? How do we manage people in a consistent and measurable way so that everyone is aligned, held accountable, and paid fairly? How do we identify high performers and successors to key positions throughout the organization to make sure we have a highly flexible, responsive organization? How do we provide learning that is relevant, flexible, convenient, and timely? These new, more challenging problems require new processes and systems. They require tigher integration between the different HR silos -- and direct integration into line of business management processes. Today organizations are starting to buy, build, and stitch together performance management systems, succession planning systems, and competency management systems. The HR function is becoming integrated with the business in a real-time fashion.
3 Best-practice examples of companies embarking on these processes include Aetna, Capgemini, Eastman Chemical, Kimberly-Clark, PitneyBowes, SCI, Seagate, Steelcase, Textron, and more. You can read about these companies' talent and performance management initiatives in Performance Management Defining the Talent Management Process Organizations are made up of people: people creating value through proven business processes, innovation, customer service, sales, and many other important activities. As an organization strives to meet its business goals, it must make sure that it has a continuous and integrated process for recruiting, training, managing, supporting, and compensating these people. The following chart shows the complete process: 1. Workforce Planning: Integrated with the business plan, this process establishes workforce plans, hiring plans, compensation budgets, and hiring targets for the year. 2. Recruiting: Through an integrated process of recruiting, assessment, evaluation, and hiring the business brings people into the organization. 3. Onboarding: The organization must train and enable employees to become productive and integrated into the company more quickly. 4. Performance Management: by using the business plan, the organization establishes processes to measure and manage employees. This is a complex process in itself, which we describe in detail in our new research Performance Management 2006.
4 5. Training and Performance Support: of course this is a critically important function. Here we provide learning and development programs to all levels of the organization. As we describe in the Death of the Corporate University, this function itself is evolving into a continuous support function. 6. Succession Planning: as the organization evolves and changes, there is a continuous need to move people into new positions. Succession planning, a very important function, enables managers and individuals to identify the right candidates for a position. This function also must be aligned with the business plan to understand and meet requirements for key positions 3-5 years out. While this is often a process reserved for managers and executives, it is more commonly applied across the organization. 7. Compensation and Benefits: clearly this is an integral part of people management. Here organizations try to tie the compensation plan directly to performance management so that compensation, incentives, and benefits align with business goals and business execution. 8. Critical Skills Gap Analysis: this is a process we identify as an important, often overlooked function in many industries and organizations. While often done on a project basis, it can be "business-critical." For example, today industries like the Federal Government, Utilities, Telecommunications, and Energy are facing large populations which are retiring. How do you identify the roles, individuals, and competencies which are leaving? What should you do to fill these gaps? We call this "critical talent management" and many organizations are going through this now. In the center of this process are important definitions and data: job roles, job descriptions, competency models, and learning content. How do you Develop and Implement a Talent Management Strategy? As I describe above, Talent Management is a natural evolution of HR. It is a series of business processes -- not a "product" or "solution" you can buy. Organizations we speak to are focused on different elements -- driven by their maturity and the urgent business problems they face today. While a few mature organizations have dealt with most of the processes above, most organizations focus on several of the key elements and build an integrated approach over time. Additionally, Talent Management is a "forward-looking" function. Not only should talent management improve your organization's flexibility and performance, it should give you the information and tools to plan for growth, change, acquisitions, and critical new product and service initiatives. A few critical issues we have identified in our research: 1. Talent Management requires integration and communication between existing HR-L&D functions. Training can no longer be "left on an island." As we detail in our workshops, the L&D organization must align much more closely with the performance management and recruitment process. Training programs should be developed and updated to continuously address problems which surface in the performance management process. New hires which are hired because of certain competencies should see a set of training offerings which complement and reinforce these competencies. Compensation program should naturally tie to the performance management process.
5 2. Competency management, a mis-understood and difficult part of training and HR, has become critical. The job descriptions, roles, and competencies used for performance management are shared by L&D, recruiting, and succession planning. There are many techniques for effective use of competencies - many are described in our performance management systems research. A simple best-practice is for your organization to have a small set of consistent, easy-to-understand competencies which can be applied across the organization. 3. Software solutions are maturing. Despite vendor claims, there is no complete "talent management" software solution yet. Vendors each offer different elements of this solution. To solve urgent problems, most companies today buy standalone systems: standalone learning management systems, standalone standalone performance management systems, standalone recruiting and standalone compensation systems. As the market matures and companies press harder for integration, vendors will create more integrated solutions. Even if you do find an integrated toolset which manages multiple talent processes, the biggest challenges in implementation are integrating you own business processes. Our keynote new research report, Performance Management 2006, details the state of this industry and provides detailed analysis of the top 20 performance and talent management systems providers. What does this mean to your Organization? Talent Management is a powerful and important trend across HR and L&D. It changes the way you are organized, how you use technology, how your resources are allocated, and how you measure what you do. If you are a training manager, director, or CLO, talent management will impact your role. You may be asked to integrate your learning programs with the company's performance management initiative. Many organizations have a new job: The VP of Talent Management. This role typically includes Learning & Development, Performance and Competency Management, and Succession Planning fucntions. We believe that this integrated "HRD" function is an important evolution in the way HR organizations are run. What does this mean to your HR-IT Strategy? Talent Management will also impact your systems strategy: For example, do you want a standalone LMS or should your LMS be integrated with the company's performance management systems? What systems integration are the most important? How do you use competency models to tie learning to performance management? What "suite" products are mature enough for your particular organization's needs? The role of HRIT has also become much more complex. It is no longer possible to focus on HRIS systems alone - HRIT must understand learning technology, competency management technology, portal technology, and the integration of these different applications. In many organizations LMS systems, for example, are not managed by HRIT. Over time we believe the role of HRIT will be more strategic than ever. How can you learn more? One of the best ways to learn more about this important area is to read our keynote new research report: Performance Management This report, the culmination of almost 18 months of
6 research in this area, will help you understand best practices, trends, and vendor solutions in performance and talent management and give you valuable insights on processes, systems and strategies. We are actively involved in vendor research, best-practices research, and case studies. If you have questions or a best-practice case study to share, please contact us. Key Research to Help you Understand This Area Performance Management 2006 Industry Study The High Impact Learning Organization Research The Convergence of Learning and Performance Management High Impact Learning Organization Workshop
7 Confronting the Leadership Crisis: What Works, What Doesn t, What Lies Ahead Highlights and Insights from Hay Group and Chief Executive magazine Research into "The Best Companies for Leaders" 2006 Hay Acquisition Company I, Inc. All Rights Reserved.
8 2 Agenda The Leadership Crisis Hay Group/CEO Magazine Best Companies for Leaders research findings: What works What helps What s not worth the effort What you can do about it Presenters Mary Fontaine Tharuma Rajah Bruce Sevy 2006 Hay Acquisition Company I, Inc. All Rights Reserved
9 3 The global leadership crisis Some economists are calling this an economic tsunami Organizations around the globe are struggling to develop the number and quality of leaders they need to survive and thrive In the US and Europe it is a crisis of replacing retiring leaders In India and Asia it is a crisis of keeping pace with growth Globally, the limiting factor for continued organizational success will be access to a sufficient number of high-quality leaders 2006 Hay Acquisition Company I, Inc. All Rights Reserved
10 4 Are you prepared? What s keeping today s CEO awake? Identifying potential leaders Getting them into the pipeline Getting leaders developed as quickly and effectively as possible The Hay Group / CEO Magazine research provides the critical insights you need to chart a path forward 2006 Hay Acquisition Company I, Inc. All Rights Reserved
11 5 Hay Group/CEO Magazine Research In 2005, Hay Group and CEO Magazine partnered on a study looking at leadership development in 300+ global and regional companies We focused on: Satisfaction with the number and quality of leaders Philosophies, programs and practices used to develop leaders We collected data from four sources Surveys completed by senior line managers and HR leaders Industry peer ratings Insights from leading academicians Ratings from executive search firms Here s what we found 2006 Hay Acquisition Company I, Inc. All Rights Reserved
12 6 The Global Best Companies for Leaders 1. Procter & Gamble 2. PepsiCo. 3. IBM 4. General Electric 5. Johnson & Johnson 6. Dell 7. Microsoft 8. Home Depot 9. JP Morgan Chase 10. Motorola 11. Pfizer 12. FedEx 13. BASF 14. Verizon 15. BAE Systems 16. Johnson Controls 17. Siemens 18. BP 19. L Oréal 20. Colgate-Palmolive 2006 Hay Acquisition Company I, Inc. All Rights Reserved
13 7 The Global Best report having more & better leaders Company s report on number and quality of leaders High Low 20 Best All Others The global best report: more leaders better leaders For all organizations, having enough leaders is the critical issue Quality of Leaders Number of Leaders 2006 Hay Acquisition Company I, Inc. All Rights Reserved
14 8 Having strong leaders pays 5-Year Annualized Return on Share Price 2.62% 20 Best S&P % 2006 Hay Acquisition Company I, Inc. All Rights Reserved
15 9 Key findings The best companies for leaders invest heavily in leadership development and do more of everything Not everything makes a difference, but there are a vital few things that do In combination, six things account for most of the difference in number and quality of leaders Just developing individual leaders won t get you there What differentiates the best is that they work at three levels: Organization Team Individual 2006 Hay Acquisition Company I, Inc. All Rights Reserved
16 10 Contribution to number and quality of leaders High Contribution to number and quality of leaders The vital six account for 2/3rds of the differences in number and quality of leaders Contribution is the same for the best small companies as for the global best The vital six Low Everything else 2006 Hay Acquisition Company I, Inc. All Rights Reserved
17 11 The vital few that really matter Best Global Companies for Leadership focus on the Big Six 1. CEO and senior leaders make leadership development a top priority. 2. Leaders at all levels are accountable for creating a work climate that motivates employees to perform at their best. 3. Leadership teams receive training and coaching to help them work together more effectively. 4. Mid-career managers receive job-shadowing opportunities. 5. High-potentials receive objective 360-degree assessments and feedback on their leadership ability early on. 6. Mid-level managers get enough time to take part in leadership development activities early in their careers Hay Acquisition Company I, Inc. All Rights Reserved
18 12 If you have the resources, do these next External MBA programs External coaches for senior executives Internal coaches for mid-level managers Specific skill building for lower-level managers Externally run development programs Job rotations 2006 Hay Acquisition Company I, Inc. All Rights Reserved
19 13 What to cut? Some practices make little or no contribution to the number and quality of leaders Paper-based self-study leadership modules for mid- and senior-level managers. Outdoor activity-based programs for mid- and senior-level managers. Internally run classroom-based leadership training programs for mid-level managers. Using internal coaches to coach senior executives. Using external coaches to coach mid-level managers Hay Acquisition Company I, Inc. All Rights Reserved
20 14 What you can do 1. Make sure you and your senior executives are personally involved in leadership development and creating a culture of leadership 2. Hold leaders throughout the organization accountable for creating high performance work climates 3. Provide development for leadership teams and not just for individual leaders 4. Use objective assessment and feedback to focus development in the areas that make the biggest difference 5. Start early, make time and ground leadership development in the real world 2006 Hay Acquisition Company I, Inc. All Rights Reserved
21 15 Thank you for participating More information For more information on The Best Companies for Leaders, visit Questions or comments? Send an with questions or comments to: Be a part of the 2006 study In a few months we will begin to research the 2006 Best Companies for Leaders. Watch for an from Hay Group with details on how to participate Hay Acquisition Company I, Inc. All Rights Reserved
22 The Talent Show Ten Steps to an Effective Succession Plan Presented by: Mary-Jane Sinclair, SPHR President Sinclair Consulting, Inc. Morristown, NJ
23 Why Do People Leave? Better opportunities Too difficult to work here Never did fit in here Can t get ahead Poor management Can t seem to do anything right
24 What Can You Do? Budget more for recruiting Lower your job standards Change the environment Plan for turnover
25 Succession Planning Is The Answer Better definition: Talent Identification and Development Plan Often includes both replacement planning and succession planning
26 Top Ten Reasons To Have A Plan More opportunities for high potentials A road map for employee development More talent ready sooner More support for diverse workforce Better morale Lower turnover Lower stress Job content tied to business plan Smoother disaster recovery More focus on vision and direction
27 Things to Consider Who will decide? How much time will you spend? How will you prepare? What positions will it cover? Who will get involved? Who do you tell? What do you tell them?
28 Things To Plan For Technology Globalization Cost containment Speed of market change Importance of knowledge capital Increasing rate and level of change Rothwell. William J. Effective Succession Planning, 2nd ed. New York, AMACOM, 2001
29 Trends Influencing TID&D Plans The need for speed A seller s market for skills Reduced loyalty Importance of intellectual capital and knowledge management Key importance of values and competencies Rothwell. William J. Effective Succession Planning, 2nd ed. New York, AMACOM 2001
30 Defining Effective Programs Specific Broad Supported and supportive Systematic Focus on development
31 Possible Glitches Politics get in the way Not enough support Focus on today Can t keep pace Just more red-tape Communication or lack thereof
32 Steps in a Program Get management commitment Review company business plan Establish a systematic program Identify covered positions Develop talent needs for covered positions Profile employees Match employees to needs Identify gaps/potentials Set development goals Implement development program Measure progress and make adjustments
33 Step One: Get Management Commitment What are current problems? (turnover, etc.) How do we currently address them? What do other companies do? How could we fix problems? Who will be involved? How often will we meet? What policies will we put in place?
34 Step Two: Review Company Business Plan Identify company direction Tie talent needs to company direction Looks at current and future needs
35 Step Three: Establish A Systematic Program Clarify roles Prepare policies and procedures Set up recordkeeping system Identify target groups Conduct legal review of program Address communications strategies
36 Step Four: Identify Covered Positions What levels will your plan cover? Will there be more than one talent pool? How many backups will you need to account for: turnover poor performance poor matches
37 Step Five: Develop Talent Needs Analyze jobs and tasks Review or prepare position descriptions Develop competency list Identify work values for position Look at current and future needs
38 Step Six: Profile Employees Look at performance record Consider level of performance breadth of expertise learning agility skills acquisition
39 Step Seven: Match Employees to Needs High-pots Steadies Iffies Nots
40 Step Eight: Identify Gaps/Potentials For those ready now: what will be done? For those not ready now: Can they be developed? Should they be developed? How can they be developed? How long would it take? For those never ready: what will happen to them?
41 Step Nine: Set Development Goals Establish likely activities Set timeframe Determine resource needs Set measurements Agree on action
42 Step Ten: Implement Development Program Clarify manager s role Establish mentoring program Assign a Career Coach Considerations in agreeing on # of actions to take
43 Bonus Step: Measure Progress and Adjust Set schedule for feedback Periodically review progress Mental agility Adjust activities as needed - add or take away based on progress Lombardo, Michael M. and Eichinger, Robert W. The Leadership Machine. Minneapolis, MN, Lominger Limited, Inc., 2001
44 What Else Should We Do? Build recruiting around organization needs Use job profiles in recruiting Review need for key jobs periodically Move program as organization moves!
Resource Article Talent Management: Seven Keys to Success Talent management: seven keys to success. Lee Iacocca is quoted as saying In the end, all business operations can be reduced to three words: people,
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
I N D U S T R Y S T U D Y The Convergence of Learning and Performance Management Has Talent Management Arrived? Josh Bersin September, 2005 Bersin & Associates The Convergence between Learning and Performance
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
Research Bulletin 2007 About the Author Josh Bersin, Principal Analyst One of the biggest challenges in HR and training today is that of developing an integrated systems strategy. October 23, 2007 Vol.
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
HR Technology Strategies that Work in Healthcare Shawn Davis Intermountain Healthcare Background Shawn Davis Director, HR Workforce Solutions & Analytics IHRIM Board of Directors (2009-2011) HRIP Certification
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
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your
INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among
Halogen TalentSpace for Professional Services "By eliminating the administrative burden of the process, we are freeing up time for billable work while improving the quality of our reviews." Tracy White,
2014 Best Companies for Leadership survey Survey introduction We invite you to participate in the 2014 Best Companies for Leadership study. With constant change now a feature of the global marketplace,
Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory
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
Making HR Strategic: Integrated Human Capital Management Holds the Key Leveraging Integrated Human Capital Processes and Data to Optimize Organizational Success March 2005 A New Strategic Wave There is
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE
Succession Planning: Developing Your Bench Strength Presented By: Michelle McCall, Managing Principal, IMG Agenda The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership
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
HELPING YOU GET ON WITH BUSINESS We feel like Flex HR is a division of our company. They free us up to do what we do best Wendy Heath, Owner, Heath Construction HELPING YOU GET ON WITH BUSINESS A message
The Search for Human Capital Management Tools: What fits your organization? Presented by: Mary Lou Drake, SPHR and Justin Fansler of DRAKE & Associates, Ltd. NC-IPMA Southern Regional Conference The Search
Where to Focus your Talent Management Strategies: The Top 22 Processes Which Drive Business Impact Josh Bersin, President & Founder of Bersin & Associates Erik Berggren, Director of SuccessFactors Research
Module 4: A Guide to Succession Planning, What Every Director Needs to Know May 17-18, 2015 Purpose and agenda The purpose of the training is to provide directors with practical information on the need
Nothing ensures success like succession planning The tight labor market is an important problem facing local government, according to more than 60 percent of Colorado municipalities that responded to the
Taking Care of Your Company s Future: 3 Best Practices for Succession Planning Copyright 2008 SuccessFactors, Inc. I. Introduction More successful businesses are embracing succession planning to deepen
Why Succession Planning and Talent Management Fail and What To Do About It By Alan C. Lindsay An Overview The most recent report from the Bureau of Labor Statistics (BLS) projects interesting changes in
High-Impact Succession Management Executive Summary Kim Lamoureux Principal Analyst Michael Campbell Senior Research Analyst Center for Creative Leadership Roland Smith Senior Research Faculty Center for
Talent Management: Why It s Critical for Business Success Integrated talent management drives measurable results by aligning employee development to your business goals. Learn how. Contents Aligning Individual
What Works in Leadership Development Warren Bobrow, Ph.D. All About Performance, LLC email@example.com What Is Leadership Development? Developing skills in your current leadership More effective
Ten Key Steps to Effective Succession Planning By William J. Rothwell, Ph.D., SPHR Rothwell & Associates, Inc. There are two forces at work today that are driving organizations to consider some form of
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
Executive Continuity Perspective for CEO s As a strategic alignment consulting firm, at Aligns, Inc. we continue to learn much about what enables businesses to outperform competitors and establish sustainable
Succession Planning: Your Bank s future leadership 1 Succession Planning Immediate and Long-Term Plan for Both If the CEO of your bank won the lottery tomorrow, who could run your bank? Planning for an
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
Enterprise Mentoring, Meet HR Randy Emelo Talent managers can make mentoring a critical part of organizational and strategic goals by integrating it with hr. They are four traits critical to an employee
Will regional talent management practices keep up with the global pace? A STUDY BY It s through employees that the organisation learns fast to turn around challenges and unpredictability into opportunities
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.
Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Josh Bersin and Katherine Jones Bersin by Deloitte Deloitte Consulting LLP 1 Agenda The Big Picture
Executive Search Human Resource Consulting Our mission is to help our national and international clients attract, select, develop, and retain the best talent possible to ensure organizational effectiveness,
By Angela Hills, Senior Vice President, BlessingWhite Abstract Purpose This paper aims to identify what succession planning actually is, and the pro s and con s of buying-in or building talent in the organization.
ISSUE 11: 2013 DevelopingLeaders Executive Education in Practice Leadership Beyond the Hype Michigan s John Branch Social Networking = Better Working Columbia and New York Fire Department Up-Scaling at
Driving Successful HR Leadership: Talent Management s Role in Core Business Strategy A New Study Exploring What s Working for Organizations Today and the Biggest Gaps to Fill Independent research conducted
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
Insert TTC logo here STAFF REPORT ACTION REQUIRED Succession Planning Date: June 20, 2016 To: From: TTC Human Resources & Labour Relations Committee Chief Executive Officer Summary Further to the Human
Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage
FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding Employee onboarding is beginning to receive the attention its due, as more companies
Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive
STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC
MERCER WEBCAST TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING 24 September 2013 Astik Ranade, Principal Julia Howes, Principal Today s Presenters Julia Howes Principal,
Peter Cappelli Professor and Director Center for Human Resources The Wharton School What is Talent Management? Why should we care about it? The supply chain analogy - At the Individual Level: The Financial
TriNet Strategic Services: Supporting Your COMPANY S GROWTH PERFORMANCE MANAGEMENT TALENT ACQUISITION LEADERSHIP TRAINING CAREER TRANSITIONS CORPORATE ETHICS PROGRAM TEAM ACCELERATOR COMPENSATION CONSULTING
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
2016 Survey on Leadership Development Table of Contents 3 9 Executive Summary About Survey Respondents 15 Leadership Development definition & scope Leadership Development inside organizations 24 36 Leadership
Successful Succession Planning part of our We think series Contents A definition of Succession Planning 3 The importance of Succession Planning within the Talent Management Strategy 3 Succession Planning
Bridgestone Europe HR Transformation Martha C. White, Vice President, Human Resouces & CSR Bridgestone EMEA 9 September, 2015 Agenda Introductions Personal Introduction Bridgstone Europe: Who we are and
Quantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky Contact Information David B Turetsky, HCS ADP, LLC. Vice President, Chief Product Officer, ADP DataCloud Cell: +1 (508) 287-3474
Halogen TalentSpace for Manufacturing Everyone is much more accountable across the organization; appraisals are actually being completed now, and the new system helps support our lean manufacturing culture
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
Ten Elements for Creating a World-class Corporate Diversity and Inclusion Program Michael C. Hyter, President & CEO Novations Group, Inc. Ten Elements for Creating a World-class Corporate Diversity and
Occidental Petroleum Corporation Texas A&M University SHRM Brittany Billon April 23, 2013 Introductions Brittany Billon Texas A&M University Human Resource Development BHP Billiton - Training & Development,
Effective Workforce Development Starts with a Talent Audit By Stacey Harris, VP Research September, 2012 Introduction In a recent survey of CEO s, one in four felt they were unable to pursue a market opportunity
How Smaller Organizations Can Use Talent Management to Accelerate Organizational Growth and Productivity Small to mid-sized organizations, whether for profit or not, need a means to manage their talent
Succession Planning - Dress Rehearsal for the Understudies By Donald H. Hutton This article 1st appeared in the November 2003 issue of Trustee Magazine. Many hospital and health system CEOs looking ahead
Human Resource Management Systems for Your Business Vital Business Solutions About Vital Business Solutions A team of professionals with a minimum of 7 years industry experience per team member Established
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
ROPELLA TM GROWING GREAT COMPANIES ExE cutive WhitE PaPEr Refining Your Executive Take Charge Onboarding of Your Process Career The If left concept unchecked, of onboarding your career implies can that
Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.
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
planning for success. how a succession plan can help your business retain knowledge & grow leaders. move up in the world. planning for success: how a succession plan can help your business retain knowledge
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,
COVER PAGE Brandi Allen Conferences & Education Director Alliance for Innovation firstname.lastname@example.org 602-496-1097 Innovation Study Talent Management Category Organizational Design Jurisdiction Name
KELLY SERVICES PRESENTS Insight for human resource and staffing professionals THE KELLY INTELLIGENCE REPORT Helping employers create lasting employee relationships Six Strategies for Effective On-boarding
A Markets of One Approach to Employee Engagement By Kevin D. Wilde and Cheryl Bethune Over the last few years, consumer marketing has entered a new era of extreme customization and one-to-one marketing.
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,
Strategy Activation Planning a leadership development journey. About this series. In these four articles, we ask: what are the keys to developing agile leaders who can pivot with the needs of the business
How to Help Leaders Succeed: A Guide to Successful Executive Career Transitions By: Chris Hitch, Ph.D. Program Director UNC Executive Development Bob Bennett VP and Chief Learning Officer of FedEx Express
The Business Case for Performance Management Systems A Handbook for Human Resources Executives and Managers Josh Bersin Principal Analyst January 2008 BERSIN & ASSOCIATES RESEARCH REPORT v.1.0 The Business
The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors Overview
The Intersection of Talent Management and Engagement By Elissa Tucker and Rachele Williams, APQC for the May 2011 issue of workspan The typical organization today views talent management as three building