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HR has the potential to be a highly impactful, strategic business partner to the organization. Unfortunately, it often fails to realize this potential. While it is true that HR must tend to many transactional activities, key HR processes like learning and development, leadership development, talent acquisition, performance management, capability management, and total rewards (compensation and benefits) can be used to help the organization achieve its most important goals and deliver real, bottom line value.
To achieve this level of impact, though, many HR functions will have to be run differently. In short, they will have to be run more like a business. This means that the essential transactional activities have to be run as effectively and efficiently as possible. More importantly, it means that the key HR processes must deliver strategic value. This requires four important steps, each of which will be discussed in the session.
First, key initiatives and programs must be proactively aligned to the organization’s most important goals. This requires meeting with the CEO and other senior leaders before the fiscal year begins to understand the emerging goals and their priorities.
Second, the key initiatives and programs must be planned carefully with goals or targets set for all important measures. This includes getting agreement with the sponsor not just on the expected number of participants and cost but on expected impact, including agreement on measures of success.
Third, the plan must be executed with discipline. This means using management reports in monthly meetings to measure progress against goals, including a monthly forecast of how the year is likely to end.
Fourth, there must be a measurement and evaluation plan in place to determine the success of these initiatives and programs actually. Did they achieve the planned results and deliver the expected value? If not, why not?
The session will focus on these critical, four steps and provide practical guidance for their implementation so that HR may realize its full potential as a highly impact, strategic business partner.
Lots of organizations do leadership development. Some do it well, some not-so-well. But even those who do it well often fall short of the full impact that the program could potentially have. Some organizations fall short by outsourcing leadership development to outside providers who impose their own narrow leadership template. Others fall short by delivering tired content and retread ideas. The key is to build a program that fits your organization’s culture and honors its history, while leveraging best leadership practices from inside and outside your organization.
This webinar will draw on the case study of a $4.5 billion dollar construction company that supercharged its leadership development efforts and, as a result, grew while nearly all of its competitors were shrinking during the Great Recession. The webinar will be co-led by Bill Treasurer, chief encouragement officer (CEO) of Giant Leap Consulting and author of Leaders Open Doors, and Craig Atkinson, director of career development for Walsh Construction. Bill and Craig designed, developed, and continue to deliver the Walsh Group Leadership Initiative, an 18-month high-potential leadership development program.
If you’re interested in learning new ideas for how to maximize the impact of your leadership development, this webinar is for you. Regardless of the content and features your program currently uses, you’ll learn new ways to “supercharge” your program so that participants come away fully engaged and ready to lead. You’ll learn:
• key questions to ask that will help you improve your program’s impact,
• typical and atypical metrics (tangible and intangible) to gauge a program’s impact and ROI,
• approaches for “de-boringizing” your program to keep it from being ‘me too’ or ‘ho-hum’,
• ways of getting the most out of mentoring as part of your leadership development program,
• dual coaching for doubling the impact of executive coaching, and
• specific program features to supercharge your leadership program’s impact.
How would you like to work in a place where everyone around you is totally engaged and contributing to their full intellectual capacity, a place where people are healthier and happier because they feel like they have control over their work, a place where each person views themselves as a leader, and a place where creativity and innovation are paramount?
Magnetic leaders utilize their magnetic qualities to inspire others to be the best they can be and to perform at optimal levels. They are a contagious force that clearly knows how to set the direction for their team or organization. They are able to clearly, concisely and consistently communicate the plan so that individuals become engaged and empowered to perform at their best individually and as a team.
A magnetic leader understands a T.E.A.M. brings out the best in everyone because:
Together Everyone Achieves More
In this session Dianne Durkin explores the qualities of magnetic leaders and outlines the 10 critical steps for individuals to evolve into magnetic leaders. The steps include defining a clear vision, understanding individual leadership styles, tracking leader progress, recruiting and retaining the right individuals, appreciating and rewarding your employees, inspiring your team, prioritizing your change efforts, and other steps. Ms. Durkin will address tools to be utilized, as well as action items for leaders. Attendees will leave with valuable questions to ask themselves to improve their organization!
Tune in as Dianne Durkin shares these valuable tools to fuel your transformation to a very powerful and effective magnetic leader!