The world is experiencing tremendous transformation. The convergence of macro global forces has served to create volatility, unprecedented speed of technology, acceleration of emerging markets, over demand for workers, undersupply of talent, and antiquated management practices and tools destined some organizations to failure. The trends as identified by Manpower Group as most significant are impacting and influencing organizations across the globe regardless of size. The trends are the following: Talent MisMatch, Technological Revolutions, Individual Choice, and Rising Customer Sophistication. In many places across the globe, talent has replaced capital as the largest constraint. And yet, most organizations put little rigor to the decisions regarding people.
The complexity of the talent challenge is reinforced by some compelling labor demographics, i.e., a shrinking working population globally, in the US by 2020, 1.5 million too few college graduates, 5.9 too few American’s with high school degrees. Additionally, there is little alingment of talent mobility (immigration), informational failures in education markers (what to study), lack of incentives to relocate, 70% of business leaders now spending sufficient time on talent.
Since we know there is no reset to what was, organizations must understand the constraints and driving forces to transforming their labor force. The demographic landscape has created a talent shortage. So while the risks to your business strategy are profound, there are things that can be done to get ahead of it.
• Move from a workforce plan to a workforce strategy
• Identify levers to make changes quickly
• Align your leaders around workforce needs and skills
• Force choices in your organization- set real priorities
• Understand where you need pivotal talent pools and where they are a nice to have – where are the gaps?
• Identify internal and external risks (impact on business and risks of shortage)
You can begin immediately to mitigate the external factors adversely affecting your organization.
Who Should Participate
Leaders and managers responsible for transforming their organizations for success, and preparing a talent strategy to move their business forward.
What You Will Learn
- Global Trends impacting organizations across globe
- Levers to pull to begin executing different ways of thing and behaving
- Demographics of labor pool- top ten hardest jobs to fill
- Differences between a talent plan and a talent strategy
- How to identify a pivotal talent pool
"Human Age"- www.Manpower.com
"Driving Large Scale Transformation"- Deloitte Consulting
" Trends in Worker Requirements and Need for better Information" OECD 2007
"Recovering form a Crisis, A Global Jobs Pact," International Labour Conference, 98th session, Geneva, 2009
Pew Research Center
DiMenna Consulting Group
Donna DiMenna, Psy.D, is President of DiMenna Consulting Group.
Donna is an organizational psychologist and business leader who has led Global HR consulting firms, was Chief HR Officer for a global print/custom graphics arts/e-commerce corporation, as well as led Strategic Workforce Planning at Cargill, a Fortune 250 company.
While at PDI, a global HR consulting firm, Donna was the Vice President/GM of the flagship Minneapolis office having responsibilities for both US clients as well as partnerships with global clients in APAC, EMEA. More specifically, Donna was viewed as a global leader in building and delivering innovative leadership programs, executive assessment, and business development. Examples include:
Developed an organizational network of skilled coaches for a global financial services company, as well as coached over 150 professionals from mid-level management through C-level executives
Delivered leadership development for Hewlett-Packard Company leaders in Bangalore, India
Led assessment practices for companies in US, Asia, and Europe, in industries including hi-tech, agribusiness, medical device, and retail
Presented workshops and keynote presentations across the US regarding topics such as, Succession Management, Talent Management, Business Agility, Execution and Communication, Change Management, and, Innovative Leadership Development
Awarded the Triple Crown for achievements as well as the Distinguished Leadership Award for recognition of bold and collaborative change agent practices
Business/Organizational Leadership Experience
Donna was the Chief HR Officer of Taylor Corporation, a privately-held global Fortune 250 company, leading HR for 100 Taylor businesses that specialize in manufacturing, print, e-commerce, and custom graphic arts.
As a member of the executive team, Donna was charged with creating and executing a vision for human capital strategies linked directly to business initiatives. This included enterprise-wide strategies for Talent Acquisition, Selection, Succession, M&A Integrations, Leadership Development, and Employee Communication. Additionally, Donna acted as a champion of change in assisting CEO and executive team in initiating a cultural transformation that placed greater emphasis on accountability, high performance, integrity, and engagement.
At Cargill, Donna led the Strategic Workforce Planning in Cargill’s Food, Ingredient, and Systems (FIS) Platform. This initiative was directed at 5 large business units, leading a talent strategy and implementation of the forecast and supply of talent for critical roles to ensure success of Cargill’s Strategic Intent 2015.
Donna’s professional affiliations include SHRM, HRPS, and National Association of Women Executives. Additionally, Donna is an adjunct faculty member for St. Catherine University, and St. Thomas University, both in St. Paul, MN.
Education and Training
Donna has Master’s and Doctorate degrees in Psychology from the University of St. Thomas in St. Paul, MN. She is a certified executive coach, and has trained in neuropsychology assessment, career assessment, numerous personality, and cognitive assessment tools (CPI, Hogan, FIRO-B, MBTI, Watson Glaser, Wesman, and MMPI).
Publications and Appearances
Donna co-authored a book in 2000, “Read Two Books and Call Me in the Morning,” published by John Wiley and Sons.