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Integrated Talent Management

May 30-31, 2012
This event has ended. Click Enter Event to view the archive.
Integrated Talent Management is all the buzz in the industry as vendors build out their product platforms and move away from offering Best of Breed Solutions to integrated solutions that manage the whole life cycle of your employee base. Most firms have an existing infrastructure that needs support, with many best of breed providers within their technology stack, that are not integrated.

The IHR Talent Management certification program will help individuals who deal with the different areas on Talent Management get a better understanding of the big picture of moving their organization to an Talent road map that can seamlessly drive user adoption, key performance metrics and most importantly align the right people with the right jobs throughout their career.

Conference Webcast Schedule
Jennifer Marants, Facilitator(

Managing, enhancing and perpetually stimulating an organization’s indispensible talent is no easy task. In conjunction with executing business goals and objectives, the human resource function drives business functionality and achievement through supporting talent. Talent is our people and their capabilities: right people + right jobs = exceptional output! Research has proven a very strong correlation between the relationship of talent management and business goals. It is essential to perfect the process of talent management in order to attain organizational excellence. Over the years we have seen phenomenal developments in technology to aid in the talent management process, thereby making it more substantiated and defined. With aligned technology-enabled talent management methods in place we see increased workforce productivity and subsequent improvements in quality of work. One might say that Integrated Talent Management is, in other words, business excellence technology.

Thank you for joining the 6th virtual event for the Integrated Talent Management community. This community has recently celebrated its first year anniversary and has enjoyed tremendous response and success since its inception. Thanks to the remarkable talent of the team at, the Integrated Talent Management Welcome and Introduction webinar will: Discuss and define Integrated Talent Management in today’s market (meeting needs and niche)  Talk about and member value added benefits  Illustrate the Integrated Talent Management community and matrix wheel  Describe the virtual event (how to navigate and enjoy all that the event has to offer)  Explain the Institute for Human Resources and how to earn your certification. Thank you for joining and enjoy the education!!

Renu Dadlani, Regional Sales Manager(Talemetry)

Succession planning is a very popular topic right now. While most companies talk about the importance of succession planning as an integral component of managing their human capital, the fact is that those same companies often aren’t creating effective, holistic succession plans. Why is that? How can companies recognize and avoid the common flaws in succession planning? What data should be gathered and analyzed holistically to both assess and identify potential succession candidates? Most importantly, how can visual solutions (such as 9-box matrixes and software tools) be used to accelerate and improve a succession plan? All of these questions are answered in this presentation: Seven Deadly Sins of Succession Planning. Attend this virtual conference to learn how to recognize when you’re making these seven costly errors in your succession planning process and how they prevent you from identifying the best possible succession candidates in critical areas of your organization. You’ll see how “selecting successors only from a singe chain of command”, “developing succession plans just for the executive suite” and other deadly sins are placing many companies in jeopardy. Finally, you’ll capture valuable tips that will allow you to formulate and execute a succession planning process at your organization that leverages the most relevant succession data and powerful visualization tools that will allow you to select the best possible succession candidates. Attend this entertaining and educational session if you want to avoid common mistakes and leverage proven succession planning techniques that will truly improve stability and performance at your company.

Nov Omana, CEO/Founder(Collective HR Solutions)
Michael Benson, Practice Lead - HCM Consulting(Collective HR Solutions)

As Social Networking becomes a commonplace term in companies, HR's role is one of an "agent of change" for the company culture. Social media is not longer a marketing tool nor an IT application, it is a HR tool to increase the engagement and connection of the workforce.

Effectively using Social Networking as part of your Talent Management strategy will give HR the lead role in using this valuable and powerful communication channel. To lead the "differentiating" charge to make your business stand out we are finding that social networking is providing an environment of cooperation and innovation. We will discuss the practices and the challenges embodied in this growing arena.
Along with the challenges we will present the technology bases that support Social Networking, best practices, and the appeal this medium holds for the diverse workforce.

And we will explore the many uses of social networking; why it benefits HR, the workforce, and the company; and, in using a recent HRIM Foundation survey, discuss the challenges associated with using this environment successfully.

Dealing with the diverse workforce and the global aspects of a business will be more aptly supported in using a social networking technology and a culture that embodies the benefits of this environment. HR is being asked to evaluate this medium and it represents one of the greatest potential as changing culture along with the business.
Join us as we explore the growth of Social Networking and get a peek into one of the newest, most impactful tools to come along in decades.

Jennifer Cozier, Director, Talent Management (ADP, LLC)

Many small and mid-sized companies have successful talent management processes in place today. So, what is the next step as your company grows? Optimizing your company’s talent through integrated talent management is the key. Some companies think integrated talent management is too far out on the horizon for them but it really is attainable today – no matter what size your company is. In fact, having integrated talent management is even more important for smaller organizations because HR practitioners wear so many hats and staffs can be leaner. Furthermore, small and mid-sized companies face many of the same challenges that large companies face when it comes to finding, growing, and keeping top talent.
Join Automatic Data Processing’s Jennifer Cozier, Director of Product Management for Workforce Now Talent, as she shares tips and new ideas about Integrated Talent Management for small and mid-sized organizations. Jennifer was recently named a Game Changer by Workforce Management Magazine and is a member of SHRM’s HR Measures and Metrics Taskforce.
This session will share tips and ideas for optimizing key Talent Management activities:
•       Finding: Using social media in talent acquisition
•       Growing: Improving success through performance management and goal alignment
•       Keeping: Driving employment engagement through better guidance and communication
Attendees will participate through live polling and will be provided with the opportunity to ask question and get answers during the webcast.
Whether you currently have integrated talent management solution, are looking for new tips and best practices, or just beginning your search for a new solution - you won’t want to miss this webcast.

Rana Hobbs, SR Director of Workforce Planning(Aasonn)

2012 will be a year of drastic workforce changes. In fact, 84% of employees plan to look for a new job this year, according to a study by Right Management. Meanwhile, 41% of global business executives admit concern over competing for talent globally in 2012, says Deloitte Consulting. In light of these challenges, how do you keep up with organizational change without impeding or missing business opportunities?

A key employee departure can cause a lapse in business continuity and put company performance in jeopardy. A good solution to this problem is succession planning. Organizations need to have succession plans in place to help retain key employees and facilitate a near seamless transition when vacancies do occur. Unfortunately, most succession planning solutions are overly complicated, requiring companies to make a significant time and resource commitment in order to create and maintain succession plans.

As the research above shows, organizations need to act now instead of later on succession planning, but they also need comprehensive data for their employees, which usually takes a large time commitment to review. How can organizations get the best of both worlds? Learn how by using talent, compensation and other workforce data, employers can build their bench strength with qualified successors for key employees in a timely and efficient way. Ideally, the best succession plans foster collaboration between stakeholders best able to evaluate successors in a practical, logical and timely manner. In this session you’ll hear from workforce expert Rana Hobbs on how your organization can remain agile despite workforce change and prepare yourself against talent drain.

Terri Joosten, Sales Executive - Americas(HRsmart, Inc)

During this presentation on Integrated Talent Management, we will cover industry trends that are bringing the importance of Integrated Talent Management to the forefront of decisions for HR leaders. How organizations need to eliminate silos and create a global vision even if not located globally.
CEO’s and investment firms are now more than ever realizing the value of the quality of an organizations workforce. They are helping to drive the adoption of Integrated Talent Management solutions to capitalize on developing and retaining top performers.
We will discuss the differences between integrated and unified or organic Talent Management as well as the reasons why there is a movement in the market towards Integrated Talent Management. We will include examples and the impacts of poor decisions on the adaptability and metrics produced when implemented.
The presentation will also focus market players in Integrated Talent Management, why so many mergers, what that means including potential impact on HR and the market. We have seen a paradigm shift in the marketplace and an increased power struggle amongst Talent Management Vendors.
We will also look at the benefits and costs from the perspective of CEO, CFO and HR as well as what needs to occur to make appropriate buying decisions. Focusing on the differences between best of breed and integrated and how long-term HR vision is instrumental in effective product sourcing strategies. We will portray how impactful a properly chosen solution can affect not just the company but HR and leaders in the organization. How these tools are providing unparalleled metrics which are being demanded and required by HR and the C-level to make proper business decisions.

Mark Tocco, Business Development(DBSquared LLC)

This presentation will examine the basic factors of compensation policy decisions that define competitiveness in talent management and how they might be considered in the planning and implementation. The role of compensation in current talent management philosophy and offerings is important to define as a starting point for building a cohesive talent management strategy and approach. This presentation will attempt to determine the relative importance of compensation to an integrated talent management approach.

The presentation will consider the importance of integrating structure and external competitiveness. Topics discussed will include job evaluation, market surveys, competencies, work measurement and how they compare and contrast and are represented in current technology offerings. The development of key performance indicators will also be considered as potential benchmarks for technology adaption as well as internal organizational change management. We will also evaluate various means to align business objectives as drivers for compensation policy design and implementation.

As part of the discussion we will also look at the high level system architecture principals required to assemble integrated technology approaches that will allow you to ‘compete’ as an organization. The technology section will discuss current state of technology implementation for compensation. It will also attempt to define the critical elements of an HR technology stack. A key element of technology deployment is flexibility in change management governing implementation. The presentation will conclude by examining effective implementation experiences and cataloging important lessons learned as part of a business case overview based on actual experiences of combined technology and consulting implementers.

Kevin Carlson, Manager(Virginia Tech)

Talent acquisition and retention are critical human resources management functions, but both the acquisition of talent and subsequent retention of talented employees are complex processes involving a sequences of interrelated decisions controlled alternatively by job seekers and organization decision makers. Consequently these processes require metrics and associated analytics that can support the component decisions necessary to both understand opportunities for improvement and then guide and evaluate the effectiveness of changes in talent management practice driven by these data.

Quality of hire and turnover rate are two measures that are often proposed as a means of assessing talent management effectiveness but these measures typically offer limited diagnostic information. When hire quality is low or when turnover is high, they offer limited information about where change is needed or insight into its potential value. Developing systems of metrics and analytics to improving talent acquisition and retention effectiveness requires an understanding of these decisions and a framework of metrics and analytics supporting organization decision makers’ actions in their roles as decision makers and decision influencers.

In this session we discuss how effective talent management requires rethinking what it means to be effective and then moving beyond the limitations of historic metrics to offer greater practical insight for managers. In this discussion we examine both the importance of thinking clearly about the outcomes of interest and how conceptually correct metrics, even if they are not perfectly accurate can improve overall decision effectiveness—the fundamental requirement for getting a return on any HR metrics or workforce analytics effort.

Kathy Rapp, VP & Managing Director(hrQ, Inc.)

HR must continue to evolve in order to stay relevant. While organizations have undertaken HR transformation efforts, how do you know if you’ve truly moved from transactional to strategic?
This session will discuss what it will take for HR transformation to occur at the individual, company and profession level.
At the individual level, how do you move from a HR Generalist to the “new” HR Business Partner? This involves staying relevant, staying informed and staying in demand and we will discuss the elements of all three. This broadly encompasses how HR candidates have to ensure they are aligning themselves with the businesses they support from their resumes, to their interviews, to their performance goals once hired. On the flip-side, companies need to ensure that they are hiring HR talent with strong business acumen and a passion first for understanding the drivers and operators of the business.
At the organizational level, we will discuss the movement towards an overarching Talent Management function and what Fortune 500 type companies are doing in this space from talent attraction to development. A conversation about the critical role HR should play in Leadership Development will also take place.
Finally, we will talk about what must occur with the overall Human Resource profession in order for the function to continue to thrive. This involves HR professionals taking risks and expanding their knowledge beyond the traditional functional areas of HR.
We will share stories, discuss baseball and the computer industry and have a relevant and honest conversation about the state of Human Resources and how each of us is responsible for helping to elevate the profession.

Brett Addis, Senior Consultant(Appirio)

Workforce planning improves an organizations ability to identify and plan for the right talent, in order to reach future business goals. It helps identify critical positions that directly impact the organization and reach customers, or differentiate a company from its competitors. In other words, it can impact an organization's bottom line. Yet for years, organizations have struggled with piecing together the workforce planning puzzle and have often failed in what they do try. Why is this? Because their plan lacked a clear methodology and process.

Join Knowledge Infusion workforce planning expert Brett Addis, Senior Consultant, as he discusses how workforce planning can help HR leaders strengthen and empower their role in the company. By understanding the business strategy, managing their talent "pipeline" and maintaining their current talent inventories, HR leaders can proactively plan for talent shortages and surpluses, and help their organization reach its goals.

By attending this education webinar Building Workforce Plans that Prepare Your Business for the Future, HR professionals will be able to put together a workforce plan with the answers to the following questions:
• What is workforce planning?
• Why do organizations struggle with the development and deployment of workforce planning?
• Who owns the process?
• What is a best in class approach/methodology?
• How workforce planning should be incorporated into business planning.
• Why you should pay attention to both talent supply and demand.
• How to segment the roles and skill sets necessary to drive organizational success.
• How to develop a strategic workforce plan that informs your organization’s talent management strategy and action plans.

Timothy O'Shea, Solutions Consultant(Lumesse)

The people in your business make the difference between success and failure. They are the ones that add value, drive growth and create innovation. Successful companies know how to unlock this human capital. – they know that identifying, nurturing, educating great people are the key to long-term success. Implementing an effective integrated talent management software solution will lead to improved employee engagement, positively impacting retention, performance, productivity innovation and learning.

But when you are tasked with finding that talent management solution it can feel overwhelming. Where do you begin? What is the process to find a solution that meets your organization’s unique needs? What about RFP’s - how long should they be and how many vendors should participate in the process?

The way organizations typically think about evaluating vendors and buying technology is often inefficient and filled with hidden biases.

In this presentation you will learn about an effective and efficient process for evaluating software and getting to decision. You will discover how to review the vendor landscape based on your organization’s unique goals and objectives – are you looking to automate, to consolidate or to migrate? The presenter will outline how to make the most of working with vendors during the review process and how to get the maximum value from each vendor. You will uncover tips on how to align your evaluation with company strategies and business goals to make smart decisions and act quickly. We’ll also talk about ways to avoid common biases that derail your evaluation and could set-up a failed project.

Adam DeVos, Associate(ArgoSight)

For some reason, most people don’t understand the impact that a great internship can have on their organization. Many look at interns as either a burden or as affordable labor for menial tasks, rather than understanding that interns increase productivity, improve morale, raise public profile and act as a talent pool for future positions.

In this virtual session, participants will learn the basic roadmap for creating a successful internship program. This includes:
• The Four Cornerstones to a Successful Internship program:
o Structure, Training, Supervision, and Metrics.
• How to create a structured work plan
• How to effectively onboard and train interns
• How to use SMART goals for internships
• Best practices for managing interns
• Evaluations for success
• How to conduct an Outcome Assessment of an internship program

In baseball, there are two ways to get your top players: free agents or your “farm team”. Your “farm team” has practice, plays the game competitively and creates an environment for star players to be identified. For companies, in order to get our new hires we often times turn to recruiters (free agents). What if you had a “farm team” of talent that worked on real projects integrated into the culture, and allowed you to identify your next hires?

In this virtual session, participants will learn how to use current resources to create an effective internship program at their organization - an internship program that increases productivity, improves morale, raises their public profile, and gives access to top talent. We will put new value on Internship!

Greta Roberts, CEO(Talent Analytics, Corp)

HR Executives are under intense pressure to provide practical cloud solutions that are simple to deploy, provide near instant value, are low effort to implement, and oh yes, help to predict top performers. A tall order that current HR technologies do little to address.

After a decade of heckling entire organizations to track almost every activity about employees, HR executives have realized their Talent Management solutions do little to help understand the talent in their talent management systems, nor how they can predict top performers.

Today, innovative HR leaders are optimizing their investments in legacy HR platforms by adding analytics generated content about their employees, the people doing the work. These solutions extend the life (and ROI) of Talent Management solutions by quickly populating the system with business relevant talent content that encourage collaboration, engagement and collect critical analytics you can provide to your workforce analytics modelers - all from day one.

Enter Talent Management 3.0: Analytics, Collaboration, Outcomes.

What does Talent Management 3.0 look like? On the business side, this means being able to provide analytics-driven insight (right inside Talent Management software) about direct reports, teammates, cross functional team members, anyone - from hiring through the entire employee life cycle.

Examples include:
· Just in time suggestions for collaborating with direct reports, managers, employees, peers and cross functional teams;
· Suggestions about how an employee learns, embedded directly into Learning Management Systems - to help the trainer understand how to connect with students;
· Suggestions for motivating and engaging employees from day one, helpful for creating compensation plans that actually motivate;
· Insight into the makeup fo a webinar audience, accessed directly from inside Talent Management software to provide meeting leader with tips for being most effective
· On the analytics side, you can provide your data modelers with 11 numbers that correspond to innate traits about each employee, so they can correlate innate human traits to business performance.

All of this data can be dynamically accessed as teams change and reorganize, they can drive greater collaboration and productivity inside teams, cross-functional teams and across the organization. Easily. Quickly.

Talent Management 3.0? Analytics, Collaboration, Outcomes.

Sponsors for this event:

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