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Managing, enhancing and perpetually stimulating an organization’s indispensable 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 Integrated Talent Management virtual event. This community has recently celebrated its second 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 Opening Remarks 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
• Highlight opportunities for your company to get involved with HR.com
Thank you for joining and enjoy the education!!
In this webinar, TalentGuard will discuss why it is imperative that human resources work directly with managers and their executives to teach them how to become effective career coaches. Coaching is a tool that many organizations use to help employees grow and develop new skills. However, organizations can do a better job of creating a culture of coaching, training managers on a specific methodology and teaching them how to better engage with employees to build richer relationships.
Wouldn’t it be great if your managers and leaders could build better working relationships with their employees that resulted in increased engagement and retention? Knowing how to give managers confidence when it comes to coaching is challenging. If done properly, career coaching can help managers better align employees with your corporate goals and strategies.
During our webinar, “Coaching Employees: 5 Reasons Managers Should Be Career Coaches," we will discuss:
• The importance of having a solid Performance Management process to create dialogue.
• Learning how to hold crucial conversations that result in increased engagement and retention.
• Knowing the common mistakes managers often make when coaching employees.
• Understanding how to give managers confidence and turn them into true career coaches.
• Learning how career coaching helps align employees with corporate strategies and goals.
• Gaining knowledge of a systematic coaching framework proven to teach managers new skills.
• How to apply the Professional in Career Management coaching model with employees during the performance planning and career development planning phases.
At the end of the webinar, we will time to answer your specific questions.
For HR managers looking to drive increased process efficiencies throughout the organization, 2013 just might be the key opportunity they have been waiting for. New methods of delivering information, including social and mobile, are transforming traditional talent management applications into compelling, inclusive, and highly accurate tools to measure and monitor the workforce. The result is a workforce that is empowered to work hard and management teams who have a clear understanding of how to build a more efficient employee base.
Join our panel discussion as they discuss key Integrated Talent Management Trends and Drivers that will play a major role in 2013. This panel discussion will focus on how to strategically power people with technology and business strategies all the while ensuring compliance and mobility.
Edward Vesely, Chief Marketing Officer at SilkRoad Technology
Greg Belkin, Senior Product Marketing Manager at Peoplefluent
Combined, Edward and Greg possess years of talent management expertise that will bring forward thought provoking education across a diverse arena within this scope.
Ideally, the success of an international assignment should be part of an organizations global talent development initiative.
The most common reasons associated with assignment are personal and family issues. Company support is key along with an understanding of if the assignment will be a lateral move, a promotion and what happens to the assignees career upon repatriation. This webinar will focus of the full life of assignment from start to finish. We will delve into the emotional and energy level of an assignee and their family members throughout the assignment cycle. Important factors on how to choose the right candidate for the assignment support them while on assignment and retain them when they return.
The assessment generally includes the employee, spouse, and children over the age of 15 if applicable. The interview process is a discussion format where all parties have an opportunity to gauge how an assignment will affect their life. You will see that often times, if this into the right time or fit for the candidate, they will weed themselves out of the selection process.
Setting the assignee up for success can be supported through a mentoring process with a home based colleague of manager, offering adaptation support such as cross-cultural training and destination services.
Retention upon repatriation is not tracked as well as we would suggest. A very important part of talent management is not always the assignment itself, but what plans are made for the returning employee. When an employee returns after an assignment, they may be offered lesser jobs than they had while on assignment, if any job at all. The employee will be looking to go to a competitor and your organization is at risk of losing their knowledge and business relationships the assignment produced.
In this session we will briefly review five areas of HR practice that often, because of the way they are implemented, add little or no value - and often have adverse consequences.
1. Performance Appraisal
Performance appraisal as practiced in many organisations is an administrative exercise that is divorced from the day to day operations and realities. We trace the development of this dysfunctional practice, and why it continues. We briefly review a simple model of excellence in performance, well validated by decades of research, and show
how easily this model and its value adding practices can be embedded within any organisation to drive and improve productivity.
2. Talent Management what is potential?
According to The Conference Board CEO Challenge® survey results for 2012, CEOs in Asia rank innovation and human capital as their two highest challenges. Yet identifying those with potential to make significant contribution to the organisation is based on a simplistic
and subjective 2 dimensional 9 box grid. We look at how this dysfunctional practice has come about, and how it differs from the research on those factors that do reliably predict
3. Employee Engagement what is it worth?
Employee engagement is promoted by many Human Capital services vendors as a key factor in organisational success. Substantial resources are spent on engagement surveys and benchmarking. Yet this survey data is often, at best flawed, and, at worst, meaningless.
Research shows that, as currently measured, the impact of improved engagement on organisational level outcomes may be less than the cost of engagement initiatives. We will examine the development of the engagement movement and its potential adverse effects. We review well validated models of engagement, and the link with individual job performance. We provide a simple and cost effective methodology for monitoring and improving engagement at the individual and team level in order to improve productivity and staff retention.
4. Learning Needs Analysis the magic bullet
System vendors and training providers alike promote an approach that automatically identifies learning needs, and matching them to training courses, based on ratings of a set of standard competencies. These competencies are often defined at a high level so that measurement is
inevitably subjective. Further, many of these competencies are more trait than skill based. Research shows that most such training initiatives are ineffective. We look at the reasons why this dysfunctional approach persists. We explain how organisations can easily move to a
targeted, just in time, more cost effective approach to learning and development.
5. New Hire Assessments improving the odds
Hiring the right staff is one of the key factors for organisational success. Despite decades of research that clearly establishes the key factors that predict successful job performance, most organisations still rely on selection methods that have no better chance of success than
guessing a coin toss. We look at the typical hiring process and its defects, review proven methodologies for improved hiring decisions, and the simple tools needed to support them.
THIS IS A DEMO - NO CERTIFICATION CREDIT WILL BE GIVEN.
Building a staff of well-recruited, well-trained employees is only the beginning of your company’s journey. Things change – constantly. And being able to deal with that change and emerge a better organization is the goal of any business.
To do so you need to know where your top performers are within your organization, what characteristics make them your leaders, and how to strategically position them alongside the rest of your people to get the most out of everybody.
It’s hard to identify strong employees without first being able to visualize your entire workforce. That’s why having an organizational structure is step one. When a defined hierarchy is in place, usually in the form of an organizational chart, employees know who does what and who reports to whom. It also makes the company better prepared to make staffing decisions that improve operational efficiency and spur growth.
A thoroughly refined organizational structure can also provide guidance when it comes to handing out promotions, crafting development plans, and managing other employee changes.
No matter how hard you look at your org chart, you won’t glean much from names, titles and reporting relationships alone. You need pertinent workforce metrics and lots of them. This information allows you to identify employees who are helping you achieve your goals, those who may need a gentle push in the right direction, and those who are keeping your company from achieving ideal success.
Now that you’ve pinpointed the cream of your company crop, you can make well-informed decisions regarding where they fit into the organizational structure. And when things inevitably get shaken up, you’ll be better prepared to handle it.
Often time leaders find it difficult to define, create or believe it’s important to shape them selves as a brand. However, your leadership IS potentially the most powerful form of branding, knowing or unknowingly that you will project into the world. Your “brand” will motivate others to want to work with and for you. It’s the message, which leaves a legacy and inspires others to step into leadership roles as well for the coming generations. In essence your personal type of leadership becomes a benchmark others can refer to as to how they themselves want to be. It also serves as a beacon for opportunities to you in finding new challenges in your life and your career. Those who know about your reputation and brand of leadership are more easily able to identify if you’re a fit for their culture or not. Never under estimate the vital importance of this tool. Cut roughly 10 years off the learning curve by gaining the step-by-step knowledge and insight to form your own leadership brand immediately then put it into work. For some, you may already have a couple of these steps in place but just need the missing components. For others, it’s a great way to place a frame and some structure about who you are and what you stand for in business. These tools can be utilized in many different aspect of your life to improve relationships and effectiveness. Remember, you are only 1 person, no matter if you’re at work or at home.
Imagine this….I am a private pilot. When I fly in the clouds I have learned that I cannot trust my interpretation of what I think the airplane is doing. I cannot trust my flawed human senses. I must rely on an objective system of instruments. One is called the attitude indicator, a gyroscope, which in other words means rigidity in space. Observing that instrument reveals if I’m in a climb, descent or turn position. Even if I feel like I’m straight and level, if the instrument shows I’m in a climbing turn I must respond to the system, not my thinking!
The key here is that if I follow a system that has a high probability of a predictable result then I will arrive at my destination.
This is comparable to human nature. The audience is exposed to outstanding industry training. They get excellent training from their product sponsors and broker-dealer market makers. However there is something missing. What is missing is a behavioral accountability system that is just that, a system. Not motivational hype, but a sound behavioral dynamic that is relevant to their level in the business, based in science, not wishful thinking or old popular psychology trends.
This dynamic has to do with how the human mind is genetically coded to avoid. Human nature is designed to keep us avoiding uncomfortable activities or any activity that is perceived as a threat. We are avoidance machines. It is our instinct to perceive “imagined” negativity and threats and to avoid them.
In this webinar, we will discuss some of the challenges of leveraging technology to help integrate talent management. Two things we will cover will include:
1. Advantages of talent management integration technology could include increased efficiency, productivity, morale, engagement, retention, etc…
2. Disadvantages of talent management integration technology could include a decrease in efficiency, productivity, morale, engagement, retention, etc…
This webinar will focus on how to achieve number one without stepping in number two. The issues and remedies we will talk about will work whether you are considering automation or have already implemented automation.
Everyone is talking about HRIS, HRMS and the many HR Technology vendors. Software designed to speed up talent management processes is available from multiple vendors. The majority of actual results have been less than encouraging.
Over the last 5 years we have seen a consolidation in the HR technology industry. Many of the discouraging results are not due to the vendors but their customers. Their customers did not have great or even good talent management processes defined. When they decided to automate they really automated the mess not the processes.
First we will examine what we define as talent management integration. We will review the relationship between integrated talent management and employees. Once defined, you will be able to determine whether you have working integrated talent management processes. THIS IS THE KEY.
If you think you have working processes this will be a good review and provide you with questions to ask yourself and see if you can answer them now or when you turn your focus back to your office work. We are not going to be able to explore all your processes but we will provide you with questions that you can take back and ask for yourselves how well your processes are defined. Some of the software that exists has predefined processes. We will discuss the pitfalls to avoid when deciding to allow the vendor to dictate your talent management processes.
Please do not overlook this important step. If you do not have working consistent processes and you implement automation you could easily have all the small problems that were hidden or were not a distraction becoming major obstacles. The problems you know about can lead to complete failures of certain functionality that could seriously impact the ROI you provided when you your business case was approved. We will briefly discuss business cases here and when we help you set yourself up for success.
Once you have processes versus a “mess”, we turn our focus to setting yourself up for success. We will explore how you set yourself up for success on a new HR Technology project. We will also review how to reset expectations and set yourself up for success when having to restart, revive or redeploy an existing HR Technology project.