Will regional talent management practices keep up with the global pace?
|
|
- Naomi Cole
- 8 years ago
- Views:
Transcription
1 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 and success. An organisation can excel if it employs talent that thrives on progress and continuous change. In short, talent management is the way to meet future challenges more than any time before, Dr. Salman Al-Shobaki Chief Learning Office Aramex Corporate University Overview Recent research has shown that the quality of talent is directly linked to the business performance of an organisation. While businesses are beginning to recognise this link, many organisations are still at a loss about how to manage their talent effectively. Currently, implementing successful talent management strategies is becoming more critical due to some challenges such as hyper-competition, shorter lifecycles of businesses, products, and brands, and global expansion of organisations. Dr. Salman Al-Shobaki, Chief Learning Officer at Aramex Corporate University, believes that business growth is hindered by an environment that is dominated by a high level of unpredictability, financial crises, talent war, and global competitiveness with disruptive technologies. Therefore, the most critical asset is people and employees. In light of these changes, businesses across the region are striving to keep up with the pace of the global market to ensure sustainable growth and development of the regional market. This study, conducted by The HR Observer and Informa Middle East conveys how the region s leading players view talent issues, their changing approaches and new strategies, as well as their predictions for the talent management profession moving forwards. The Future of Talent Management The GCC region has complex demographics that include local talent, imported talent, and talent that is returning from abroad. Because of these unique talent pools, establishing a robust talent management strategy is key to the success of any business. Recruitment and Attraction Selecting the right talent sets the foundation for the entire employee lifecycle. One of the most popular methods to attract talent among regional employers is financial benefits. However, this is neither effective nor sustainable. In fact, once salaries reach a level where living conditions are comfortable, as is the case across the GCC, money is no longer the main factor considered when selecting a job. Inflated salaries and monetary rewards do at times drive candidates to compromise on other factors, but this leads to achieving unsustainable, short term objectives for both the employee and the business. In addition, the fact that a large percentage of the talent pool is initially located abroad increases the potential for recruiting errors as the organisation and the candidate do not have the chance to meet in person prior to the offer of employment.
2 Talent Management and Retention Once selected, there are a few challenges with retaining expatriate talent since they eventually want to return home. This trend prevents organisations from investing in and developing their employees skills and capabilities. A different approach should be taken in order for talent management to reach its full potential. First, talent management should be planned in alignment with the overall business strategy, making talent a core part of the business. However, this requires collaboration between the HR and senior leaders of the organisation. In addition, strategy should revolve around how it can be successfully implemented, in terms of communication, accountability, skills, alignment, and measurement, rather than what should be achieved like executive resource boards and development plans. More importantly, it should be recognised across the organisation that software and technology cannot replace talent itself. Succession Planning in the GCC Talent retention and attrition become a lot more challenging at the executive level, compromising on leadership. Having an effective succession planning strategy is critical for the growth of any organisation. Essentially, such strategies would help improve the company s bench strength in key positions by identifying high potential employees ahead of time. However, current succession planning strategies tend to be emergency driven as a result of unexpected departure of the organisation s leader. Some organisations attempt to identify candidates for leadership roles by running high potential programmes. Such programmes are not always effective due to several factors. According to recent researchdone by CEB, around 50% of individuals involved in high potential programmes drop out, 50% of the ones who finish the programmes aren t as effective as others expect them to be, and 50% of those candidates aren t going to stay with their current organisation. Eugene Burke, Chief Science and Analytics Officer of CEB, advises, If you re thinking about demonstrating the return on investment of those high potential programmes, you need to consider several questions. First, will the candidates finish the programme? Will these individuals be as effective as others expect them to be? And will they stay with your organisation? CEO turnover is remarkably high across the world especially in the GCC. Despite this high turnover and the retirement of the current generation of senior management (or Baby Boomers as some would call them), succession planning strategies have not been successfully implemented in the majority of organisations. Robert Hughes, Talent Manager at Dolphin Energy agrees, Succession planning has always been important. Maybe it is more important today because the rate of change, seems to increase constantly. In the oil & gas sector, it is critical because of the ongoing retirement of many baby boomers and the need to keep as much of their expertise in the business as possible. Despite this growing need, companies are struggling with creating a formal process aimed at identifying, developing, and retaining high potential talent. This is due to the inability to identify or develop a pool of active and passive candidates. Also, the lack of interest from senior executives make it more difficult to align succession planning with overall business objectives. According to Hughes, businesses are currently facing several challenges to implement an effective succession planning programme. The first challenge is to convince executives that succession planning is important and that they should assume the responsibility for it. Another one entails the selection of the right successor candidates which is the same challenge that high potential employee programmes face.
3 There are many reasons why humans select the wrong people for rapid development; mainly human nature. The tendency is for managers to select those they like, those who are like them from a behavioural or personality aspect, or those who have otherwise endeared themselves to senior management. Finally, the challenge for us professionals is to assist executives in selection as objectively as possible. Peers and direct reports can provide a different, and extremely valuable, perspective of potential successors, he confirmed. A formal process of succession planning would entail identifying, assessing, and developing leadership candidates to potentially succeed current leaders. However, because this process is long and complex, it requires a high level of engagement and commitment from the CEO, the HR department, and the front line managers. In addition, the involvement of other internal stakeholders, who may hold different views about the candidates, can add great value to the process. It is very naive of managers to think that they really know what is going on in their organisations. They often only learn the truth after they have departed, Hughes concluded. Nationalisation The importance of nationalisation for the sustainable development of the GCC is becoming more apparent than ever before. However, inefficient, fragmented talent management strategies of the national workforce is often being blamed for hindering the progress of nationalisation. While companies in the private sector were rushing to hit their nationalisation quotas, they missed out on establishing a strategic development plan for the newly recruited national talent. Hessa Al Ghurair, Head of Human Resources of Tanfeeth, stressed the importance of developing local talent for the success of nationalisation strategies. Speaking of the GCC, nationalisation is critical for the overall regional development. Unless we work hand-in-hand and ensure that we develop our younger population, we will not be able to achieve the future vision that the ruler of the UAE, she said. One of the biggest challenges that is currently contributing to the difficulty of finding the right talent is the gap between skills taught to students and those required in the job market. For companies working in sectors like hospitality and retail, available national talent is scarce. Therefore, university programmes need to be more aligned with skills required to meet market needs. When talent is available, the recruitment of nationals is at times particularly challenging because companies tend to promote vacancies rather than a wholesome career development plan. In addition, the private sector has to compete with the attractive benefits and packages that the public sector offers. In addition to the imbalanced competition between the private and the public sectors, one of the problems that private companies face is to get experienced nationals at the same cost as expatriates. Retaining national talent is yet another challenge, given that, over the course of the last decade, retention ratios have decreased from several years to less than a year of employment. Lack of engagement and opportunities for career progression have been cited as the main reasons behind the difficulty of retaining national talent. The cultural gap also poses a challenge; while foreign ideas and mindsets are being imposed on local employees, it is essential to consider whether expatriate co-workers and managers are open to learning from their local culture and values. This makes it difficult to integrate them into the company s corporate culture. As a result of this lack of integration, up to 10% of local talent leave the private sector due to a cultural shock. National talent can be better integrated into the workforce by providing them with mentorship which can give them genuine feedback for their personal and professional development, rather than technical coaching as is currently being provided.
4 Best Practices 1. Talent management should be closely aligned with the overall business strategy 2. HR and senior leaders must work together to make talent a core part of the organisation 3. Managing talent should entail putting the right people in the right roles 4. Successful talent management strategies should revolve around how they can be successfully implemented (communication, accountability, skills, alignment, and measurement), rather than what they need to achieve (executive resource boards and development plans) 5. It should be recognised across the organisation that software and technology cannot replace talent management Snapshot: Succession Planning Guidelines A potential successor can be nominated for more than one future position For any position, more than one potential successor should be selected in case the planned succession does not work out. Consider the flight risk of the incumbent; what is the probability that the incumbent will depart? Consider the readiness of the successors. Are they ready now? Will they be ready soon or later? Build development and career plans for the successors.
5 ABOUT #Talent15 The Learning & Talent Development Forum features directors of learning & development and group heads of learning who will exchange strategies on creating a learning culture, leadership development, designing and implementing competency mapping frameworks, e-learning and maximising the retention of learning initiatives through blended learning. The HR Observer is the region s first of its kind initiative aimed at becoming a platform for HR professionals to exchange insights freely both online and offline in efforts to help develop the profession in the Middle East. Visit to know more. THANKS Informa Middle East would like to thank all the Talent Management & Succession Forum speakers for their contributions to this report, with special thanks to: Robert Hughes, Talent Manager, Dolphin Energy Dr. Salman Al-Shobaki, Chief Learning Officer, Aramex Corporate University Eugene Burke, Chief Science and Analytics Officer, CEB Hessa Al Ghurair, Head of Human Resources, Tanfeeth 2015 SPONSORS Supporting Partner Innovation Partners Exhibitor Supported By Powered By
STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES
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
More informationTalent Management in a new area
Talent Management in a new area Tom Pfeiffer Partner Audit Deloitte Sacha Thill Senior Consultant Operations Excellence & Human Capital Deloitte In recent decades, organizations have increased their efforts
More informationThe Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your
More 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 informationSolutions overview. Inspiring talent management. Solutions insight. Inspiring talent management
Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company
More informationControlling 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 informationOBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed?
SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning
More informationTalent Measurement Training. Learn with the People Experts
Talent Measurement Training Learn with the People Experts Now we can make sure that the right people with the right skills and behaviours are in the right place at the right time. Coca-Cola Sharing Our
More informationincreased demand for banks to help companies structure their finances. 2016 EXPECTATIONS
Thailand IT WAS A TRANSITIONAL YEAR FOR THAILAND IN 2015 AS COMPANIES FOCUSED ON DRIVING DOWN COSTS DUE TO THE GENERAL SLOWDOWN ACROSS SOUTH- EAST ASIA, HOWEVER RECRUITMENT WILL REMAIN BUOYANT IN 2016.
More informationThe relatively recent combination of
Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have
More informationTrends in Executive Development
Trends in Executive Development 2014 A Benchmark Report Executive Summary A Subtle Shift For today s executives, the ability to develop a successful business strategy is no longer enough. As we emerge
More informationTHE EVOLUTION of Talent Management Consulting
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
More informationSuccession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
More informationWasted Human Capital:
JUNE 2006 Wasted Human Capital: THE LOOMING TALENT MANAGEMENT CRISIS IN CORPORATE AMERICA RESULTS AND ANALYSIS FROM THE LARGEST EVER SURVEY OF PERFORMANCE AND TALENT MANAGEMENT TRENDS INTRODUCTION According
More informationWorkforce Trends: Aligning HR Strategic Succession Planning to Business
Workforce Trends: Aligning HR Strategic Succession Planning to Business Penny McBain Senior Talent Strategy & Planning Consultant Providence Health & Services October 10, 2013 The Perfect Storm The 5/40
More informationTaking 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 informationLSBU Leadership Development Strategy
LSBU Leadership Development Strategy Leadership has never been more important at LSBU, stakeholder expectations are rising, we urgently need to improve our rating in league tables, resources are tighter
More informationThe 5 Forces that are Changing Employee www.namely.com Performance Reviews
REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This
More informationTalent Measurement Training
Talent Measurement Training Learn with the People Experts PLAN RECRUIT ASSESS DEVELOP ENGAGE PERFORM Now we can make sure that the right people with the right skills and behaviours are in the right place
More informationWORKFORCE PLAN Page 1
2015 2019 WORKFORCE PLAN Page 1 Contents 1. Introduction... 3 2. Developing the Plan... 6 3. Organisational Structure... 9 4. Workforce Profile... 10 5. Workforce Requirements... 11 6. Workforce Strategies...
More informationEMPLOYMENT COMMITTEE 15 JUNE 2005. SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources)
EMPLOYMENT COMMITTEE 15 JUNE 2005 (ITEM 8) SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources) 1 INTRODUCTION 1.1 Succession planning is increasingly gaining acceptance
More informationHEAD OF TALENT AND RESOURCING JOB DESCRIPTION
HEAD OF TALENT AND RESOURCING JOB DESCRIPTION Reporting to Location Staff reporting to this post Salary: - Head of SPOD in Organisational Effectiveness team under Deputy CEO - Oxford - 1 HR Executive and
More informationBeyond Succession Planning The Explosive Rush to Talent Readiness
HCI #HCIwebcast Beyond Succession Planning The Explosive Rush to Talent Readiness HCI #HCIwebcast Today s Moderator Andrew Bateman @AndyWebcast HCI #HCIwebcast T H A N K Y O U www.harrisonassessmentsna.com
More informationSuccession Planning Tool Kit
Succession Planning Tool Kit Succession planning is the process of identifying the key leadership positions within each department and developing employees within state government to assume these positions.
More informationThe attraction, retention and advancement of women leaders:
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
More informationThe Business Case for Succession Planning. University of Florida Executive Education
The Business Case for Succession Planning University of Florida Executive Education Succession Planning A continuous process of identification, assessment, and development of talented individuals as they
More informationTalent management. Developing leadership not just leaders. Sarah Massie. Leadership in action
Talent management Developing leadership not just leaders Sarah Massie Leadership in action Introduction and context Developing leadership that is fit for purpose is often cited as the most common workforce
More informationUpdated Requirements for Developing New Leaders and Onboarding New Hires
Updated Requirements for Developing New Leaders and Onboarding New Hires Over the past five years, companies have created efficiencies in operations while controlling headcount growth. The trend has been
More informationA 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 informationWorkforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
More informationVietnam. companies and retailers might consider individuals with complementary FMCG experience whose skills can be refined internally.
Vietnam 2015 WAS A POSITIVE YEAR FOR RECRUITMENT IN VIETNAM. STRONG LEVELS OF DEMAND WERE DRIVEN BY NEW BUSINESSES ENTERING THE MARKET, INCLUDING THE ARRIVAL OF MAJOR COMPANIES FROM AUSTRALIA, THE US AND
More informationTalent Management Derailers Keys to Keeping Your Talent Train On Track Michael Couch President, Michael Couch and Associates Inc.
Keys to Keeping Your Talent Train On Track Michael Couch President, Michael Couch and Associates Inc. Strategic Talent Management (getting the right people, in the right roles, doing the right things)
More informationIT professionals. Attraction and retention factors. By Douglas R. Paulo
IT professionals Attraction and retention factors By Douglas R. Paulo /02 No matter which industry vertical or sector you call home, by now you already realize that there is an extreme talent shortage
More informationExecutive Continuity Perspective for CEO s
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
More informationHR SOLUTIONS RECRUITING FOR A NEW AGE
HR SOLUTIONS RECRUITING FOR A NEW AGE Successful businesses never stop evolving Staying ahead of the competition means your business never stops evolving and innovating. The approach to recruitment should
More informationHUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT
HUMAN RESOURCES & SUCCESSION PLANNING AT YOUR AIRPORT ACI-NA Airport Board Members & Commissioners Conference June 9, 2014 Jeanette Saunders Ricky Smith Cleveland Airport System Are you prepared to replace
More informationResource Article Talent Management: Seven Keys to Success
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,
More informationDIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY
AGENDA ITEM: REPORT TO: POLICY & FINANCE COMMITTEE DATE: 19 TH OCTOBER, 2006 REPORT NO. REPORTING OFFICER: CONTACT OFFICER: OFFICERS CONSULTED: SUBJECT: CFO/193/06 CHIEF FIRE OFFICER DIRECTOR OF PEOPLE
More informationTHAILAND. Despite major political unrest in 2014, the labour market in Thailand remained buoyant.
THAILAND Despite major political unrest in 2014, the labour market in Thailand remained buoyant. The national currency stabilised, unemployment stayed below 1%, and the general outlook for the Thai economy
More informationCONSULTING 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 informationplanning for success.
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
More informationCareer Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
More informationOrganisational Development Improvement Strategy 2009-2011 Delivering results through our people
Organisational Development Improvement Strategy 2009-2011 Delivering results through our people 1 Index Page No Foreword 3 What is Organisational Development? 4 Organisational Development- Driving change
More informationTHE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 Chapter 1 - Introduction If you agree people are
More informationTalent management. Khamis 2 hb Jun 2011 1-2 petang
Talent management Khamis 2 hb Jun 2011 1-2 petang TALENT MANAGEMENT(TM) NEED FOR EFFECTIVE TM PROCESS: Provide a focus for investment Place subject of talent high in the corporate agenda Desirable objective
More informationKPMG 2013 / 2014 HR & Reward Practices Survey. kpmg.com/ng
KPMG 2013 / 2014 HR & Reward Practices Survey kpmg.com/ng 2 KPMG 2013 / 2014 HR & Reward Practices Survey Executive Overview Human capital is one of the most critical assets of any business. Many organisations
More informationWHAT CAN BE MEASURED, CAN BE IMPROVED
WHAT CAN BE MEASURED, CAN BE IMPROVED TAKING A CLOSER LOOK AT YOUR CANDIDATE RECRUITING EXPERIENCE MARIA ROSPLOCH AND THOMAS F. KAMINSKY /02 the nearest exit In an ever-increasing struggle to secure top
More informationHow Insurance Companies Can Beat the Talent Crisis
Financial Services How Insurance Companies Can Beat the Talent Crisis Staying competitive through integrated talent management How Insurance Companies Can Beat the Talent Crisis Staying competitive through
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 informationCareer development planning and the changing workforce. Why the transition between different generations of workers makes it more important than ever
Career development planning and the changing workforce Why the transition between different generations of workers makes it more important than ever 1 Table of contents Executive summary 3 The skill gap
More informationTHE NEW GENERATION OF SUCCESSION PLANNING
THE NEW GENERATION OF SUCCESSION PLANNING THE NEW GENERATION OF SUCCESSION PLANNING By Margaret Resce Milkint, Managing Partner, The Jacobson Group Subscribing to the forward-thinking outlook of a realistic
More informationOdgers Berndtson Board Survey. Among CEOs in Denmark s largest corporations
Boards and CEOs preparing for growth Almost half of the CEOs in Denmark s largest corporations consider the financial crisis to be over and expect positive growth in the near future. This calls for preparation
More informationBig data, big opportunities. Your digital guide to people analytics. www.thomasinternational.net
Big data, big opportunities Your digital guide to people analytics www.thomasinternational.net Although big data has become one of the most used buzzwords in the business world today, it is still a new
More informationDon t pigeonhole the potential of 360-degree feedback. part of our We think series
Don t pigeonhole the potential of 360-degree feedback part of our We think series Contents Contents 2 Two challenges 3 Flexibility of 360 4 Next steps 4 About Head Light 5 2 Ian Lee-Emery, Managing Director,
More informationWhite Paper. Executing Organizational. Strategy: Achieving. Success through Talent. Management
White Paper Executing Organizational Strategy: Achieving Success through Talent Management April 2007 Table of Contents Factors Impacting Business Value and Execution 4 The Solution: Business Execution
More informationTalent Sustainability: Frameworks and Tools for Developing Organizational Capacity
Talent Sustainability: Frameworks and Tools for Developing Organizational Capacity Center Connection- Austin, TX Richard Walsh Senior Faculty & Executive Coach 2008 Center for Creative Leadership. All
More informationHR Technology Trends By Wilson Ten wilson@sandfil.com. SandFil International Right Talents, Right Results
HR Technology Trends By Wilson Ten wilson@sandfil.com TM Right Talents, Right Results What are the new challenges in HR? They Don t Understand We Can Deliver Deloitte's Aligned at the Top study says: "there
More informationThe HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions
The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions Fierce competition for funding and the need to differentiate from other institutions
More informationMAKING IT HAPPEN DEVELOPING TALENT IN THE WORKPLACE
MANAGING MAKING IT HAPPEN DEVELOPING IN THE WORKPLACE How do you effectively identify talent potential? Rita McGee offers guidance on developing and executing a successful policy on talent management,
More informationINFRASTRUCTURE ASSET MANAGEMENT IN THE GCC
INFRASTRUCTURE ASSET MANAGEMENT IN THE GCC On the Road to Strategic Asset Sustainability PERSPECTIVES FROM LEADING ASSET OWNERS A Whitepaper by Government and Enterprise Asset Management Congress OVERVIEW
More informationFuture-proofing employee engagement 5 areas of focus for 2015
Future-proofing employee engagement 5 areas of focus for 2015 Employer Branding Experience 5 th November 2014 1 By way of introduction Thanks for having me Employee engagement is for life 4 An important
More informationHR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals
50 HR and Recruiting Stats That Make You Think Introduction Employer branding, employee engagement, social recruiting, transparency and Millennials are among the most important trends and topics impacting
More informationSuccession Planning Policy and Procedure
Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy
More informationExecutive 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 informationrethink-tm.com Rethink Talent Management Transforming businesses into higher performance organisations
rethink-tm.com Rethink Talent Management Transforming businesses into higher performance organisations Your talent management strategy should be as well thought out and purposeful as your business plan.
More informationWhat s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources
What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources
More informationThe Talent Management Framework
The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The
More informationIntroduction. Page 2 of 11
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
More informationJapan s Leadership Challenges in Globalization
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
More informationThe Direct Employers Association
The Direct Employers Association Membership Educate, Innovate, Cooperate About The Direct Employers Association The Direct Employers Association [DEA] is a not for profit membership organisation specifically
More informationThe investigation. The purpose of the study is to determine the state of the U.S. workplace as viewed by America s workforce.
The investigation APCO Worldwide and Gagen MacDonald jointly sponsored an online survey among U.S. adults who have been employed full-time at least one year at a company with at least 500 employees. The
More informationPolicy on Succession Planning
Status: Approved Custodian: Human Resources Directorate Date Approved: 2013-07-17 Decision number: SAQA 14100/13 Implementation date: 2013-07-18 Due for review: 2016-07-16 File number Page 1 of 6 Contents
More informationSuccessful Succession Planning. part of our We think series
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
More informationSilkRoad & HRZone Onboarding Survey Results
TalentTalk A SilkRoad TalentTalk Report SilkRoad & HRZone Onboarding Survey Results 2 // SILKROAD & HRZONE ONBOARDING SURVEY RESULTS INTRODUCTION The importance of onboarding should never be underestimated.
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationTalent Management A Holistic Approach to Managing your Workforce
Talent Management A Holistic Approach to Managing your Workforce Robyn Warren and Stacy Edwards-Adrian Los Angeles Unified School District Successful organizations, both public and private, are recognizing
More informationInnovative Talent Management Strategies in the State of Tennessee
9//0 Innovative Talent Management Strategies in the State of Tennessee A Focus on People with a Focus on the Future Facilitator: Trish Holliday, SPHR Chief Learning Officer State of Tennessee Sponsor:
More informationHelping our clients win in the changing world of work:
Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.
More informationNORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff
More informationEXECUTIVE COACHING What is executive coaching? Who is the typical executive coaching candidate? How long does executive coaching last?
EXECUTIVE COACHING EXECUTIVE COACHING What is executive coaching? Executive or business coaching can be a power part of Human Resources functions or services. It is a senior training device, designed to
More informationAligning Recruitment to Talent Management Efforts Article By Kevin Vince Fernando PhD, DBA, MBA, MBus (Prof Accounting), MM, FSBP (UK)
Aligning Recruitment to Talent Management Efforts Article By Kevin Vince Fernando PhD, DBA, MBA, MBus (Prof Accounting), MM, FSBP (UK) Introduction The design and deployment of winning business strategy
More informationPEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
More informationhuman resources from a different perspective aligning your HR issue to provide the optimum solution
human resources from a different perspective aligning your HR issue to provide the optimum solution align specialise in end to end personalised Human Resource solutions from recruitment, executive placement
More informationInsight paper. Succession Management: Assessment report
Insight paper Succession Management: Assessment report Understanding the business impact of career and succession management To support your career and succession planning, this concise report presents
More informationThe Challenge for HR Professionals:
The Challenge for HR Professionals: Using workforce analytics to support business strategy and fact-based decision-making 2015 National EMSI Conference September 23, 2015 Welcome Lindsay Scott Principal,
More information34 Talent Management. Key concepts and terms. Learning outcomes. Talent management Talent relationship management. Talent pool War for talent
579 34 Talent Management Key concepts and terms Talent management Talent relationship management Talent pool War for talent Learning outcomes On completing this chapter you should be able to define these
More informationAddressing 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 informationHow To Plan For The Future
HR Series for Employers Succession Planning Retaining skills and knowledge in your workforce Catalogue Item # 759914 This publication is available to view or order online at alis.alberta.ca/publications.
More informationMoving Talent Management From An Art To A Science The Why s and How s of Integrating Big Data and Human Capital
Moving Talent Management From An Art To A Science The Why s and How s of Integrating Big Data and Human Capital TalentManagement360 gives you in- depth analysis of recruitment, retention, performance,
More informationTalent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector
Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Oil & Gas workforce segments at risk of attrition Operating company segments Production/operations
More informationMobilizing Your Workforce
2015 Talent MobiliTY Research Report Mobilizing Your Workforce Understand, Develop and Deploy Talent for Success www.lhh.com 1 Table of Contents Executive Summary...3 Introduction...4 About Our Study...4
More informationTechnology and Management Trends For Emerging HR Leaders 2015
Technology and Management Trends For Emerging HR Leaders 2015 The Human Resources landscape is changing at a rapid pace. The traditional HR role has evolved from that of a business function to that of
More informationRecruiting a Competitive Workforce: Should Needed Skills be Built or Bought?
A ManpowerGroup TM Solutions White Paper Recruiting a Competitive Workforce: Should Needed Skills be Built or Bought? For more information on RPO, please visit manpowergroup.co.uk Recruiting a Competitive
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 informationALL WALES CREDIT UNION SUPPORT PROGRAMME. Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning
ALL WALES CREDIT UNION SUPPORT PROGRAMME Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning This guide has been produced by The Social Investment Business for credit unions
More informationJob Family Modeling. Tools to Support Job Evaluation and Career Development October 21, 2009. Vincent Milich
Job Family Modeling Tools to Support Job Evaluation and Career Development October 21, 2009 Vincent Milich Agenda What is job family modeling? What can job family modeling do for an organization? Unique
More informationCreating a Competitive Advantage Through Your Workforce
Creating a Competitive Advantage Through Your Workforce Lloyd G. Kirchner President and CEO (BSME Rice 85) Commonwealth Engineering Full-service engineering, procurement, and construction management (EPCM)
More informationHR.com Whitepaper. Driving Successful HR Leadership: Talent Management s Role in Core Business Strategy
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
More informationMaximising your Business s Value through Workplace Strategy
Maximising your Business s Value through Workplace Strategy Executive Summary of the discussions at 20 Fenchurch Street June 18, 2015 1. Introduction Nick Cook, the Principal and Managing Director at Avison
More informationStop guessing and start making smarter decisions about your workforce INCREASE YOUR TALENT IQ CORNERSTONE INSIGHTS
INCREASE YOUR Stop guessing and start making smarter decisions about your workforce TALENT IQ CORNERSTONE INSIGHTS BUSINESS LEADERS OFTEN SAY EMPLOYEES ARE THEIR MOST VALUABLE ASSET. But how much insight
More information