Presenter: Doug Reynolds, Development Dimensions International
|
|
- Martha Juliet Heath
- 8 years ago
- Views:
Transcription
1 Presenter: Doug Reynolds, Development Dimensions International
2 Data-Driven Talent Management: Using assessment and technology to run better organizations Presented by: Doug Reynolds, Ph.D. Senior Vice President & CTO Development Dimensions International (DDI)
3 Big Data: Old Wine or New Opportunity? Presented by: Doug Reynolds, Ph.D. Senior Vice President & CTO Development Dimensions International (DDI)
4 Big Data about people is hot!
5 Anatomy of a trend Reference to Moneyball Uninformed overgeneralization Pivot point
6 Anatomy of a trend Review of common problems
7 Anatomy of a trend Discovery of known knowledge Nuggets of insight from new technologies
8 What is Big Data for HR? A visit to the dust bowl A sea of spurious correlation High school science New insights from new tools
9 A few definitions Big data: Large quantity and variety of data generated through internet-based systems. Digital exhaust: trace information remaining after use of an online tool, often irrelevant to the purpose of the tool. HR analytics: organizationally relevant statistics regarding people associated with the organization
10 Overview Why are we talking about this now? The promise of big data in HR A few examples The answer
11 A few important trends Labor Market Management Technology Talent is a differentiator Aging workforce Skill gaps Automation Globalization Outsourcing Interoperability Services architecture Cloud computing
12 A (simplified) view of the evolution of business software
13 Start with an inefficient business process Input Step 1 Step 2 Step 3 Step 4 Output
14 design software to improve it Input Step 1 Step 2 Simplify, automate, increase availability, globalize, etc. Step 3 Step 4 Output
15 It doesn t take much to get started
16 Competitors may capture different parts of the process Company 1 Company 2
17 The next challenge: add value beyond your step Interconnect with other software tools to automate more of the business process
18 Acquire, merge, or build to own the whole process Attempt to support the whole process: Build more pieces Buy your neighbor Sell out Or, go out of business
19 Once you own one process, you get hungry for others Process: A B C D
20 Once you own one process, you get hungry for others Process: A B C D
21 Interconnections allow for more insight and strategic value A B C D Within Process Across Processes
22 In the HR context: Within Process Across Processes
23 Big data about people Recruit Promote Hire Manage Train
24 The promise of big data for talent management Strategic Impact Insight Process Automation
25 Candidate Source Assessment Data for Individual and Group Manager Satisfaction with Quality of Candidates Ratio Offers to Acceptance and Diversity of New Hires Candidate feedback on the hiring process Confidence of Hiring Manager in the New Hire and Confidence of the New Hire that they are in the Right Job Job Performance and Engagement Predictive Hiring Analytics Source Assessment Final Interview Job Offer First Day on the Job 6 Months on the Job 1 year on the job
26
27 A pervasive issue: assessment rigor Talent quality?
28 Examples of Assessment-driven Analytics
29 About DDI 40+ Years in 3 markets: Personnel Selection Executive Assessment Leadership Development 42 offices in 26 countries 4M+ tests delivered/yr 1,500 exec assessments/yr Multiple software delivery systems
30 Example 1: selection testing Selection test for graduate hiring Relevant and effective across cultures Strong security (difficult to cheat on) Strong predictor of performance Available anytime, anywhere Brief
31 Test features Figural reasoning: measure of reasoning ability, critical thinking, and problem-solving Non-verbal/graphical items No translations Applicable regardless of candidate reading level Culture-free/fair for all candidate groups Allows for comparisons across cultures/countries
32 Internet-based computer adaptive testing (CAT) CAT addresses several common issues: Test Security Cheating Length of Candidate Experience Items drawn from extensive bank; low item exposure rates Different combination of items for each candidate; no single key available to be used for cheating Compared to traditional tests, shorter test time but superior precision
33
34 CAT: development process Calibration Research 200,000+ candidates for entrylevel professional jobs, globally Items researched via internet delivered test forms Test timing and question functioning developed from response data Ensured the test is inclusive to all candidates globally Then, criterion-related validation study conducted
35 Results from CAT validation Criterion Validity Coefficient Composite Performance 0.36 (0.29)** Gathering Information 0.18 (0.14)** Reviewing and Analyzing Information 0.34 (0.27)** Decision Making 0.33 (0.26)** Strategic and Operational Agility 0.20 (0.16)** Innovation 0.20 (0.16)** Potential 0.27 (0.21)** Adaptability 0.25 (0.20)** Note. N=596 ** p < Validity coefficients have been corrected only for unreliability in the criterion using a reliability estimate of Values in parentheses represent uncorrected validity coefficients.
36 Interview scores by score group RT Next scores step scores with passing with passing RS score CAT RT Next scores Step scores with or without or without RS score passing CAT
37 Assessment-driven metrics Employer brand index Recruiting effectiveness metrics
38 Test scores + HRIS data: Turnover survival analysis
39 Example 2: Tech-facilitated assessment center Key characteristics: Day-in-the-life format Technology driven Live interactions Deployed globally
40
41 COMPETENCIES PERSONALITY PATTERNS Karen Gates Vice President, Operations Started: Previous Position: Director, Operations Education: MBA, Wharton Business School Known Aspirations: VP of Eastern Region Sample Output Interpersonal Skills P Compelling Communication Leadership Effectiveness Inventory P Cultivating Networks Adjustment 72 S Navigating Politics Ambition 87 D Influence Sociability 25 Business Management D S P Building Organizational Talent Driving Execution Financial Acumen Interpersonal Sensitivity Prudence Inquisitiveness Learning Orientation P P Operational Decision Making Entrepreneurship Leadership Challenge Inventory P Establishing Strategic Direction Volatile 33 Leadership S P S Leading Change Coaching and Developing Others Selling the Vision Argumentative Risk Averse Imperceptive Avoidant Arrogant P Empowerment/Delegation Impulsive 11 Personal Competencies Attention Seeking Eccentric P Executive Disposition Perfectionistic 24 S Passion for Results Approval Dependent 72
42 Multi-organization analyses Strengths Executives Strategic Leaders Coaching Establishing Strategic Direction Financial Acumen Entrepreneurship Building Talent HRIS Company Profiles Strong Managers Strengths Driving for Results Vary by: Executive Level? Disposition Communicating Industry? with Impact Decision Making Experiences? Customer Personality Focus profile? Prior Assessments Company Performance
43 Level differences in leadership High Customer Focus Coaching Med Low Empowerment Business Savvy 2 nd Level 3 rd Level 4 th Level
44 Vacancy rate + competency analysis Expected vacancies: 10 Directors 66 Managers 184 Supervisors
45 Cultivating Innovation scores by position Strength Ready Ready with Development Not Ready at this Time
46 What if priorities change? Competency analysis: Driving Efficiency Strength Ready Ready with Development Not Ready at this Time
47 Big Data: Old wine or new opportunity
48 The answer: Big data: Old wine and New opportunity (with some significant challenges ahead)
49 Big Data about people Challenges in practice: Software is often an expensive hollow shell People data can be of poor quality Interpretations can be terribly flawed Managers defer to gut instinct
50 Big data: big skills required Complex data analysis and modeling Knowledge of people & systems in organizations Theory building and testing Communication and action planning
51 Big Data about people Opportunities: Interconnections across steps add new insights and strategic value Strong theory, modeling, hypothesis testing are essential to extract meaning and order from huge complexity Insight about people can be packaged to better inform organizational strategy
52 Concluding thoughts: Multi-disciplinary approach is important New opportunities are emerging for the role of assessment Potential for better people strategy if we can overcome common barriers We have an obligation to respond to the popular trend
53 Thank Thank you! you. Big Data: Old Wine or New Opportunity? Doug Reynolds July 23, 2013
54 Post-SIOP survey: What are you most excited about?
55 Vacancy rate estimation + competency analysis Years Projected Preliminary Talent Gap Projected Talent Gap Projected Talent Gap after internal sourcing Additional talent needed through internal talent identification, development and promotion Current Year Forecast Year Current Headcount Planned Headcount Current Vacancies % promoted out of role per year Retire % per year Resign, Terminate % per year % positions historically filled successfully through Internal Promotions Target % filled through external hires Director % 4% 1% 22 15% 18 40% 10 Manager % 6% 2% % % 66 Supervisor % 8% 4% % % 184 Total Summary Year Talent Supply Talent Demand Talent Gap Projected Talent Gap, given current rate of expansion, promotions, retirments, resignations -- and targeted % of external hires
Presenter: Doug Reynolds, Development Dimensions International
Presenter: Doug Reynolds, Development Dimensions International Big Data and Talent Management: Using assessment and technology to run better organizations Presented by: Doug Reynolds, Ph.D. Senior Vice
More informationSTRATEGIC 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 informationBIG DATA, BIG WIN POINT OF VIEW 5 REASONS TALENT ANALYTICS IMPROVES HIRING
POINT OF VIEW ARTICLE BY SCOTT ERKER, PH.D. SENIOR VICE PRESIDENT, SELECTION SOLUTIONS GROUP, DDI BIG DATA, BIG WIN 5 REASONS TALENT ANALYTICS IMPROVES HIRING Business organizations are embracing talent
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 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 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 informationEMPLOYEE OPINION SURVEY
EMPLOYEE OPINION SURVEY In this edition we present a sequel to part one of Metis Report on EOS that unearthed Employee Opinion Survey (EOS) as a construct and an essential measurement tool for understanding
More informationQualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President
Qualities of Leadership Excellence at Sodexo Competencies of a Sales Executive or Sales Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo sales executive or sales
More informationCreating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere
Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere Today s Presenters Brian Kelly Global Leader, Workforce Analytics & Planning Mercer brian,j.kelly@mercer.com Jacqueline
More informationIndustry Insight: Performance Management
Industry Insight: Performance Management Optimize Employee Performance to Maximize Business Performance You ve built an impressive talent hiring and screening approach, one that better predicts and ensures
More informationSuccession Management
Succession Management Design Build Attract When you plan for succession, you plan for success. Board members and executive leaders know the importance of succession management to long-term viability. They
More informationWorkforce Planning & Analytics: Advancing Your Organization s Capability
Workforce Planning & Analytics: How to Create or Advance Your Organization s Ability to Generate Actionable Workforce Insight Presented by Al Adamsen al.adamsen@talentstrategyinstitute.com 415-652-2745
More informationTALENT MANAGEMENT AND PREDICTIVE ANALYTICS
TALENT MANAGEMENT AND PREDICTIVE ANALYTICS The business of Talent Management (i.e. human capital management) can be variously described. In The Talent Management Handbook (2004, McGraw-Hill, Berger & Berger),
More informationCERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE
CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business
More informationRob Farrell. Stu Robb
Rob Farrell Rob Farrell is the President and Founder of StrateGrowth Partners. Rob has over 15 years of experience driving strategic revenue and profit growth with leading North American companies. He
More informationSMART SOURCING A MARKET FOCUSSED RECRUITMENT SOURCING STRATEGY
SMART SOURCING A MARKET FOCUSSED RECRUITMENT SOURCING STRATEGY EXECUTIVE SUMMARY The key drivers that drive talent acquisition in good times and bad times, in tight labor markets or soft ones largely remain
More informationHow HR Software Can Help Deliver a Competitive Advantage
How HR Software Can Help Deliver a Competitive Advantage whitepaper Content 3 4 6 9 12 Executive Summary What is competitive advantage? How can HR contribute to your competitive advantage? Key HR Software
More informationQuantifying HR: Basics of HR Analytics Carrie L. Riggle David B Turetsky
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
More informationStrategic Workforce Planning
Strategic Workforce Planning Jeff Lindeman, SPHR Chair, ACI-NA Human Resources Committee Director, Human Resources San Diego County Regional Airport Authority Agenda What is strategic anyway? Human Capital
More informationBob Hassell. Hassell Blampied Associates February 2013
Bob Hassell Hassell Blampied Associates February 2013 Look at the concept of organisational strategic objectives and competitive advantage of HR using these as guides Understand the competencies HR needs
More informationConsulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers
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
More informationCompetency 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 informationRecruiterpowered by CloudCords
Recruiterpowered by CloudCords Improve Quality of Hire Reduce Turnover with Higher Job Satisfaction Increase Speed of Hire Increase Revenue and Cost Savings How are We Different? Configure custom recruiting
More informationRecruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy
Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as
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 informationWorkforce Analytics The Missing Link in Business Intelligence
Workforce Analytics The Missing Link in Business Intelligence Data A Double-edged Sword Today s business leaders face many challenges that require access to and the understanding of analytics throughout
More informationDEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
More informationTACKLING TALENT STRATEGICALLY: WINNING WITH WORKFORCE PLANNING
A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT TACKLING TALENT STRATEGICALLY: WINNING WITH WORKFORCE PLANNING Copyright 2015 Harvard Business School Publishing. sponsored by SPONSOR PERSPECTIVE Analytics
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 informationDelivering Value to the Business. Why Your Current HR Systems Hold You Back
Delivering Value to the Business Why Your Current HR Systems Hold You Back Delivering Value to the Business Why Your Current HR Systems Hold You Back When your Human Resources organization directly contributes
More informationHR Trends & Priorities for 2012. McLean & Company 1
HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership
More informationHiring for Retention Get It Right, Right Out of the Gate
Hiring for Retention Get It Right, Right Out of the Gate By Russell M. Klosk, SPHR, GPHR Unrelenting Hiring Pressures Global workforces, maturing workforces, baby-boomer retirement waves you don t have
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 informationSUSTAINING COMPETITIVE DIFFERENTIATION
SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pec
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 informationFollow us: #LINKUS13. Talent Analytics: Big Data Benchmarks, Big Picture Answers
Follow us: #LINKUS13 Talent Analytics: Big Data Benchmarks, Big Picture Answers Follow us: #LINKUS13 Presenters Jeff Facteau, Ph.D. VP, Professional Services, SHL Michael Griffin Executive Director, HR
More informationUsing Workforce Analytics to Reduce Employee Turnover
Using Workforce Analytics to Reduce Employee Turnover White Paper This White Paper describes the challenges of reducing employee turnover in shift based organizations, and introduces Otipo s innovative
More informationCUPA HR Strengthen Leadership Development and Succession Planning Practices
CUPA HR Strengthen Leadership Development and Succession Planning Practices April 11, 2013 Prepared by Consulting Performance, Reward & Talent The Higher Ed Leadership Development Challenge Strength Board
More informationCORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
More informationOutsourcing Your HR Analytics
Outsourcing Your HR Analytics OVERVIEW HR Analytics have certainly become the hot topic recently and the job title of Data Scientist has been used more and more frequently. But before hiring a team of
More informationThe what, why, when and how of Strategic Workforce Planning
Future-proof your workforce The what, why, when and how of Strategic Workforce Planning Susan DeFazio Table of contents 3 Introduction 5 What does good SWP look like? 7 Why SWP matters to risk & operational
More informationQualities of Leadership Excellence at Sodexo. Competencies of an Operations Vice President
Qualities of Leadership Excellence at Sodexo Competencies of an Operations Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo operations vice president. It will
More informationBig Data Analytics. A Game Changer for OD Practitioners. Michele Reeves, SAS. Technology & Tools Change & Agility Diversity & Culture
Big Data Analytics A Game Changer for OD Practitioners Michele Reeves, SAS Technology & Tools Change & Agility Diversity & Culture Look Who s Talking I hope you learn 1. The difference between business
More informationTalent DNA that drives your business
Talent DNA that drives your business Align your talent DNA and business strategy to achieve real success Accelerate your business with a strategic HCM solution that turns your human capital investment
More informationOracle Taleo for Recruiting Management: The Path that Leads to the Best Talent
Oracle Taleo for Recruiting Management: The Path that Leads to the Best Talent Sreenath Kamasamudhram, BizTech Introduction Today's Human Resources (HR), talent and learning executives face strategic challenges,
More informationDoDEA Personnel Center HR Competency Definitions
DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer
More informationHigh Performance BPO delivers game-changing business outcomes
High BPO delivers game-changing business outcomes The benefits offered by BPO have long been clear, and have centered on the increased efficiency that comes with standardizing and streamlining processes
More informationIMPLEMENTATION PLANNING CORPORATE
IMPLEMENTATION PLANNING CORPORATE Vision, Mission, Strategy Values Culture Executive Compensation Internal Communications Strategy Deployment Budget Alignment Mergers & Acquisitions Research & Development
More informationBecoming a Trusted HR Advisor
Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting
More informationSELF PACED ON-LINE COURSES
SELF PACED ON-LINE COURSES CFT Upstate NY offers hundreds of self paced on-line courses in conjunction with the Business Training Library. These courses take one to six hours to complete and include learning
More informationSpeaker ebook. American Aerospace & Defense Summit 2015. Q&A with the speakers from the. Massimo Masini. Michael Heil.
Speaker ebook Q&A with the speakers from the American Aerospace & Defense Summit 2015 Michael Heil President Ohio Aerospace Institute Debra Hensley Quality & Production Staff Specialist Massimo Masini
More informationWinning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
More informationHuman Capital Financial Statements
Presents: Human Capital Financial Statements April 19, 2011 About Human Capital Management Institute The Human Capital Management Institute (HCMI) was founded on the belief that organizations can and must,
More informationHR STILL GETTING IT WRONG BIG DATA & PREDICTIVE ANALYTICS THE RIGHT WAY
HR STILL GETTING IT WRONG BIG DATA & PREDICTIVE ANALYTICS THE RIGHT WAY OVERVIEW Research cited by Forbes estimates that more than half of companies sampled (over 60%) are investing in big data and predictive
More informationThree Reasons to Integrate ERP and HCM. White Paper
Three Reasons to Integrate ERP and HCM White Paper Table of Contents Three Reasons to Integrate ERP and HCM 3 1. Unified Data Wins 3 Releasing the Power of Unified Data 3 2. Employee-Driven Workflows Matter
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationThe Search for Human Capital Management Tools: What fits your organization?
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
More informationQualities of Leadership Excellence at Sodexo. Competencies of a District Manager
Qualities of Leadership Excellence at Sodexo Competencies of a District Manager Helping You Reach Your Full Potential! This brochure is for you, the Sodexo district manager. It will help you to understand:
More informationU.S. Department of Justice Justice Management Division Equal Employment Opportunity Staff
U.S. Department of Justice Justice Management Division Equal Employment Opportunity Staff Executive Stewardship for Hispanic Employment Presented to LULAC Federal Training Institute Isabel Flores Kaufman,
More informationHuman Capital Management Trends 2013
Human Capital Management Trends 2013 It s a Brave New World January 2013 Mollie Lombardi and Madeline Laurano Page 2 Executive Summary Human capital management is a key business initiative. Without insight
More informationHR Metrics Interpretation Guide
Version 7.2 / August 2014 A data service owned and operated by: Welcome! This Interpretation Guide is designed to give you the information you need to interpret your metric and benchmarking results. This
More informationPERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms
NetDimensions Performance helps organizations manage performance throughout the year by replacing the traditional annual performance review with an ongoing dialogue between managers and employees, focused
More informationEVERYTHING YOU NEED TO KNOW ABOUT MANAGING YOUR DATA SCIENCE TALENT. The Booz Allen Data Science Talent Management Model
EVERYTHING YOU NEED TO KNOW ABOUT MANAGING YOUR DATA SCIENCE TALENT The Booz Allen Data Science Talent Management Model Recently, Harvard Business Review branded data science the Sexiest Job in the 21st
More informationUnderstanding Hiring vs. Recruiting
Understanding Hiring vs. Recruiting Changing the hiring model to attract top talent involves rethinking practices. Dr. Cabot L. Jaffee AlignMark Inc. 500 Winderley Place #224 Maitland, FL 32751 February
More informationHow To Recruit For A Contact Center
How to Win the War for Contact Center Talent: Seven Secrets to Better Hiring A Business Optimization White Paper by: Kevin G. Hegebarth Vice President, Marketing HireIQ Solutions, Inc. 1101 Cambridge Square,
More informationChange is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey
January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies
More informationKenya Revenue Authority (KRA)
Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:
More informationTo comment on these KPIs: email abeers@aicpa.org
GARTNER/EBRC KPI INITIATIVE This initiative will identify and develop industry standard measures that are predictive of corporate performance. There is a difference between identifying such measures and
More informationBest Practices in Workforce Demand Forecasting
Best Practices in Workforce Demand Forecasting The Vision for Intelligent Performance TM In 1997, Dr. Jac Fitzenz published the book The Eight Practices of Exceptional Companies based on his studies at
More informationWorkshop: Predictive Analytics to Understand and Control Flight Risk
Workshop: Predictive Analytics to Understand and Control Flight Risk Data science for deeper insights and more accurate predictions Peter Louch Founder and CEO peter.louch@ (917) 443-4572 Agenda Introductions
More informationRevised Body of Knowledge And Required Professional Capabilities (RPCs)
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
More informationState 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 informationCalculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives
Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives By: Temre Green and Michael Brainard April 28th, 2005 Brainard Strategy 2121 Newcastle
More informationHow To Understand Organizational Power And Politics
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
More informationUsing Predictive Analytics To Drive Workforce Optimization. New Insights From Big Data Analysis Uncover Key Drivers of Workforce Profitability
Using Predictive Analytics To Drive Workforce Optimization New Insights From Big Data Analysis Uncover Key Drivers of Workforce Profitability Using Predictive Analytics To Drive Workforce Optimization
More informationRecruitment Software 101
Recruitment Software 101 What is Talent Acquisition? Once upon a time, personnel departments existed to simply find warm bodies to fill vacancies. Today, the best companies realize that success requires
More informationAccordingto the Bureau of Labor Statistics Employment Projections 2010-2020 released in February 2012
1 Accordingto the Bureau of Labor Statistics Employment Projections 2010-2020 released in February 2012 According to the United States Registered Nurse Workforce Report Card and Shortage Forecast published
More information2012 Benchmark Study of Product Development and Management Practices
2012 Benchmark Study of Product Development and Management Practices 2012 Benchmark Study of Product Development and Management Practices Contents 1. Introduction 2 2. Participant Profile 3 3. Methodology
More informationMake technology your business advantage
Make technology your business advantage $ Make technology your business advantage Microsoft helps small and midsize businesses (SMBs) make the use of technology a business advantage. Modernizing your systems
More informationRecruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices
Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices HRsmart October 3, 2012 2 Introduction Carl Kutsmode Partner Talent Acquisition Management Consultant with over 18 years
More informationInfor Human Capital Management Talent DNA that drives your business
Infor Human Capital Management Talent DNA that drives your business 1 Infor Human Capital Management Align your talent DNA and business strategy to achieve real success Accelerate your business with a
More informationSearch Profile. Vice President, People and Culture
Search Profile Vice President, People and Culture Company Description For over half a century, Bethany Care Society has been improving the lives of Alberta seniors and adults with disabilities by providing
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 informationState of Washington Supervisors Guide to Developing Operational Workforce Plans. Updated December 2008
State of Washington Supervisors Guide to Developing Operational Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas...
More informationDesign Maturity Matrix
Design Maturity Matrix Your overall design maturity score identifies the level of maturity within your organization. This matrix outlines what different maturity levels may mean for each of the five key
More informationState of Alaska. Workforce Planning. Desk Reference and Guide. State of Alaska, Department of Administration, Division of Personnel & Labor Relations
State of Alaska Right People, Right Place, Right Time, Workforce Planning Desk Reference and Guide State of Alaska, Department of Administration, Division of Personnel & Labor Relations Page Table of Contents
More informationExecutive Leadership MBA Course Descriptions
Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next
More informationPoint of View Data, data everywhere... but not a drop to drink
We make it happen. Better. Point of View Data, data everywhere... but not a drop to drink A paper by Hitachi Consulting Data Analytics & Supply Chain Data analytics and supply chain Data is lying about
More informationDepartment of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
More informationHelping Midsize Businesses Grow Through HR Technology
Helping Midsize Businesses Grow Through HR Technology As a business grows, the goal of streamlining operations is increasingly important. By maximizing efficiencies across the board, employee by employee,
More informationinfo@hensongroup.com www.hensongroup.com
The recruiting process typically involves multiple touch points with a variety of HR and recruiting applications, often resulting in manual or disjointed processes A recruiting solution built using Microsoft
More informationThe New Rules to Improve Productivity and Control Costs
Authored by TOP 5 TECHNOLOGY GAME CHANGERS FOR WORKFORCE MANAGEMENT The New Rules to Improve Productivity and Control Costs Sponsored by Top 5 Technology Game Changers for Workforce Management Business
More informationProductivity Gains for SMBs with OnCloud ERP PestBusters takes 1st mover advantage
2012 Productivity Gains for SMBs with OnCloud ERP PestBusters takes 1st mover advantage GreeneStep OnCloud ERP enables SMBs to take advantage of an agile business automation and processes integration system
More informationVocabulary list Business English I
Unit 1 Management (co-)founder consultant market value objective performance promotion public sector resources revenue shareholder skill staff subordinate target to accomplish to allocate to execute 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 informationCONSULTING FOR THE MIDDLE MARKET
BUSINESS INSIGHTS Big Data & HR s Collaboration in Middle Market Success Examining How Middle Market HR Leaders Can Leverage the Benefits of Big Data Patricia M. Johnson February 20, 2015 CONSULTING FOR
More informationPartnering with a Total Rewards Provider
CHAPTER 8 Partnering with a Total Rewards Provider changing market expectations place businesses under constant pressure to raise performance. So all eyes often turn to human resources (HR) to increase
More informationHR Metrics and Workforce Analytics. No Balance NO ROI The Rise of BIG Data
HR Metrics and Workforce Analytics No Balance NO ROI The Rise of BIG Data Program Description Regardless of the size of the organization, HR metrics and workforce analytics are becoming increasingly beneficial.
More informationSuccession Planning: What s Next?
www.pwc.com Succession Planning: What s Next? June 2015 This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not
More information