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Reality HR June 6, 2006

Date: June 6 2006

Reality HR
Dear HR Professional,

Welcome to the Reality HR - Best Practices from HR Executives Newsletter! You are receiving this email because as a member of the community you have expressed an interest in receiving our Reality HR update. It is our mission at to always provide you with the most relevant and up-to-date HR information. To alter your subscription preferences or noted areas of interest please update your online profile here.

The following interview is a condensed version of's Live one hour webcast presented by Aileen MacMillan.

Reality HR: Interview with Matthew Brush on Strategic Human Planning

Matthew Brush is the Director for Human Resources, Human Capital Planning at Corning Incorporated. Matthew has been helping to shape Corning's Human Capital Planning Processes 2001 and he assumed leadership of those efforts in October 2003.

Before that, Matthew completed several HR assignments in Corning's Telecommunication Sector and he joined Corning as HR Director for the Optical Networking Devices Division in 2000, was named HR Director for the combined Corning Photonic Technologies Division in May 2002, and prior to joining Corning, he gained broad HR experience through multiple assignments in companies in health insurance, biotechnology, food and beverage, and technology in Internet industries.

He held a number of staff roles including compensation and benefits, HRIS of staffing, as well as a multi-site field implant for HR manager assignments. Immediately prior to joining Corning, he also was the co-founder and Chief Talent Officer of an Internet-based recruiting company.

AM: Can you begin by telling us a bit about your role at Corning?

MB: Yes, perhaps the most relevant part is the Director of Human Capital Planning, which I have held, as you mentioned, since 2003. In that role, I helped to shape the current version of Human Capital Planning, and will be sharing a bit about how that has evolved later on in the presentation. In addition to Human Capital Planning, I was recently appointed HR Director for our Global Staff And Business Services groups. So, I am now responsible for global IT recruitment and transportation, HR finance, and also business services. I have got a full plate, but I continue to be working on human capital planning through this year and will be working on a transition to another member of the staff for next year.

AM: Can you give us a definition of human capital planning as you use it?

MB: When I start talking about human capital planning, it's very important to contrast that with finite workforce demand planning. There has been a long history in HR of doing finite demand planning where you look at every job or position looking at needs by year with a high precision approach. These are difficult to maintain and sometimes it's hard to demonstrate the business impact. This can fall into that category of activity-based HR as opposed to impact-based HR. When we talk about human capital planning, we are really focussing in on those roles that are either going to impact business strategy or be impacted by the strategy. Of course that statement implies that we have a way of figuring out what those roles are. We will talk about that in a minute. In terms of the precision we are really looking more for directional accuracy rather than high precision in terms of numbers. We really try to build a process that's integrated into both the client businesses strategy processes and the HR functions strategy processes so it becomes easier to maintain and easier to demonstrate business impact.

AM: Now how did this approach evolve?

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Aileen MacMillan, Analyst with, specializes in performance management.

Aileen's work centers on evaluating how performance management impacts organizational success and assessing the various technology solutions available to support performance management. Aileen has a background in psychology. Through her work in the field of social services, Aileen gained experience in the area of clarification of goals, goal tracking and development planning. She has been involved with the planning and implementation of conferences focusing on youth engagement, as well as conducting research projects on Corporate Social Responsibility.

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Michelle Adwell - Lessons Learned from a Successful RPO Engagement

June 12, 2006
2:30 - 3:30 p.m. ET.

In this live webcast you will learn:
  • What to look for in an RPO vendor.
  • What your available options are.
  • How many vendors you should consider when making a choice.
  • Negotiating a contract: you do have options.

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 If you enjoy the Reality HR interviews, then you will enjoy our recently published book,
Thoughts from the TOP: Interviews with HR Executives
by Publishing

Thoughts from the TOP: Interviews with HR Executives contains 52 interviews with those who have tested theories and developed practices that have successfully changed the way they do business. The lessons in the book are real. The people are real. And the results are real.

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