Japan s Leadership Challenges in Globalization

Size: px
Start display at page:

Download "Japan s Leadership Challenges in Globalization"

Transcription

1 WHITE PAPER APRIL 2015 Japan s Leadership Challenges in Globalization Part 4: Why Are Onboarding Programs Under Scrutiny? How can companies help newly hired executives become productive quickly? BY DHR INTERNATIONAL TOKYO OFFICE

2 Introduction In this, Part 4 of our white paper, Japan s Leadership Challenges in Globalization, DHR International (DHR) asked corporate executives: What should companies do to help newly hired executives become productive in a short period of time? This paper profiles companies who have put successful onboarding programs in place and details the significance and benefits of those programs. Japanese companies often have well-crafted, standardized orientation programs in place for recently graduated new hires. The objective of these programs is to make sure the newly hired, young associates adapt to the organization and become familiar with the business world. Following the company-wide orientation programs, the new hires are assigned to various departments and are expected to continue familiarizing themselves with their responsibilities and the performance of their duties. However, the concept of onboarding senior executives hired from outside is an entirely new one in Japan and there are few well-organized programs in place to quickly familiarize these new, higher level employees with their new organization. As a result, we have seen many cases in which gaps are created, and widened, between these executive and their new organizations, even if they successfully recruited a capable, experienced professional as head of a division or a business unit. Foreign companies often recruit CEOs and other senior executives from outside and onboarding programs are an integral part of their recruiting and performance management processes. Those programs are fine-tuned based on job specific responsibilities and functions and include follow-up sessions to further ensure successful onboarding. As a result, their onboarding programs are integral to promoting teamwork and help the newly hired executive become productive in a relatively short period of time. DHR researched onboarding programs at various companies, conducted interviews and in this paper profiles successful efforts and initiatives. 1

3 Case Studies of Onboarding Programs Case 1 Mr. Y, Head of Sales at a leading Japanese manufacturer (Previously, Head of Sales and Executive Officer at a major foreign IT company and, prior to that, worked for another major foreign IT company) I believe that one of the most effective tactics that a newly hired executive can employ to deliver results in the new company is to build a good human network within the company as quickly as possible. I think generating support internally, including from higher-ups, subordinates and other relevant departments is more important than external connections or sales capabilities. The first time I changed jobs I joined a leading foreign company with a thorough onboarding program, which helped tremendously. The program was based on one-on-one meetings within the company, rather than a broad focus on the organization or its products. During the first month of my employment I was scheduled to meet one-on-one with as many people as possible. Those meetings were carefully planned and organized, and I quickly met all of my peers and heads of all relevant departments. After these meetings, Happy Hours were arranged from time to time and it didn t take long for me to establish an internal network of helpful colleagues and associates. As a result, I was successful in increasing sales significantly in a relatively short period of time with the company. I left that foreign company for my current position with a major Japanese firm, and I was the first executive the company had hired from outside. They did not have a wellorganized orientation practice, including onboarding programs, to help executives from outside become familiar with the organization. Based on my great experience at the previous company, with some help from HR, I initiated one-on-one meetings with many people in various relevant departments to develop a new human network. I believe that a company must develop and implement well-organized policies and procedures to help newly hired start their successful career in the new organization smoothly and effectively. Case 2 Mr. U, Head of HR at a leading Japanese manufacturer (Previously, Head of HR at a foreign consumer products company) We actively recruit executives for key leadership positions from outside and our CEO has ensured that HR thoroughly and completely supports those individuals. As Head of HR, I support executives newly hired from outside the company to build an internal human network by focusing my efforts on in-house communication. I schedule introductions and meetings with key in-house stakeholders in all divisions, while sharing information on their background, work styles and personality. 2

4 I always keep in mind that the newly hired executives have proven themselves within other organizations, so I m always respectful in my approach and remain flexible in terms of helping deepen their understanding of ours, what makes us unique, our business, culture and people. Doing so, and as quickly as possible, helps them in successfully starting their new position in our company. As an HR professional, I also try to stay close to the newly hired executives to get to know them and offer advice as required. Depending on circumstances, I meet with them either in conference rooms during the day or casual settings in the evening. Even if a company has succeeded in recruiting top players, they will have difficulties achieving great business results within a short period without such support in any onboarding process. Case 3 Mr. M, Director of Business Strategy at a Japanese manufacturer (Previously in a similar position with a foreign manufacturer) Four years ago I was recruited by the CEO of my company to lead our change. At that time there was no onboarding program and, although I was close to CEO, I needed lots of information about the company and business and had to gather that, myself, during the first months of my career here. A newly hired executive in our legal department, who joined the company soon after I did, took almost two years to feel at home and start contributing to the business in a meaningful way. I believe he could have shortened this orientation period to less than a year, if a well-organized onboarding program had been put in place. My previous experience with a foreign manufacturer was quite different. When I was considering joining the company, one of their executives sent me a letter with a clear job description. The letter helped me understand fully my responsibilities and the company s expectations in advance and gave me a real incentive to work for them. After I joined the firm, quite a few meetings with relevant parties were set up. The company explained various routes and channels in-house to obtain information needed for the job. In three years, I found myself in the position where I could provide information and a ready network to help other newly hired executives. The company implements the same onboarding program throughout all locations. Therefore, all employees are enabled to fully support and encourage each other, with the same culture and incentives to achieve goals. I really feel that an onboarding program is an effective means of delivering a clear message within the company that employees are valuable assets. It is also an important tool in leading any company to success. 3

5 Case 4 Mr. A, Head of HR at a foreign financial services company When a company brings in a new leader from outside, it is important to make sure there is a clear understanding between the new leader and existing employees in terms of work style, communication and work priorities, and at as early a stage as possible. I cite as an example our own successful onboarding program, which has achieved measurable results. The program is called Leaders Integration or Assimilation, which is popular among foreign financial services companies and manufacturers. Assimilation refers to the process of adapting or adjusting to the culture of a group. Usually this program takes four to eight hours. The purpose is to establish a cooperative relationship between the new leader and the subordinates, creating a single team to affect fast and effective responses to business needs. This exercise is simple but dynamic in that it creates real cohesiveness among team members and aligns new leader s goals with the subordinates. I think Japanese companies would be well served by implementing such a program when a new leader starts working with a new team as a result of promotion, transfer or external recruitment. It would help all stakeholders understand each other and accelerate the building of new relationships. 4

6 Also, I think this program would be useful in promoting mutual understanding among the leader and the team members when someone is assigned a top leadership position with a multinational, and multicultural team as a result of the globalization and/or M&A by Japanese companies. Conclusion Even a seasoned professional with an excellent track record may find it difficult to deliver business results after joining a new organization, and for reasons unrelated to individual competencies. In such instances motivation may be the issue and leaving the new company may result. Onboarding initiatives can optimize new leaders readiness of and support their purposes for joining the company in the first place. DHR believes that the implementation of effective onboarding programs is crucial for Japanese companies planning to actively recruit its leaders from outside. Interestingly, the effectiveness of onboarding programs depends not only the capabilities and adaptability of a new leader but also on the entire workplace, including mentors, senior management, colleagues and subordinates. That support makes a real and significant difference. Usually a company s onboarding program is developed by Strategic Planning or HR. However, in order to be effective, it is imperative that all relevant stakeholders, including the front office and the back office, be involved and cooperate to develop and send a consistent messages that help new leaders launch successfully with the company. DHR helps clients attract and retain the best talent and offers consulting and coaching to help new leaders smoothly transition at their new workplace. Plans are underway for seminars and roundtable discussions with subject experts to further promote the relevance and impact of Onboarding programs. ~*~ In our four-part series of white papers, Japan s Leadership Challenges in Globalization, DHR examined various case studies and presented proposed solutions related to challenges that Japanese companies face in hiring executives from outside. There are many ways for a company to improve its competitiveness, value and business results. Employees, or human assets, are the key asset of any company and, needless to say, it is through the human assets that a company is able to produce excellent products and services and distribute them globally. Companies and the individuals that comprise them must grow together by responding to change and by placing the right talent in the right roles. Companies must continuously strive to succeed in a culture of globalization, and in the best possible way. DHR, in our global executive search practice, help our clients recruit business leaders who are core members of client s growth strategies. At the same time, we fully support Japanese corporations facing the challenges of globalization by offering our insights and recommendations around market trends. 5

7 About us: Established in 1989, DHR International is one of the largest retained executive search firms in the world, with more than 50 offices around the globe. We conduct search assignments at the board of director, C-level and functional vice president levels. DHR s renowned consultants specialize in all industries and functions in order to provide unparalleled senior-level executive search, management assessment and succession planning services tailored to the unique qualities and specifications of our select client base. Contact us: DHR International Japan K.K. Kamiyacho MT Bldg. 16F Toranomon Minato-ku Tokyo Japan Tel: Naomi Tachibana Managing Director Life Science Advanced Technology Industrial Mike Nagata Life Science Chemical Industrial Kazuhiko Mori Finance Advanced Technology Professional Services Human Resources Ryoko Komatsuzaki Consumer Retail Professional Services Kazushige Hata Advanced Technology Industrial Trading Companies DHR International Worldwide Headquarters 71 South Wacker Drive Suite 2700 Chicago, IL P F dhrinternational.com

9Lenses: Human Resources Suite

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

More information

Onboarding. Design Build Attract

Onboarding. Design Build Attract Onboarding Design Build Attract The most critical time in an executive s career is the first 100 days in a new role. Executives promoted or hired into new roles are expected to not only find their way,

More information

FAILURE TO LAUNCH: Why Companies Need Executive Onboarding

FAILURE TO LAUNCH: Why Companies Need Executive Onboarding 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

More information

Tapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by

Tapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing Power Employees Tapping into the Recruiting of Existing Employees a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing

More information

Onboarding and Engaging New Employees

Onboarding and Engaging New Employees Onboarding and Engaging New Employees Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders

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

Transforming Succession Planning, Leadership Development, and New-Employee Selection

Transforming Succession Planning, Leadership Development, and New-Employee Selection Transforming Succession Planning, Leadership Development, and New-Employee Selection WuXi AppTec partners with Haiwen United for dramatic improvements in human resources programs and employee training

More information

Learning and Development Hiring Manager Guide For Onboarding A New Manager

Learning and Development Hiring Manager Guide For Onboarding A New Manager Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation

More information

Global Human Capital Development

Global Human Capital Development 139 Hitachi s Approach As the role of corporations expands with respect to global social issues like the environment, poverty, and human rights, Hitachi seeks to address the needs and values of its diverse

More information

Military Recruiting Consulting & Training Services Proposal

Military Recruiting Consulting & Training Services Proposal In Partnership with Military Recruiting Consulting & Training Services Proposal Prepared For: March 9, 2015 Our Understanding of Your Needs XYZ is a rapidly growing organization with... An evolving military

More information

Relationships that bring possibilities to life. The EY internship program

Relationships that bring possibilities to life. The EY internship program Relationships that bring possibilities to life The EY internship program Learn more Do more Grow more The EY International Intern Leadership Conference (IILC) Explore, engage, initiate! The IILC is full

More information

Executive Search. Human Resource Consulting

Executive Search. Human Resource Consulting 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,

More information

Two dollars and 85 cents. That s

Two dollars and 85 cents. That s MANAGEMENT & CAREERS Getting Onboard Integrating and Engaging New Employees By Bob Lavigna Many government agencies strive to make a good impression in recruiting but do not follow through during a new

More information

Recruit the Right Talent To Increase Sales Effectiveness. ManpowerGroup Solutions Recruitment Process Outsourcing

Recruit the Right Talent To Increase Sales Effectiveness. ManpowerGroup Solutions Recruitment Process Outsourcing Recruit the Right Talent To Increase Sales Effectiveness ManpowerGroup Solutions Recruitment Process Outsourcing Executive Summary The most successful sales professionals are often promoted to leadership

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

Ex-celerating Success The Power of Executive Onboarding

Ex-celerating Success The Power of Executive Onboarding Ex-celerating Success The Power of Executive Onboarding Barbara A.F. Greene, ICF MCC Career Partners International San Antonio The age when a corporate honeymoon was acceptable the blissful period of weeks

More information

hit 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 hit the ground sprinting accelerated performance through effective onboarding 2 if you ve questioned the business impact of

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

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern

More information

How to Help Leaders Succeed: A Guide to Successful Executive Career Transitions

How to Help Leaders Succeed: A Guide to Successful Executive Career Transitions 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

More information

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate

More information

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

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

More information

PI WorldWIde recruitment and retention trends survey Q2 2015

PI WorldWIde recruitment and retention trends survey Q2 2015 PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance

More information

Jennifer Salerno Campus Relationship Manager Credit Suisse Campus Recruiting phd.recruiting@credit-suisse.com

Jennifer Salerno Campus Relationship Manager Credit Suisse Campus Recruiting phd.recruiting@credit-suisse.com To all Ph.D. and Quantitative Master's Degree students: In our last communication to you, we announced that Credit Suisse posted several full-time and summer opportunities through your University's Career

More information

Get On Board with Onboarding

Get On Board with Onboarding Get On Board with Onboarding White Paper TalentKeepers is celebrating 15 years of providing award-winning employee engagement and retention solutions to help companies around the globe increase their performance.

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

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

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

From Orientation to Onboarding

From Orientation to Onboarding From Orientation to Onboarding South Carolina Budget and Control Board Human Resources Division 8301 Parklane Road Columbia, SC 29223 www.ohr.sc.gov 803-896-5300 Updated January 2014 Introduction What

More information

Strategies to Optimize Call Center Performance

Strategies to Optimize Call Center Performance Strategies to Optimize Call Center Performance Financial services customers demand superior service and support as the price of their ongoing loyalty and patronage. In today s experience-driven economy,

More information

Taking Care of Your Company s Future: 3 Best Practices for Succession Planning

Taking Care of Your Company s Future: 3 Best Practices for Succession Planning 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

More information

Services Provided. PO Box 5057 Amman 11953, Jordan Telefax: + 962 6 585 12 19 info@shareek-hr.com www.shareek-hr.com

Services Provided. PO Box 5057 Amman 11953, Jordan Telefax: + 962 6 585 12 19 info@shareek-hr.com www.shareek-hr.com At a time when service-oriented businesses are fast outnumbering all other types of businesses, more and more organisations are citing human resources as their number one asset. Having said that, it only

More information

Guide To Successful Social Recruitment Through Refe r r a l s Page 1. White Paper. Guide To Successful Social Recruitment Through Referrals

Guide To Successful Social Recruitment Through Refe r r a l s Page 1. White Paper. Guide To Successful Social Recruitment Through Referrals Guide To Successful Social Recruitment Through Refe r r a l s Page 1 White Paper Guide To Successful Social Recruitment Through Referrals Guide To Successful Social Recruitment Through Referral s Page

More information

InterSearch Japan. Executive Search and HR Consulting

InterSearch Japan. Executive Search and HR Consulting InterSearch Japan Executive Search and HR Consulting InterSearch Japan 6-16-50 Roppongi, Minato-Ku, Tokyo 106-0032 Tel +81 3 3423 7491 Fax +81 3 3423 7492 www.intersearchjapan.com info@intersearchjapan.com

More information

Developing Women: Cisco s Executive Shadowing Program

Developing Women: Cisco s Executive Shadowing Program Cisco Systems, Inc. Developing Women: Cisco s Executive Shadowing Program Organizational Information Founded in 1984 and headquartered in San Jose, California, Cisco Systems, Inc. is the worldwide leader

More information

Which Online 360? A 10-step checklist

Which Online 360? A 10-step checklist Which Online 360? A 10-step checklist Which Online 360? A 10-step checklist There are a number of different options, and many different systems, for delivering 360 Degree Feedback to support strategic

More information

WHITE PAPER: HOW TO MAKE YOUR SALES TEAM MORE EFFICIENT AND SHORTEN THE SALES CYCLE

WHITE PAPER: HOW TO MAKE YOUR SALES TEAM MORE EFFICIENT AND SHORTEN THE SALES CYCLE WHITE PAPER: HOW TO MAKE YOUR SALES TEAM MORE EFFICIENT AND SHORTEN THE SALES CYCLE 2 Adding a presales program to your sales process can help your sales team be 35% more efficient with their time. They

More information

Proving the Value: Getting Internal Buy-In for a Knowledge Base

Proving the Value: Getting Internal Buy-In for a Knowledge Base Proving the Value: Getting Internal Buy-In for a Knowledge Base Ask business leaders in almost any industry what their biggest challenges are as their organizations grow, and the answer will almost always

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

Executive Coaching Leadership Development Corporate Training

Executive Coaching Leadership Development Corporate Training TODAY'S LEADERSHIP COACHING Executive Coaching Leadership Development Corporate Training Experience Significant Growth in your business Receive up to a 600% ROI on your leadership development programs

More information

Accelerating Change & Transformation (ACT) TM Training

Accelerating Change & Transformation (ACT) TM Training Accelerating Change & Transformation (ACT) TM Training 80% of CEOs cite the ability to adapt to change as a source of competitive advantage. Emergent can help you develop your internal change capability

More information

HIRING MANAGER ONBOARDING GUIDE

HIRING MANAGER ONBOARDING GUIDE HIRING MANAGER ONBOARDING GUIDE Helping a new employee feel comfortable and welcome not only on the first day, but also through the first three - five months of their employment, is one of the keys to

More information

THE OPPORTUNITY AND THE ROLE

THE OPPORTUNITY AND THE ROLE THE OPPORTUNITY AND THE ROLE Cystic Fibrosis Canada is seeking an experienced, talented and dynamic bilingual Human Resources professional to join the team in a leadership role as the Executive Director,

More information

ONBOARDING: EARLY ENGAGEMENT THROUGH RECOGNITION

ONBOARDING: EARLY ENGAGEMENT THROUGH RECOGNITION O.C. Tanner Company White Paper ONBOARDING: EARLY ENGAGEMENT THROUGH RECOGNITION Why Today s Best Companies are Using Recognition to Foster New Hire Engagement and Lower Turnover In today s competitive

More information

Halogen TalentSpace for Manufacturing

Halogen TalentSpace for Manufacturing 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

More information

GROWTH COMPANY S. Supporting Your. TriNet Strategic Services: PERFORMANCE MANAGEMENT TALENT ACQUISITION LEADERSHIP TRAINING CAREER TRANSITIONS

GROWTH COMPANY S. Supporting Your. TriNet Strategic Services: PERFORMANCE MANAGEMENT TALENT ACQUISITION LEADERSHIP TRAINING CAREER TRANSITIONS TriNet Strategic Services: Supporting Your COMPANY S GROWTH PERFORMANCE MANAGEMENT TALENT ACQUISITION LEADERSHIP TRAINING CAREER TRANSITIONS CORPORATE ETHICS PROGRAM TEAM ACCELERATOR COMPENSATION CONSULTING

More information

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They

More information

HELPING YOU GET ON WITH BUSINESS

HELPING YOU GET ON WITH BUSINESS 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

More information

People Strategy in Action

People 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 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

Executive recruiting in the age of social media

Executive recruiting in the age of social media Executive recruiting in the age of social media Will social media sites enable companies to one day do to the executive search industry what Amazon did to booksellers and Apple did to the music business?

More information

Specialist training and coaching for retail bank staff, managers & executives

Specialist training and coaching for retail bank staff, managers & executives OXFORD FINANCIAL SERVICES TRAINING Specialist training and coaching for retail bank staff, managers & executives MUNGO DUNNETT ASSOCIATES Our Specialism About the company 2 Introducing Oxford Financial

More information

Business Imperative For. ONBOARDING FOR EXECUTIVES & LEADERS PART I CAUSES OF EXECUTIVE DERAILMENT

Business Imperative For. ONBOARDING FOR EXECUTIVES & LEADERS PART I CAUSES OF EXECUTIVE DERAILMENT Business Imperative For. ONBOARDING FOR EXECUTIVES & LEADERS PART I CAUSES OF EXECUTIVE DERAILMENT TODAY WE LL COVER What is executive onboarding? Why is onboarding a business imperative? Derailment factors

More information

INTERNS: Trends & Best Practices in Management & Pay

INTERNS: Trends & Best Practices in Management & Pay INTERNS: Trends & Best Practices in Management & Pay INTERNS Their Role in Organizations The majority of organizations employ interns. Most notably, interns help develop a talent pipeline in organizations.

More information

Metrics that Matter. Big Data Solutions

Metrics that Matter. Big Data Solutions Big Data Solutions In most industries, established competitors and new entrants alike will leverage data-driven strategies to innovate, compete, and capture value from deep and up-to-real-time information.

More information

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

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

More information

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES Frontline Managers: Are They Given the Leadership Tools to Succeed?

A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES Frontline Managers: Are They Given the Leadership Tools to Succeed? A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES Frontline Managers: Are They Given the Leadership Tools to Succeed? Sponsored by Frontline Managers: Are They Given the Leadership Tools to Succeed?

More information

Making the Transition to Management

Making the Transition to Management Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for

More information

Executive Integration

Executive Integration Executive Integration Accelerating New Executive Success for Quick and Sustained Results Author: Mike Burroughs Vice President The Leadership Crucible http://www.theleadershipcrucible.com/executive-integration

More information

HUMAN RESOURCES ROLE AS CHANGE AGENT AND STRATEGIC PARTNER Presented by Kevin Sheridan, CEO, HR Solutions

HUMAN RESOURCES ROLE AS CHANGE AGENT AND STRATEGIC PARTNER Presented by Kevin Sheridan, CEO, HR Solutions HUMAN RESOURCES ROLE AS CHANGE AGENT AND STRATEGIC PARTNER Presented by Kevin Sheridan, CEO, HR Solutions ASHHRA S 44th Annual Conference & Exposition Austin, TX October 13, 2008 1:45 pm - 3:00 pm // feature

More information

Would I Follow Me? An Introduction to Management Leadership in the Workplace

Would I Follow Me? An Introduction to Management Leadership in the Workplace Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.

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

Measuring your most important Asset: Human Capital

Measuring your most important Asset: Human Capital Measuring your most important Asset: Human Capital Workforce Analytics Training We are all familiar with the conventional HR metrics that are frequently used in organizations today Turnover rate, time

More information

we keep the human in human resources

we keep the human in human resources we keep the human in human resources OVERVIEW The difference between us and other human resource firms is you. You, your unique HR challenge and specific, proven solutions to solve your day-to-day HR challenges.

More information

Supply Chain Talent: A Broken Link in the Supply Chain

Supply Chain Talent: A Broken Link in the Supply Chain Supply Chain Talent: A Broken Link in the Supply Chain Five Proven Strategies to Close the Gaps 8/19/2014 By Lora Cecere Founder and CEO Supply Chain Insights LLC Contents Disclosure Research Research

More information

Asia s Global Investment Bank. Graduate careers and internships in global banking

Asia s Global Investment Bank. Graduate careers and internships in global banking Asia s Global Investment Bank Graduate careers and internships in global banking 3 Why Nomura? Why Now? 5-10 Our Businesses 11-12 Our Programs 13 Applying to Nomura 3 For graduates today we have a winning

More information

The Global State of Employee Engagement: A 2014 Study

The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study In May of 2014, BPI group partnered with research firm BVA to survey the state of employee engagement

More information

PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE MANAGEMENT SYSTEM WHITE PAPER BY PATRICIA DAVIS LEADER, PERFORMANCE MANAGEMENT ROBERT W. ROGERS PRESIDENT, DDI WHITE PAPER GETTING THE MOST FROM YOUR 1 GETTING THE MOST FROM YOUR PERFORMANCE MANAGEMENT SYSTEM Is your organization

More information

BLENDEDSolutions. The Blanchard Approach to Blended Solutions

BLENDEDSolutions. The Blanchard Approach to Blended Solutions The Blanchard Approach to Blended Solutions The Ken Blanchard Companies understands that it takes more than just a quick fix to address organizational renewal. Lasting change requires a systematic approach

More information

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

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

More information

Millennials Invading: Building Training for Today s Admissions Counselors

Millennials Invading: Building Training for Today s Admissions Counselors Millennials Invading: Building Training for Today s Admissions Counselors By Kent Barnds A few years ago, while talking to my admissions staff at Augustana College, I realized that the antiquated way in

More information

The CCL Advantage. The Benefits of Coaching

The CCL Advantage. The Benefits of Coaching The CCL Advantage You want the best. Organizations want the best leadership talent at the helm. To help achieve this, working with partners with recognized expertise is critical. The Center for Creative

More information

Seven Things Employees Want Most From Their Training

Seven 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 information

creating an Onboarding Process a SilkRoad technology ebook

creating an Onboarding Process a SilkRoad technology ebook creating an Onboarding Process a SilkRoad technology ebook 1 SILKROAD TECHNOLOGY CREATING AN ONBOARDING PROCESS Onboarding A systematic and comprehensive approach to integrating a new employee with a company

More information

GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY

GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY GOVERNMENT OF NEW BRUNSWICK S EXECUTIVE DEVELOPMENT STRATEGY DEVELOPING THE RIGHT PEOPLE, IN THE RIGHT POSITION, AT THE RIGHT TIME 2015-2018 Part I New Brunswick Public Service TABLE OF CONTENTS Message

More information

ONBOARD, ACCELERATING NEW HIRE TRAINING WEBINAR BROUGHT TO YOU BY:

ONBOARD, ACCELERATING NEW HIRE TRAINING WEBINAR BROUGHT TO YOU BY: ONBOARD, ACCELERATING NEW HIRE TRAINING WEBINAR BROUGHT TO YOU BY: ? HOW WOULD YOU DESCRIBE YOUR NEW HIRE TRAINING? WHAT WE HOPE YOU LL LEARN What is strategic onboarding 5 Best practices to accelerate

More information

Inducting New Employees Automating the Induction Process to Realise Significant Return on Investment

Inducting New Employees Automating the Induction Process to Realise Significant Return on Investment Inducting New Employees Automating the Induction Process to Realise Significant Return on Investment Studies by SHRM have proven the value of implementing a strong induction program within an organisation

More information

STRATEGIC PLANNING OVERVIEW

STRATEGIC PLANNING OVERVIEW Holis&c Talent Management: Managing The Employee Life Cycle STRATEGIC PLANNING OVERVIEW for profitably execu0ng best hire, reten0on and talent development JoAnn R. Corley Founder, CEO The Human Sphere

More information

New Employee Onboarding Supervisor s Resource

New Employee Onboarding Supervisor s Resource New Employee Onboarding Supervisor s Resource A guide to your role in the new employee onboarding process Last updated: 11/4/2013 For more information or consultation, contact: Christine Ray, Onboarding

More information

509 467-0062 208 664-8958 humanix.com

509 467-0062 208 664-8958 humanix.com Connecting businesses to people who bring the valuable talents, skills and advanced know-how to make sure any level job temporary or permanent gets done right. 509 467-0062 208 664-8958 humanix.com Onboarding

More information

Executive Coaching & Leadership Development

Executive Coaching & Leadership Development RE: Executive Coaching Program Greetings, Thank you for expressing interest in our Executive Coaching Program. Since 1999, we have assisted hundreds of senior corporate officers to recognize their full

More information

Amcor Commercial Leadership Development Program

Amcor Commercial Leadership Development Program Amcor Commercial Leadership Development Program Creating a new world of packaging The Commercial Leadership Development Program (CLDP) is a key part of Amcor s commitment to developing Sales & Marketing

More information

BY KARI VAN DYKE VICE PRESIDENT & SALES LEADER RICHARDSON

BY KARI VAN DYKE VICE PRESIDENT & SALES LEADER RICHARDSON BY KARI VAN DYKE VICE PRESIDENT & SALES LEADER All the time, money, and effort that go into hiring sales employees can be wasted if the right program isn t in place to bring them on board quickly and effectively.

More information

ROPELLA GROWING GREAT COMPANIES. ExE cutive WhitE PaPEr

ROPELLA GROWING GREAT COMPANIES. ExE cutive WhitE PaPEr 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

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

we re all about you ABOUT US

we 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 information

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS 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

More information

Is an Executive MBA right for me?

Is an Executive MBA right for me? Is an Executive MBA right for me? Use the guide to find out if Executive MBA is the right choice for you Is an Executive MBA right for me? What is an Executive MBA? What are the benefits of an Executive

More information

Global Trends in RPO & Talent Recruitment 2014. pam berklich

Global Trends in RPO & Talent Recruitment 2014. pam berklich Global Trends in RPO & Talent Recruitment 2014 pam berklich The Recruiting Challenge Map Far from simply filling existing gaps as quickly and economically as possible, recruiting has become a high-stakes

More information

Leadership and Management Training

Leadership and Management Training Bury College Business Solutions Leadership and Management Training The employers choice. For all your company training needs. Bury College Business Solutions - Customer Excellence Award Winner 2011 Develop

More information

Connected. 25 Ways to Create a Connected Culture The How-To-Guide for Video Conferencing

Connected. 25 Ways to Create a Connected Culture The How-To-Guide for Video Conferencing Connected 25 Ways to Create a Connected Culture The How-To-Guide for Video Conferencing When we change the way we communicate, we change society. Clay Shirkey 1. CEO 2. Managers 3. Sales 4. Marketing 5.

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

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

More information

INTERVIEW QUESTIONS GUIDE

INTERVIEW QUESTIONS GUIDE INTERVIEW QUESTIONS GUIDE Prepared by MBA Career Services USC Marshall School of Business March 2016 1 Table of Contents GENERAL QUESTIONS3 TOP TEN MOST ASKED QUESTIONS... 3 CAREER DIRECTION... 3 CORPORATE

More information

A Roadmap for Creating Development and Training Programs for New Hires Based on their Individual Needs. Friday, October 2, 2015

A Roadmap for Creating Development and Training Programs for New Hires Based on their Individual Needs. Friday, October 2, 2015 A Roadmap for Creating Development and Training Programs for New Hires Based on their Individual Needs Friday, October 2, 2015 Workshop Leader Michael DeMarco Lead Developer, Human Capital Education Talent

More information

People Management and Leadership Training That Gets Results!

People Management and Leadership Training That Gets Results! and Leadership Training That Gets! Welcome to Great Managers! A 5 year Australian Government-funded research report, Leadership, Culture and Management Practices of High Performing Workplaces: The High

More information

What Makes for an Effective Leadership Development Program?

What Makes for an Effective Leadership Development Program? What Makes for an Effective Leadership Development Program? By Kirk Kramer and Julia Tao Leadership and learning are indispensible to each other. -President John F. Kennedy A strong nonprofit sector requires

More information

For Business Processes & Applications Professionals

For Business Processes & Applications Professionals How Kelly Services Implemented Onboarding To Retain Quality Workers by Claire Schooley with Connie Moore and Ralph Vitti Executive Summary Kelly Services did not have a formal onboarding program. New hires

More information

Contact: Martin Pardoe Phone: +61 (0) 414 207 955 Email: executiveonboarding@me.com martin.pardoe

Contact: Martin Pardoe Phone: +61 (0) 414 207 955 Email: executiveonboarding@me.com martin.pardoe 40% of executives hired at the senior level are pushed out, fail or quit within 18 months. Financial Times We exist to make a meaningful difference to people s lives and organisational performance. Executive

More information

Best Practices for Onboarding:

Best Practices for Onboarding: Best Practices for Onboarding: Ensuring Successful Assimilation TALENT DEVELOPMENT HCI White Paper By DBM & HCI April 2011 Best Practices for Onboarding: Ensuring Successful Assimilation Introduction The

More information

An Innovative Approach to Strategic Talent Management in the Cloud. Finding and Retaining the Best People

An Innovative Approach to Strategic Talent Management in the Cloud. Finding and Retaining the Best People An Innovative Approach to Strategic Talent Management in the Cloud Finding and Retaining the Best People ManpowerGroup s ninth annual Talent Shortage Survey found that 54 percent of employers reporting

More information