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Welcome to the Institute for Human Resources Performance Management's 4th virtual event. Thank you to everyone for your participation and support. Over 1500 attendees have joined us to increase their expertise in Performance Management. They have been their journey to set themselves apart from their peers. Don't get left behind! Come join us and learn how to become a leader in Performance Management.
This two day event is the fifth since the Institute’s launch in June of 2011. Join Helen Spittle, one of HR.com's Community Facilitators as we take a look at what has been happening within the Institute for Human Resources Performance Institute.
During this short, 15 minute session we will review the progress of the Institute to date. We will review the certification program - have you signed up yet? If not, there’s still lots of time. Get an update on the hours accumulated to date. Find out what you have missed, and take a look at what is coming up for the next couple of months.
During this session we will:
• Introduce you to the Advisory Board
• Introduce you to the Institute and the Certification program
• Help you learn how to become an expert in the area of Performance Management
If you are new to the Institute for Peformance Management this introduction will cover not only our past accomplishments but also explain why you should continue to participate and be a part of this community.
For those with questions regarding the Institute and its content this is your chance to share your ideas.
Looking forward to your participation in this event.
The field of recruiting has been changing rapidly over the past few years. With advancements in recruiting technology and approaches (social media, online job postings, etc.), you would think it would be getting easier to evaluate job applicants. The reality is that an increase in the number of candidates who are having their resumes done professionally, the advent of well-coached interview-savvy candidates, and the ability of every Tom Dick and Harry to apply online to your posting has made it much more difficult to sift through the applications one receives.
How does one really set aside their own biases and opinions in an effort to evaluate candidates in a purely objective way?
Psychometric assessment instruments have been around for decades, but in recent years they have been refined to where they can provide valuable and useful information to assist companies in placing the right people in the right roles. People are complex. And even the most skilled interviewer can’t pull everything out of a handful of meetings.
In today’s highly competitive talent market it is the companies that leverage information that tend to do the best at selecting and developing their talent. Only by digging deeper into the mind and makeup of a candidate can we pull out the hidden gems of information. In this webinar we’ll examine the proper role of assessment tools in the selection and management of talent. We’ll discuss,
• what to look for in an assessment instrument,
• what things to measure in each candidate,
• how to benchmark the job in question,
• why hiring for aptitude beats hiring for skill,
• how much weight to put on the assessments, and
• how to know if you’re about the make the right people choice.
Whether you are an HR professional, a hiring manager or a senior executive looking for a competitive edge in the race for the best talent, this webinar is for you.
Does your company handbook say you conduct performance evaluations annually – every six months – during the probationary period? A more important question is does your performance management system give you a solid return on investment?
Research has shown organizations that have a quality performance management system that is in sync with the company’s mission, vision, values and goals have a return on investment of over 390%! [From “Corporate Culture and Performance,” John P. Kotter and James L. Heskett]. This Webinar presentation will help you to assess your current performance evaluation system, improve it to meet your company’s goals and gain a competitive edge with similar companies to yours.
Companies that do not have a performance management system can learn how to design and implement an effective system to meet company goals and improve your bottom line. This workshop provides credible case research studies that demonstrate what can be accomplished when a qualified system is implemented.
Establishing a company performance management system is a significant undertaking both in time and financial cost. Work today requires more knowledge and skills than ever before. It is more important than ever for organizations to optimize the way they evaluate and develop their workforce and get a positive return on their investment.
If you have been thinking about improving your current performance evaluations or starting a new system but do not know where to begin, this workshop is what you need. It will provide you with the guidelines of who should be involved in designing a successful system, what standards of performance to use and how to measure those standards.
Session Description: Three important trends are occurring that will have a dramatic impact on the American workforce: the workforce, and the population as a whole, are aging; labor shortages are projected in a growing number of sectors of the economy; and many workers intend to continue to work beyond the traditional retirement age. How will we create learning solutions for this business community that will attract and retain mature, experienced workers who are increasingly critical to maintaining a competitive advantage? What does workforce aging really mean? The central issue is not that the mean age of workers is increasing but that the relative size of the workforce is reducing. Workforce aging is about productivity, not age, and focusing on ‘the older worker’ as an older person rather than an individual may actually be a barrier to developing workable policies to address the serious issues arising from a reduced workforce. A man who retires at 70 is likely on average to live well into his 80s and a woman to almost 90. A 70-year-old retiree today is likely to have a much longer post-retirement life, and furthermore to be in better functional health, than a 65-year-old retiree thirty years ago. As a training professional, how does learning and development meet the needs of all ages and learning styles? What can you do as a “mature” worker to brand yourself to work 20 more years? Learn the three success factors to working through to 80!
Now, more than ever, companies are daunted by several challenges. Competitors are numerous, savvy and hungry. Clients are under rising pressure to do more with less, and are passing along that pressure both to their customers and to the companies who provide them with products and services. Regulations are increasing in number and complexity. And the employees who make the company run are diverse not only in terms of their demographics, but also in their skills and performance, learning styles, and level of motivation and engagement.
Faced with all of these challenges, companies can no longer avoid the succession dialogue. Succession planning is no longer a “nice to have” process that they can park on their wish list for some point in the future, when they have the time, money and resources available to devote to it. The time is now. And human resources business partners must be ready not only to engage in this succession dialogue, but to lead the dialogue to action—long-term, sustainable, results-oriented action.
This webinar is aimed at HR business partners as well as the executives and line managers they support, and the talent development specialists they lead. Participants will hear the business case for succession management. They will learn a simple process for identifying critical positions within their organizations and for mapping out a succession plan for each. They will also receive practical tips for engaging their business clients in the succession dialogue and implementing change management to ensure that leaders incorporate succession planning and talent development into their regular management practices.
Organizations are successful when employees understand why they show up for work. When you raise the bar for performance, organizations “thrive” and employees look forward to achieving results every day. How do you capture the formal and informal coaching activities of your leadership team? Today’s challenges of talent management include having an effective communication strategy with employees at all levels of the organization.
It begins with leadership’s ability to recognize employee talents, strengths and development areas. Most important is the willingness to provide ongoing, relevant feedback and support a strategic plan to connect daily employee accomplishments to organizational bench strength and career progression.
Performance management continues to be at the forefront of talent management strategies. The conversation between supervisor and employee is much more than an annual or quarterly form; it is an ongoing commitment of coaching and developing employees. Effective conversations and development plans addresses the shortage of a talented pool of employees ready to step into promotional opportunities. The philosophy of performance management must embrace the needs of the organization and employee development. Passive participation does not serve a company striving for operational excellence.
To remain competitive, employees must see their roles as more than a paycheck. Employees must be engaged to exceed company goals and improve their value in the organization. When employees are rewarded for becoming “EmployeePreneurs”, their performance levels are raised and temporary roadblocks are seen as opportunities.
This webinar will provide HR professionals and leadership a challenge to evaluate their performance management philosophy, tools and initiatives. A challenge to create supervisor training that values the benefits of honest conversations to change behavior results for organizational success.
Every day we hear about the changes in our workforce, how social and mobile is impacting the way we engage with employees, etc. The one message that should be coming across loud and clear is that times are changing and organizationally, we have to embrace that change to stay competitive. The same holds true for the way we measure and assess individual's influence and contributions in our organizations. No longer are annual or semiannual event-based performance reviews enough. To continue to attract and retain talent is going to require a move to continuous and collaborative performance management. In this session, Lisa Sterling, Head of People Engagement for Ultimate Software will discuss a number of aspects of performance management. However, this discussion will be focused on how to make changes to these aspects of performance to make them more engaging, collaborative and ongoing.
Performance Management essentially hasn't changed since "its" original inception over two-hundred years ago. This is your opportunity to learn how to make the changes necessary to allow you to compete for great talent now and in the future as well as retain the people you have currently. We are working with a new generation, technology and impacts that are changing the expectations of our workforce. Are you prepared to make changes necessary to ensure you compete in the future?
An effective business partner solves problems so they stay solved. The skill set for an effective business partner includes problem-solving skills, creativity, analysis, collaborative relationships and making good decisions. But skills alone are not enough – the practitioner needs a robust suite of technology tools to help manage and process the vast amount of business, performance and talent data to turn it into actionable information. HR is supported by a core technology that is largely driven by Payroll, Benefits, and record keeping – very complex administrative functions that require a common approach and standardization. Compensation professionals find it especially difficult to develop robust planning tools, administer multiple compensation approaches, or create the differentiation necessary for a pay for performance environment. The core payroll system is designed to treat everyone the same. It is not surprising that compensation solutions are the weakest tool in a software suite, and that spreadsheets remain the tool of choice for compensation professionals, at the cost of time and administrative complexity.
The bottom line is that without enabling technology, you are faced with the prospect of saying “NO!” to business partner because your technology cannot support the innovative solution you can visualize but cannot implement. You simply cannot make design recommendations that you cannot administer. The unfortunate reality is that system modifications are often prohibitively expensive, and you quickly find that “add on” software usually trades one set of limitations for another.
There is an alternative. While most people have some understanding of Excel, even many “power users” are unfamiliar with the functionality available with Excel solutions. Excel with VBA - Visual Basic for Applications - can be used to develop robust, customized solutions that rival stand alone or add on programs, all at a fraction of the cost of alternatives. Specific examples will be provided.
With the generational turnover of Boomers retiring, Gen X rising and Millennials filling in the gaps, it’s no surprise that companies are scrambling to prepare the leaders of tomorrow. As investments in performance management increase, so does the demand on human resources professionals to prove the impact. Human capital initiatives have traditionally been considered too difficult to quantify, let alone able to be improved through data-driven insights.
Advances in the field of human capital analytics have given HR professionals a new tool kit with which to approach performance management. Not only can HR use business data to calculate an ROI on soft skills, but statistical modeling and data analytics provide insights into performance management that make the initiative stronger and the spend smarter. This presentation will explore the work of thought leaders, including John Boudreau and Tom Davenport, who have unlocked HR’s ability to quantify investments in people.
Advanced analytics can help prepare tomorrow’s corporate leaders by showing where—and with whom—the investment is working and where it can be improved. A case study of performance management at VF Corporation will show participants how a leading organization applied key concepts in measurement and evaluation. VF Corporation launched a company wide performance management system as part of an overall initiative to build a culture of performance that would ultimately improve company performance. By conducting an in-depth study into their performance initiatives, VF’s HR executives were armed with powerful data to report successes to upper management and a plan for continuous improvement.
This session will show Performance Management professionals how they can execute a human capital measurement strategy that arms them with powerful data to report successes to upper management and a plan for continuous improvement. Participants will learn about the key concepts for human capital analytics: Stakeholder buy-in, Alignment, Getting to useful data, Segmentation, Isolation, and Optimization.
To build a robust talent pipeline, many organizations place a great deal of emphasis on identifying and developing high potentials. By identifying those with the greatest potential, organizations can differentially invest; focusing development where it will get the biggest return over the long haul. The challenge is – who really are those with the greatest potential? Who will, with proper development, have the greatest sustained success?
The nickname for these individuals with the greatest potentials is often “HiPo’s”, where “HiPo” is defined as employees who have high current performance coupled with high future potential. The problem is that performance colors perceptions of potential, and vice versa. Once an employee’s performance falters, we start to question their potential for the next move. There is the possibility for the mirror image as well; when we have someone we really think has great potential, we may see their performance in a move favorable light. These errors lead to two problems – those identified as “HiPo’s” who truly aren’t (so we overinvest), and those identified as not being a HiPo who truly are (so we under invest).
The challenge is separating the judgment of performance from the judgment of potential. This is extremely difficult, if not impossible, to do with managerial judgments. The solution is leveraging a source other than managerial judgment for assessing potential. Building this solution requires answering three questions: 1) what are the markers of potential; 2) what assessment tools can we align to these markers of potential; and, 3) how will we integrate data from all assessments to make final decisions about who are our true “HiPo’s. In this presentation, we will share research and best practices regarding answers to each of these questions, as well as tools and processes to help build a solution unique to your organization.