Integrated Talent Management

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!!

Performance management is often viewed with contempt or seen as having little relevance to what actually is relevant to a specific company. The problems for performance management are that people do not see the relevance or importance of the process. The goal of this webinar is to provide the viewer with a concrete foundation for how to create performance management forms that are not only useful but relevant to the job and company.
This presentation will cover:
1.       Performance management and why it is a useful tool.
2.       The importance of creating performance questions that is specific to your company and the jobs within the company.
3.       The importance of creating from a job analysis or job description.
4.       How to create good questions that will be easy to score and provide useful feedback for employee growth and employment decisions.
5.       Create questions for the organization that everyone is rated on.
6.       Creating questions that are position and job category specific.
7.       Types of questions that can be asked and the benefits and problems associated with each of them.
8.       Linking performance management to making stronger hiring decisions.
Viewers will leave the presentation with an understanding of how to create performance management forms that will be more detailed and useful than off the shelf solutions. When done watching this presentation viewers will have a fundamental understanding of what is in a question. In addition, viewers will understand how to create questions that are designed for the company as a whole to measure company goals as well as individual goals, in order to ensure that the companies and individuals goals are aligned.

Any company that seeks to bring on new staff will benefit from utilizing assessment tools. However, the key to their effectiveness is to know which tools to use for a given vacancy. It’s important to not only know the “right” tool but to administer it in the right way. In order for assessment tools to be most effective, there are three considerations recruiters: need to understand:

1. They must be selected based on the requisite skill set needed to perform the job successfully.

2. The tools must effectively measure work style and personality characteristics that will influence job performance.

3. The tools must be administered in a consistent fashion that ensures all candidates are testing under the same conditions.

The following is a list of assessment tools that recruiters may use in the hiring process and that will be reviewed in the seminar:

1. Skills and interests test. These test that candidates possess the requisite knowledge to successfully perform the job. Tests can cover such areas as accounting, computer programming, sales acumen, etc.

2. Pre-Qualification tests; these uncover whether candidates possess the requisite education and experience or any barriers to employment such as family issues or scheduling conflicts.

3. Situational assessments: These tests ask candidates to respond to certain job situations that simulate actual tasks they will be asked to perform. Situational assessment can be performed during face-to-face interviews or may be administered via pen and paper (or online).

4. Personality tests. These tests evaluate certain personality traits that are associated with successful job performance. Such traits include work style, work ethic, problem-solving skills and team orientation. The tests measure two areas: what a person can do in terms of ability to learn new tasks and what a person will do in terms of work style and work ethic. Personality tests when appropriately matched with the requirements of a given role can be the best determinant of successful performance because they examine underlying core competencies and work style.

5. Culture fit and core values. These tests determine how well a candidate will fit in with the culture of the organization. The goal is predict a candidate’s proclivity toward long-term retention.

6. Integrity tests: These tests try to evaluate the proclivity of a candidate to engage in theft or otherwise questionable behavior. They can prove very effective in helping a company avoid costly hiring mistakes, especially in retail or like environments where shrinkage is a common problem. Integrity tests can be a cost efficient alternative to background investigations.

7. Physical assessments. These involve an evaluation of physical strength, dexterity, coordination and vision. They are primarily used for overly demanding physical jobs, such as police work.

8. Background Investigations These include employment verifications, criminal background checks, including fingerprinting, credit checks and reference checks.

9. Drug screens. These tests evaluate past drug use and involve taking a physical specimen from candidates. Drug screening is especially valuable with regard to legal and safety concerns of some jobs.

The importance of the right match between candidate and employee is well documented. According to a 2012? Study by IDC Marketscape, a global market intelligence firm, employees cost businesses an estimated $37 billion every year because as hard as it is to believe, employees do not fully understand their jobs or how to perform within the culture of the organization.
Best in class companies recognize the importance of making the right hire. They are focused on making sure potential employees are qualified to perform critical job functions. But they also know that how well a candidate matches with the organization’s culture and brand will impact short and long term performance.

In the selection process, these companies gather critical information on job requirements and cultural demands, and assess how well these requirements match the employee’s style, drives and motivations.
These analytics in the selection process become a springboard for the employee’s ongoing development and growth. A recent Aberdeen research report details how 90% of new hires make their decision to stay at a company within their first 6 months of employment. So, leading companies are not only able to assess a candidate’s ability and organizational fit at the interview stage, but they are also able to determine the future development and where he or she will be most effective in the future.

This session will demonstrate how to link the selection process to an effective onboarding program. You will learn how to shorten the time it takes a new employee to get up to speed, be engaged and contribute to the organization’s bottom line.

You will also learn how to extend the onboarding process to connect employee talents and motivations to the future needs of the organization.

You will leave this session with an understanding of how to match the organization’s current and future needs with what most naturally motivates and drives the employee.

Competency Based Management has become increasingly popular as its value is found in understanding talent both required and available, existing skill deficiencies, matching performance to needs, and creating an environment of engaged employees.

Many people may think that because there is high unemployment and lots of good people out of work during these challenging economic times that the talent shortage is over. The truth is the talent shortage is actually getting worse. There are a lot of people out of work, but companies and organizations are still in dire need of the right kind of talent. The larger demographic picture which includes an aging workforce and fewer young people moving into the workforce to replace them, has made the need to attract and retain the best talent even more critical than ever before. Tighter corporate budgets mean that the people who are working are under greater pressure with fewer resources.

In order for a company or organization to sustain itself and be competitive in its market, it needs every person functioning at his or her optimal level. This means that they are healthy, creative, energetic, focused, passionate, and committed to what they do. They need to bring all their best ideas and work effectively and collaboratively together for the common good.

This webinar will focus on the Employee Engagement, that is a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert great discretionary effort to his or her work. Specifically we’ll explore the compelling case of employee health and well-being as a strategic business imperative for employee engagement and sustainable competitive advantage. You will learn: 1) The spiraling costs of individual poor health to organizations and the demographic trends, 2) The critical importance of nurturing the whole person for optimal performance and personal fulfillment, 3) The Diamond Model of Integrated Health which identifies the 10 key areas necessary for well-being in mind, body, and spirit and 4) How to get started on an employee health initiative in your company.

In this era of global competition, organizations need every person functioning at his or her best. When team members are healthy and well, the result is reduced benefits costs, increased innovation, creative problem-solving, retention of top talent, high energy, and a winning culture where people are well, so they do well.

Leadership is the most overanalyzed, thoroughly dissected, and utterly confused topic in business. The expectations that leaders are held to have become so inflated that practically no one can categorically quality as a “leader” anymore. Leaders are expected to be bold and calculated, passionate and reasonable, rational and emotional, confident and humble, driven and patient, strategic and tactical, competitive and cooperative, principled and flexible. Of course, it is possible to be all of those things…if you’re God!

The study of leadership development has grown to be very complicated. We often get stuck thinking about leadership in terms of matrices and competencies and modules. The simple truth is that to be a leader is to open doors of opportunity for others. To be most effective, leaders need to be opportunity-creators. Drawing on the concepts introduced in the new book, Leaders Open Doors, leadership expert Bill Treasurer shows how leaders help people and organizations grow by creating meaningful learning opportunities.

Leaders get things done with followers. Without followers, leaders don’t exist. Thus the focus of leadership should be on those being led. Followers will move mountains for leaders as long as moving the mountain provides them with opportunities to grow, develop, and progress. Open-door Leadership is about the responsibility that leaders have for noticing, identifying, and mostly creating opportunities for the people they lead. The leaders to whom we are most loyal are those who serve us by opening doors of possibility and opportunity.

Open-door Leadership involves aligning the needs of the organization with the career aspirations of the people you lead. People and organizations grow and develop when they intentionally pursue goals and challenges that stretch their skills and test their mettle.

In today’s integrated talent management systems wonderful capability exists but falls short of executive leadership expectations. We have “cradle to grave” systems however the missing piece is we are no closer to predicting team based outcomes. Our systems are largely individually focused in nature whether you are discussing, hiring decisions, performance management, succession planning, workforce planning, comprehensive development systems or calibration sessions. We believe and many theorists and experts have trained us (including me in my early career) if we focus on individuals then the business results will follow. I was a true believer and in looking back followed this mantra in sizable organizations, in excess of 50,000 employees.
After conducting extensive research (12,000 hours on high performing companies) we learned several things that have rewritten the Integrated Talent Management book for me. First, in high performance companies the significant solutions come from teams not individuals. Whether the team is functional, cross functional, matrix or a hybrid the capability of the team exceeds individual solutions by a wide margin.

If you agree with this then we have crossed the first oxymoron. Why do we still focus on individuals when this is not the source of great solutions? Think about it for a moment – virtually every system we have today in the integrated talent management suite is focused on individuals. Even if we aggregate data the percentage of time focused there is small in comparison.

The second oxymoron, we don’t start with the business outcomes we want to achieve 12 months out from these critical teams versus the totality of the organization. In high performing companies, there are a dozen or so critical teams that generate 80% plus of the forward movement of the whole company. This amounts to a fraction of the total population yet we tend to create designs that cover everyone. I did this and found what is good for everyone isn’t effective for the dozen teams nor is it proportional to the desired business outcomes. In high performance companies we saw what I call the 80/20 rule. Focus 80% of the resources to those teams that will move the company ahead.

The third oxymoron, how do we know the teams we have (particularly the 12) will get the desired results 12 months out? How do our current systems support these desires? Today this is a critical element because in 90% + cases we don’t know. Our capability in determining success probability of teams has lagged. Because of this we have taken a shotgun approach that is very expensive, inefficient with low ROI’s. Our line customers understand this which manifests itself in budget reductions, outsourcing and focus on tactical initiatives, unless the leadership has an intuitive mindset on the connection between people and outcomes.
Imagine if we had systems/predictive analytics that could share the teams’ probability of success 12 months out today. We could look at the current picture of any team and construct and align a variety of shotgun approaches into a laser focused capability to hit the outcome ball out of the park. In other words fill in the missing link (the tie between team based outcomes and significant future financial or operational outcomes).

This topic has come up in many business decisions I have participated in: Workforce planning sessions where the presiding executive has said, so tell me how do we know this effort will improve our business? Or Succession plans that end with, “great we have finished this effort and we are done for another year” only to miss the key question, how do we win against the competition and or improve our outcomes? Or we have this great leadership develop program that we put all our leaders through yet the ROI is elusive and the impact in specific operational teams even more elusive. In turnarounds or acquisition integration the same issues surface since key teams must achieve critical business outcomes to drive the overall success engine. Yet the tools we have today fall short of what our line customers really need – insights about the team’s success probability and ways to improve this.

In today’s interactive session, Dave Mosby, CEO, author and Executive Director of the Kieritsu Academy (the world’s largest entrepreneur boot camp) will interview Gene Tange the CEO of PearlHPS on the concepts above. Gene will share some of the research findings and insights of the ground breaking predictive analytics foundation shared above.

Change Management is often portrayed as a complex process requiring a special expertise. Unfortunately, this perceived complexity causes wariness of the change process causing team members to look to the experts to lead a change. Yet HR team members are often called upon to provide guidance and help during change. To be of assistance they need a clear-cut, straightforward approach to help their organizations prepare for change. This webinar provides a detailed look at how organizations should prepare for change, in addition to providing (5) specific recommendations for managing the emotional impact of change. HR Team members can build their change management competence and benefit from this session by learning very specific questions to ask and answer to support a change. Dr. Bohn speaks in plain language during his Change Management talks and provides very clear steps and examples to prepare an organization for change. In addition, Dr. Bohn shares five principles he has derived from research and experience that are key elements in effective change, including (1) addressing anxiety to increase adaptation, (2) encouraging simplicity in communications, (3) working with executives to develop clear measurements of success and (4) the importance of follow-through to make the change part of the DNA in their organizations. Dr. Bohn also makes a strong case that all change either builds or destroys trust. Each of these principles addresses a different aspect of employee readiness for change. Dr. Bohn has global experience in managing change and transforming organizations. This session focuses exclusively on preparing for the change.

Does your business face a turnaround or significant restructuring? Do you operate in countries undergoing an economic downturn? Does your HR budget get cut year over year or is it nominal to begin with? Has business uncertainty become “the new normal”?

If any of these scenarios sound familiar, then this session may be for you.
I will explore how organizations facing a turbulent environment can drive strategic value through targeted activity across the talent management cycle. The session will provide insights from my experience as a management consultant and corporate talent strategy leader as well as external research and thought leaders.

A turnaround environment is marked by a heightened need for cost containment and focused execution. That scenario calls for targeted talent interventions and for a nimble talent management function.
During the session I will discuss and provide practical tips around these key questions:

• How do you create focus through talent planning, segmentation, and prioritization?
• How can you minimize the negative impact of a challenged business context on your employer brand?
• What are low cost ideas for talent sourcing?
• Why do you want to strive to increase the effectiveness and efficiency of your onboarding program?
• Why should you create a sense of urgency around talent engagement and retention?
• What are the key components of a “low cost” recognition framework as part of your total rewards program?
• What are alternative strategies to workforce reductions?
• What are key guiding principles for organizational re-design?
• What role does HR play in change management and employee communication?
• What is the role of leadership in a turnaround organization?
• How can the talent management function create value in environments of cost containment?