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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 7th 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 HR.com, 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 HR.com and member value added benefits Illustrate the Integrated Talent Management community and matrix wheel Describe the HR.com 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!!
Every company has them, and every company needs a plan to deal with them - low performers. They often consume a disproportionate amount of a manager's time, and rarely is there a return on this time investment. Therefore a new approach must be utilized, one where the low performers are dealt with, however, at the same time, the manager's time is freed up to deal with the top performer. This new approach is based on common business fundamentals that are often overlooked when it comes to talent management:
- Move at pace – dealing with low performers swiftly sends a strong message to the organization
- Anchor accountability – the low performer must own their future
- Raise the bar – as the organization improves, new low performers will emerge
- Build the best – identify your top performers, and focus all time and energy on improving them
In this session, participants will understand how to refocus their efforts by identifying what type of low performers you are dealing with, what the course of action is, and how to shift the responsibility of "next steps" to the low performer themselves. In addition, participants will learn how to effectively take a long term-view of the talent management process to ensure that the focus of the organization and its development initiatives is delivered to the employees whose hard work and commitment deserves it the most. Each organization will always have low performers in their employee population, however, the key is keeping this number as low as possible, all the while striving to raise the levels of performance across the entire orgnaization.
• Workers in China define leadership very differently than their peers in Brazil.
• Delegating additional work to an already high-performing employee would be received very differently in Canada than in Japan.
• A top executive who defers to a team vote when making a strategic decision may earn credibility in India but lose it in the United States.
With ever-increasing globalization in the workplace, the ability to understand and adapt one’s own behaviors to meet the varying cultural expectations of employees from different cultures around the world has become an essential skill for leaders. Actions that are considered to be leadership ‘best practices’ in one country can be ineffective and viewed as inappropriate or offensive if practiced in another.
In this session, we will introduce the concepts of ‘cultural dimensions’ and apply them to 10 ‘culture clusters’ around the world. We will then examine a list of leadership core competencies to determine which of these tend to be universal and which are culturally dependent. Based in part on culture-based behavioral theories of Gert Hofstede, Charles Hampden-Turner and Fons Trompenaars, as well as utilizing the extensive data of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study, we will also show how a leader or human resource professional can anticipate general areas of interpersonal and organizational conflict between employee populations of specific cultures. We will then explore some practical applications of using this cross-cultural awareness data in various HR disciplines such as leadership development programs, competency and skill models, performance review processes, organizational talent reviews, diversity and inclusion programs, new leader assimilations, team building workshops and conflict management interventions.
Leadership is broken. For more than a decade, studies have consistently shown that 50-75% of leaders are ineffective. Unfortunately, despite over $40 billion invested annually in leadership development initiatives, things are not getting better. This is evidenced by a 2011 DDI global survey of 2600 organizations reported that only 38% of leaders were rated as effective.
Interestingly, while the semantics within the leadership development arena have improved around competencies, training and performance objectives, the results have not improved. Adding to leadership deficit is that hiring managers frequently confuse cognitive ability with performance capability. Just because one has the raw intelligence or the aptitude to master a certain subject or degree does not mean they can perform the skills needed in a given job or a particular set of job duties. Leadership is a prime example. While nearly everyone can describe what an effective leader should do, few people can do it well. Doing it -- performing well as a leader with consistency -- goes well beyond merely talking about or describing the act. So, while “just do it” is a clever slogan, the words are empty when it comes to leadership.
Clearly, these leadership problems are systemic – so the solution must be systemic as well. This presentation will explain the four key reasons the condition of leadership is so dismal:
1) From Whence We Came
2) What We Fail to See
3) Teaching Fish to Fly
4) Good Intentions = Poor Investments
Further, we will share a revolutionary and scientifically based methodology to systemically change turn these negative statistics into positive performance results. The science and tools, however, cannot be applied in a vacuum. Two other traits are needed to turn the ROI on leadership investments into positive results and those characteristics are “courage” and “compassion”.
The current pool of available talent is larger, and more diverse than ever. This fact alone should tempt managers to rethink their hiring process. The quantity of people and the skills they have to offer can be overwhelming for companies trying to find the best fit for available jobs. The volume and quality of submitted resumes may breed anxiety for those trying to pick the best applicant.
Pre-employment assessments can help to alleviate the stress caused from hundreds of worthy resumes, by revealing an individual's behavioral tendencies, attitude, reliability and propensity for substance abuse and attitudes toward theft. Managers across the board encounter difficult selection and organization decisions. Assessments are a tool that can be used to clarify and solidify placement decisions. They provide the best possible insight for those seeking deeper information about employees. Assessments can be used in the hiring or development process. Companies who were forced to reduce the number of their employees during the economic downturn can utilize these tools to help them discover where their remaining employees will have the likelihood of succeeding.
In this webinar you will learn how pre-employment assessments can identify potential problems, limitations or developmental areas. A candidate may seem like an upstanding individual on paper, but in reality they may struggle with issues that could potentially be harmful to themselves, other employees, and the business. If a person does not have the aptitude necessary for a position, they may fail to remain constantly engaged in their work. This is difficult to discern simply by reading a resume. Pre-employment assessments can measure a person's work ethic. This information can be used by hiring managers to gage a person's worth to the company aside from the skills they may offer. If a person is unwilling to work to get the job done, they will most likely waste their time as well as company time, and in business time is money. Resumes are an important factor in deciding who will fill positions in a company, but they are biased and do not reveal a person's true character. Pre-employment assessments reveal the behaviors and attitudes that correlate with a work environment that a resume cannot show.
There is a lot of negative stigma around the generational gaps that exist in the workforce and the repercussions that they bring with them. One such repercussion is that there is a lack of entry level positions and a surplus of mid level management positions with no talent to fill them. The reality is, as employers we have taken a short-term look at new hires and have failed to take into consideration the long-term development of our employees. With hiring managers having to deal with entitled and complacent applicants, and executives complaining about new-hire turnover costs, the common denominator seems to be Gen Y.
So what about Gen Y? The general consensus is that they are: entitled, impatient, apathetic, they love and expect instant gratification, and have low attention spans. These factors result in low loyalties to employers, fast turnover, and lack of interpersonal relationships at work all of which are a drain on our companies’ energy and resources. Additionally, the boomers that are in charge of hiring and managing these people have little or no idea how to combat these issues.
In this sessions we will cover some more of the negative (and positive) stigmas surrounding Gen Y and how they affect the workforce. We will learn how to embrace the generational differences rather than struggle with them. I am not going to tell you how to rework your organization to accommodate the Gen Y workforce. Rather, I will share some small and easy adjustments that can be made to embrace this demographic that are guaranteed to go a long way.
There is a significant disconnect between what HR leaders and business leaders believe is HR’s business contribution. In this presentation, Cindy Lubitz of inTalent Consulting Group discusses what is fundamentally different between “traditional HR” and “HR as a strategic partner and profit center.”
Here is what the research tells us:
- Organizations that apply talent management practices demonstrate higher financial performance compared to their industry peers.
- Companies with superior human capital practices can create more than double the shareholder value than companies with average human capital practices.
A company cannot generate revenue from itself, however, it can offset expenses. And the best way to do that is to operate like a profit center. Profitability for HR may be defined as: Running year over year at a greater or equal to level of effectiveness, and at a lower cost per employee. This presentation will help you begin operating your HR department as a company profit center by identifying opportunities to streamline processes, contain costs and add value.
Areas of focus for the presentation include how HR folds into the company’s overall definition of profitability, what profitability looks like for the department, and how to quantify your financial impact on the business.
Attendees will learn cost effective ways to: 1) retain your best and brightest talent, 2) skill up the team in important, core areas, and 3) continue to manage cash. We will discuss how to identify department opportunities to streamline processes and contain unnecessary costs to add value. And finally, how to quantify and explain the financial impact of HR on the overall business.
HR is ideally positioned to manage the one asset that matters most to business value creation, i.e., human capital or talent.
However, the most familiar form of the HR model, marked by its focus on siloed functions of hiring, developing, motivating and rewarding talent, cannot and does not assure organizational leaders that the business value of talent will be timely acquired, agilely organized or surgically applied to its highest and best use in the business. To deliver the business value of talent, HR needs to re-orient itself away from being functionally-centric to being talent-centric in the pursuit of business strategy achievement.
This session will present perspectives and methods HR leaders can develop on their own to re-orient their HR function toward fulfillment of business strategy and to operate talent systems as a more integrated and cohesive whole. The focus is on strategic integration concepts and methods, not on integrated technology platforms.
1. understand business strategy differentiation; why talent is differently defined as exemplified by companies such as Google, Apple, Wal-Mart, Microsoft, etc.
2. understand talent strategy differentiation;
a) define the demand-side of talent management in terms of business strategy requirements, which informs and rationalizes all subsequent talent planning and actions
b) architect the workforce in terms of strategy impact and extent of enterprise-specific knowledge
c) decompose business strategy to specific role and talent requirements; special consideration of the leadership pipeline and succession management
3. a four-factor model for assuring operationally-ready talent supply and retention
4. use the SIPOC process model as a means to integrate talent management activities across HR domains
5. considerations of the globalization of talent
American Idol – the Fox TV series that employs a panel of judges and the viewing public to identify the next pop sensation – represents the grandest, most public, and most fashionable performance evaluation process ever seen. American Idol’s popularity – and what separates it from similar shows of the past such as The Gong Show and Star Search – rests in part on its ability to integrate and simplify six basic elements of a successful performance appraisal process: standards, auditions, critiques, developmental suggestions, advisors, and advertisements – which, in the language of Human Resource professionals would be referred to as criteria, performance, ratings, feedback, mentors, and communication (respectively). Through the final twelve weeks, as the competition intensifies, the performance of both the singers and the show frequently improves thanks to an ongoing commitment to these six elements. Although the show’s producers have streamlined and packaged these elements to make contestants’ growth and progress appear smooth and relatively effortless, the analogy reflects what many organizations fail to understand: all six elements must be developed and integrated to achieve current and future success. This virtual session will focus on how to leverage the performance appraisal elements embodied by this smash hit to drive performance at individual, team, and organizational levels. Specifically, we will discuss 1) various criteria used to evaluate performance, including structure, format, and content; 2) the importance of opportunities to display as well as observe performance; 3) how ratings can be used to propel performance; 4) linking evaluations to feedback, action planning, and developmental resources; 5) the relationship between mentoring and performance; and 6) the significance of communication to program success.
The recent US Supreme Court decision to uphold the US Patient Protection and Affordable Care Act (ACA) means that U.S. healthcare provider HR Executives need to get started ASAP on addressing the myriad of impacts this will have on the future talent needs of their business.
Carl Kutsmode, a talent acquisition expert and managing partner at talentrise, will facilitate a panel discussion with healthcare provider HR executives who are ahead of the game. Attendees will gain tips and advice on key investments and strategic changes needed to more effectively attract, recruit and retain the BEST healthcare talent in the future. Attendees will also learn the answers to the following questions:
• Which POSITIONS are going to be impacted the MOST causing increased competition for talent in those roles?
• Will you need to hire people with DIFFERENT SKILLSETS or competencies in the future?
• What INVESTMENTS and OPERATIONAL changes are needed to improve your organizations ability to attract, recruit and retain the talent you will need in the future?
• What is the bottom line FINANCIAL IMPACT to your business if you DON’T address these needs now?
• How do you BUDGET for these changes when you are already tight on resources?
The intended goal of this act is to help the over 32 million currently uninsured Americans to gain access to affordable, quality health care while providing currently insured Americans protection against restrictions or exclusions in coverage due to pre-existing conditions.
With some of the program’s provisions already implemented, the majority of the more significant changes will begin in 2014 and continue over the next 3 years. If you are a healthcare provider HR, Recruiting, Workforce Planning or Talent Management professional who is just starting to address these questions, this session is a MUST for you to attend.
• Kevin Scanlan
President & CEO - Metropolitan Community Healthcare Association
Kevin Scanlan was appointed president and chief executive officer of the Metropolitan Chicago Healthcare Council (MCHC) on July 1, 2006, after 18 years of executive service at the Council. Nationally recognized for his innovative management style during his career, Scanlan was involved in the development of many of MCHC’s most successful hospital and community programs. These programs include the Illinois Poison Center, which provides 24/7 hotline coverage throughout the state, group purchasing and supply chain management, employee benefits and human resources programs. Scanlan’s initiatives have saved millions of dollars annually for the 150 member organizations of MCHC.
Prior to joining MCHC, Scanlan served as a human resources executive at Evangelical Health System and Chicago Osteopathic Health System and as a teacher in the Chicago Public Schools. These experiences helped shape Scanlan’s commitment to education and the development of human potential reflected in the broad programming he has introduced at MCHC.
• Justin Lombardo, M.F.A
Vice President and Chief Learning Officer- Children’s Medical Center – Dallas, Tx
Justin has over 25 years in healthcare and is currently Vice President, Learning Institute and Chief Learning Officer of Children’s Medical Center, Dallas. He was recruited to this role in January 2010 to create the Children’s Learning Institute which will be responsible for aligning and optimizing the organization’s investment in education and training to help advance the strategic goals of the medical center and to prepare the organization for the impact of healthcare reform on the talent needs of the organization organization. Justin leads all the clinical and non-clinical education and training for the medical center.
Prior to joining Children’s Justin served for nine years as Chief Learning Executive at Northwestern Memorial Hospital in Chicago. Under his leadership, the Chicago Business Council and Mayor Richard Daley presented Northwestern Memorial the Workforce Chicago 2.0 Award for outstanding employee education and development in 2004. In 2009 Northwestern was named Best In Class for Training and Development as part of the 100 Best Companies for Working Mothers Magazine Awards. Prior to this, Justin spent 15 years at Motorola University where he managed various training and education functions globally and was one of the founding directors.
• Shawn Fitzgerald, MBA, SPHR, PMP, HRIP
Director, HR Operations & Recruiting - Cadence Health, Winfield Illinois
Shawn has over 15 years Corporate HR and HR Consulting experience as a transformational, global leader with expertise in human resources technology, HR operations program management, business transformation change management, talent management and recruiting. Shawn recently joined Cadence Health to lead their business transformation HR initiatives as they evolve into a growing health system and to prepare the organization to effectively compete for talent in the future. Prior to joining Cadence, Shawn held strategic technology global leadership roles with AON Consulting and Hewitt Associates.
• Gerard Nussbaum, JD, MS, CPA, RCDD
Director of Technology Services - Kurt Salmon Associates , Atlanta Ga
Mr. Nussbaum has over 30 years of health care and industry experience dealing with information technology, finance, and marketing functions. He has assisted clients through a wide range of information systems, telecommunication, and networking planning, vendor selection, regulatory achievement/compliance and implementation project management assignments; interim management; merger and consolidation; electronic health record system planning and Meaningful Use achievement; facilities planning and design, and development of systems to model mergers and acquisitions.
Description: This practical session will be facilitated by Doris Sims, the author of The Talent Review Meeting Facilitator's Guide, Building Tomorrow’s Talent and The 30-Minute Guide to Talent and Succession Management. Based on her experience both as a previous internal talent management practitioner and now as a talent and succession management international author and consultant, Doris will discuss five areas of talent and succession management that Human Resource Practitioners most often desire to debate and discuss:
• How Do We Explain the Business Need for Talent Management to our Business Leaders?
• Where Does Talent Management Belong in the Organizational Structure? What skills are needed to be effective in a Talent Management role?
• How Do We Differentiate Between High Performers and High Potentials?
• What are Best Practice Components of a Talent Review Process?
• Should High Potentials Be Notified? What are the advantages and disadvantages of high potential notification?
The session will include practical ideas and best practices centered on these five topics. Participants will obtain ideas to help them explain the business need and importance of the talent management function to business leaders, and to address common issues such as the notification of high potentials, the definition of a high potential employee, the skills needed for effective talent management professionals, and how to prepare the business leaders for a Talent Review meeting.
Attending this session will enable HR practitioners to be more prepared for the planning and preparation for Talent Review meetings. Additionally, participants of this session will be more prepared for questions from business leaders about talent management strategy, tools and processes.
First introduced as a concept in the mid 2000s, Integrated Talent Management (ITM) has become a major focus for many organizations today. Fulfilling the vision of ITM continues drive many corporate HR departments, and is one of the hottest development issues facing HCM software vendors. Over the past three years the world has gone through a significant period of economic turmoil that resulted in reduced investment in ITM strategy, processes and technology. Of course, many talent-related needs in organizations remained; unfortunately, many HR departments were forced to “make do,” at best making only incremental changes to existing processes and systems. As the recovery gained momentum in the last half of 2010, business budgets were developed for 2011 to address much of the pent-up demand for all sorts of new HCM solutions (including ITM). Therefore, many firms are now trying to weave disparate HR processes and technologies into a comprehensive approach to maximizing workforce performance. For most organizations, developing and executing an ITM strategy is a challenging, multi-year project that involves much more than deploying technology or re-designing processes; HR and business leaders must take a strategic and thoughtful approach that firmly links Human Resources (HR) to organizational goals, strategies and outcomes. This presentation outlines a seven step leading practice methodology for successfully executing the ITM concept. This methodology is based on a real-world perspective gained from hundreds of evaluation, selection and implementation projects conducted by HRchitect. It also leverages the significant domain knowledge of HRchitect consultants, whose HCM experience averages 15+ years, and who come from diverse backgrounds as HCM technology practitioners, software executives, and industry analysts.