Click the "add event" button to create a listing for your event
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!!
The average distance between the human brain and heart is nine inches.
According to the recent book, What’s Your Green Goldfish – Beyond Dollars: 15 Ways to Drive Employee Engagment and Reinforce Culture, companies need to go above and beyond to capture the hearts of their employees. Establishing a culture that delivers high employee engagement, and in return, a successful business. The single biggest mistake today companies make today is not recognizing the impact of increased engagement and the importance of culture as a competitive differentiator.” The Green Goldfish Principle is based on the simple premise that employees are the key drivers of customer experience and that “Happy Engaged Employees Create Happy Enthused Customers.”
This workshop will examine the nine ways to reinforce your organizations culture based upon the Green Goldfish Principle. A green goldfish represents the little extras; signature added value that drives both satisfaction and engagement. The workshop is based on the findings of the Green Goldfish Project, an effort which crowdsourced 1,001 examples of signature added value. Green Goldfish implemented one by one can collectively make a big difference. The types of green goldfish are broken into three groups called the 3 B’s: Basics, Belonging and Building.
The nine ways to be discussed with best in class examples include onboarding, workspace design, wellness, transparency, team building, recognition, training, flexibility and empowerment.
Who should attend: This workshop is geared for human resources professionals that are looking signature ways to retain and ultimately attract top talent.
Why? Because according to the CLC, engaged organizations grew profits as much as three times faster than their competitors.
Restless Gen-Y workers - often faced with unfulfilling or static positions - frequently leave their posts within two years. But as Millennials become the dominant generation in the office - set to represent 75 percent of the entire workforce by 2025 - companies must learn to keep them engaged and motivated by creating more opportunities for them. Millennials leave their positions in two years on average, which is different than older generations and it's due to a lack of career opportunities and mismanagement. Businesses who don't take advantage of this rising talent, will lose to their competitors in the future as millennials become the majority of the workforce. How can corporations retain young workers?
In this presentation geared toward HR leaders and managers, speaker Dan Schawbel shares advice, research, case studies (including Sodexo, Ernst & Young, Intel, DreamWorks, and more), and examples to illustrate how employers can both attract and manage Gen-Y workers to allow them to rise up to leadership positions instead of leaving for other opportunities. You will learn how to put HR practices and management in place including (reverse) mentoring, flexibility programs, intrapreneurship, gamification, transparency and more. These techniques are effective and will help you better attract and serve this important talent group. While mentioning all of these new ways to attract and keep millennials engaged, Schawbel will walk through how millennials will change the future of work. Companies who want to remain competitive have to change the way they operate and provide for employees and you will see six ways that work will change as millennials rise up.
Please note that educational credits do not apply to this webinar
Join us for a full walkthrough of our software solutions that will meet your every HR need from hire to retire.
Founded in 2007, TalentGuard is a full-service talent management software and consulting firm that is devoted to helping organizations implement high-impact talent practices.
We believe that the key to providing customers with excellent service and our employees with a revered workplace is by maintaining the core set of values that have guided TalentGuard founder and CEO, Linda Ginac throughout her career in talent management.
Both as a private consultant and the leader of a successful company, she has maintained the belief that everyone deserves to be in a role where they are appreciated and respected, as well as engaged in a career that maximizes their passion and talents.
As a talent management software solutions provider, we don’t just live by this mantra- we aim to spread it too. We believe that the easiest way to show employees that they are valued is to invest in talent management tools that aid in their long-term personal and professional development. Not only does this create happy, loyal employees but it also helps companies improve their bottom line.
Our software, based on industry best practices, focuses on the vital HR areas of performance management, career pathing, succession planning, 360 feedback, applicant tracking, learning management and development planning- all of which contribute to the creation of a high-performance culture.
Please explore our website to learn more about how our talent management solutions make creating a “system of engagement” as opposed to a “system of record” easier than ever. We invite you to read more about the TalentGuard philosophy and team, view our blog, and download our collection of white papers and webinars based on trending industry topics. Lastly, discover how TalentGuard Cloud 6.0 talent management tools can help your organization with product demos that show the powerful features in action!
TalentGuard is headquartered in beautiful Austin, Texas.
Research from the Center for Talent Innovation (The Sponsor Effect, Harvard Business Review Research Report, December 2010) shows that men and women who have powerful advocates in the workplace tend to get the stretch assignments and ask for the raises that translate into career mobility. Sponsors lever qualified women and people of color out of the marzipan layer into top leadership roles, while protégés confer on their advocates a host of benefits, extending their capacity to deliver and burnishing their brand in the C-suite. These relationships are not only beneficial to the employee but also to the organization as diverse leadership fosters organizational competitiveness and innovation.
Sylvia Hewlett’s new book Forget a Mentor, Find a Sponsor: The New Way to Fast-Track Your Career (Harvard Business Review Press, forthcoming, September 2013), reveals how women and people of color can find and maintain a relationship with a powerful champion who will inspire, propel and protect them through the perilous straits of upper management. Based on the research and her book, Sylvia will provide best practices of how companies can foster sponsorship and provide case study examples of the most effective programs that help ensure that the most diverse, as well as most qualified, talent gets in on the game—and changes the face of leadership.
During this program you will learn: the sponsorship imperative, how to generate awareness and understanding of the sponsorship dynamic and how senior management can meet and engage with up-and-comers.
Join Sylvia Hewlett as she explores the dynamics of this vital relationship.
Are you aware of the impact poorly trained managers are having on your organization? As an HR professional you know employee engagement is critical to your organization’s success. And every day you experience first hand the direct influence your front-line managers have on their employee’s engagement. For that very reason it’ critical to ensure your front-line managers are well prepared for their new roles.
Stepping into a management role for the first time is one of the most critical transitions in an individual’s career. However, a 2011 study of frontline managers conducted by Development Dimensions International found that only 11 percent of new managers were groomed to be leaders while 57 percent learned their leadership skills mainly through trial and error and 42 percent stated that they didn’t understand what it took to succeed as a manager. An additional study of over 17,000 leaders worldwide found that on average an individual operates in a leadership role for over 10 years before they receive any formal training.
While some lessons can be learned through trial and error, relying on the ability of new managers to instinctively discover which tasks should command their time and energy is both a poor business decision and a waste of precious resources. Providing structured training and coaching to new managers is a strategy that can have a profound impact on the organization, the managers, and their staff. This session will help HR professionals identify the most critical topics to address with new managers and how to leverage training and coaching to prepare them for success.
Improving employee engagement is a strategic objective for more than 80% of organizations today. HR leaders are always looking for ways to have more influence in the board room and to have a place at the table in the C-Suite. HR thought leaders can and must play a critical role in this employee engagement strategic objective. Research shows that self-managing employees and team working in collaborative environments creates higher engagement and produces superior results. It is the new leadership model in the knowledge based economy.
HR must know the key elements that can create an environment of self-management to improve engagement which leads to improved retention of talent. Self-managing teams also create more adaptable, innovative, and productive organizations. Instead of trying to find leaders who can manage people, the HR department must learn how to help employees to self-manage. Instead of trying to bribe leaders to be loyal, HR must learn how to create an environment of loyalty. This webinar explains the key elements needed to create self-managing team and self-managing employees.
The current leadership model is proving ineffective because employee engagement levels are stalled and the typical performance management tools are equally dreaded by both managers and employees. The management model we were taught (and is still taught in today's business schools) was deployed 100 years ago to solve a completely different set of problems. This model causes managers to cling to the skills of giving direction and judging results while it causes employees cling to the need to being told what to do and remaining fearful of making mistakes. For today's challenges we need a new model. We need self-management and self-management tools.
This presentation provides the introduction to self-management techniques to create that ideal workplace.
In this step-by-step presentation, you will learn:
• What and why our current leadership model is inadequate to help us address the current daunting economic and human resource challenges
• A new leadership model and set of tools that enable leaders to improve their ability to facilitate optimum employee engagement and development
• Specific steps to start the evolution for yourself and your team
On-Boarding – the importance of getting it right
On-boarding is the process of integrating a new hire into their new organization. Most organisations have this process in place - at least to some extent. All programs must have some level of completion of paperwork to meet compliance requirements. However, a true on-boarding program is more than a box-ticking exercise.
While on-boarding is important for every new hire in order to achieve full assimilation into a new organization, it becomes more important the more senior the new hire is. It is generally recognized that it can take a considerable period for a new senior hire to become productive in their new role – the more senior the longer that is likely to take. In addition, the more senior the new hire, the greater the risk if it does not work out – this risk can be to the organization, a function, team and individuals. Failed assimilation can be a fairly devastating experience financially for the organization (negative impact on share price, loss of reputation in the market, reduced revenue, reduced productivity at function and team level) and a traumatic experience both emotionally and career wise for the individual new senior hire.
On-boarding must be seen as an integral part of talent management in an organization. Getting talent acquisition right and ignoring on-boarding will lead to a gap in talent management. In addition, employees are more demanding, and first impressions do count.
A well-structured on-boarding process leads to more positive outcomes for all new hires, resulting in higher levels of engagement and commitment. This leads also to an enhanced reputation for the organization as an employer of choice, and can directly influence employee referrals as a talent acquisition source.
A comprehensive tailored program for external new senior hires will see a return on the hiring investment sooner and reduce / eliminate the costs of re-hiring to replace leavers. Fast Track Assimilation can result in a new senior hire contributing to their organization much sooner. Add to this the positive outcome of maintaining share price, market reputation of board, CEO / other executives, as well as business continuity, and it is evident that the investment is well worthwhile. Such a program can be tailored to suit an internal promotion or transfer – senior internal moves are largely ignored but can have the same negative effects as an external hire if not supported. Employee development and promotion programs can be ineffective, particularly at senior level, if not supported in this way.
True workplace diversity initiatives encompass not only skin color, but generational diversity as well. Better than Average organizations, those who stand out from the crowd, have healthy multigenerational teams working together to achieve a common objective.
While there are presently four generations in the workplace, there are no generational workplace differences. Quite simply, they are a myth. According to Jennifer J. Deal at the Center for Creative Leadership, all generations still want the same things – respect, trustworthy leadership, stability, feedback, loyalty. Organizations that have a perceived workplace generational conflict, most likely have a communications issue.
In this webcast, we journey through a brief history of work, helping us understand the mindsets of today’s professionals and how their past experiences have shaped our present world of work. We will learn what really is behind the communication issues and the perceived workplace generational differences. We will discover points of common ground and use those to outline a communication strategy for effective team development. We will identify methods to increase mutual loyalty and trust between the young professional and the organization. We will have a frank discussion on workplace culture, examine the future of workplace cultures, and how organizational structures will change over time as more young professionals enter the workforce. We will discuss suggestions for inter-generational management techniques and reemphasize the concept that mentorship is a key component of workplace development, especially for young professionals. Finally, we will examine parts of the Young Professional Readiness Checklist, to identify existing areas of strengths and opportunities for improvement in attracting, retaining, and working with young professionals.