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Integrated Talent Management is all the buzz in the industry as vendors build out their product platforms and move away from offering Best of Breed Solutions to integrated solutions that manage the whole life cycle of your employee base. Most firms have an existing infrastructure that needs support, with man best of breed providers within their technology stack, that are not integrated. The IHR-ITM certification program will help individuals who deal with the different areas on Talent Management get a better understanding of the big picture of moving their organization to a Talent road map that can seamlessly drive user adoption, key performance metrics and most importantly align the right people with the right jobs throughout their career. This introduction to the two day event will give you an overview of the Institute for Human Resources certification program as it specifically relates to Integrated Talent Management. You will learn about the opportunity to become certified with the IHR and what other HR Verticals are available for either yourself or your colleagues. There will be an introduction to this Institute's Advisory Board and faculty which ensures that all courses and educational components are state-of-the-art and relevant to current trends in the industry. We will also give an overview of the speakers and their topics. You will be given guidance on how to chat online with colleagues and access the virtual exhibit hall which includes floors for our Sponsors, speakers and suppliers, prior to and during the entire two day event. You will have the opportunity to ask any questions you may have, as it relates to the overall program, prior to the event's commencement. This session is not HRCI or IHR certified
Today organizations are facing a number of challenges which include an aging workforce, talent shortages and a lack of succession planning. It is anticipated that young professionals will change jobs 20 times during the course of their career. We are facing an aging workforce and the supply for replacement workers will not be able to meet the demand. The talent shortage has already had a global impact with over 61 countries declaring a talent shortage. Succession planning is still a coffee room conversation but very little is being done to plan for the future. 67% of the organizations world wide have not done any succession planning. Of those that have, 54% have not looked at their plan in the last 2-3 years. Organizations that have undertaken succession planning do not always address the development of the successor. Through the power of mentoring we can assist in the knowledge transfer and ensure that we have We will explore the business benefits of mentoring from a global and regional perspective, and what mentoring is about. We will talk about the development of trusted relationships, and understand the need to break mentoring situations down to the personal and professional level.
We will look at why it is important to ensure we prepare people for future challenges - our future leaders, rather than ignoring all the issues and setting them up for failure.We will briefly explore the impact that this has on a global perspective. How do we prepare our future leaders of countries for the challenges of being a head of state. How does mentoring play a key role in leadership development in organizations today.
We will examine a case study where mentoring has been utilized to address a real life business situation. I will share a real life story with you - a story of success!
This session will summarize the importance of a context-centered, whole-person approach to assessing key talent in order to derive deep developmental insights to be leveraged both for individual growth & improved business results.
We will present our approach to talent assessment, including a Framework of Leadership Effectiveness, which emphasizes critical perspectives such as balancing traditional elements of leadership effectiveness with new concepts (eg EQ, Learning Agility) that are essential for success in today’s turbulent environment.
We will also outline the importance of multi-source objective measures (vs over-reliance on self-report), including live behavioral simulations blended with personality assessment to provide a thorough and deep range of developmental insights. In addition, we will summarize the risks associated with using a generic framework of leadership for talent assessment & development which does not factor in issues such as corporate culture, strategy and external operating conditions.
The session will cover three broad areas:
1. Summarize key research and theory upon which both the Leadership Framework and behavioral assessment more broadly is based.
2. Outline how key principles from the world of Positive Psychology can be applied with real impact for managing talent.
3. Present best practices and key lessons learnt from recent talent management initiatives, including client-case studies from around the world covering a range of assessment interventions such as:
a) Assessing senior-level leaders to support both their development & help build a talent pipeline
b) Assessing candidates for selection for maximized ‘fit’ and impact
c) Assessing strengths to support individuals through major change and maximize their potential; and assessing resilience as a key capability to maintain a positive outlook and cope with setbacks.
Collectively these case studies will provide a number of clear ‘Do’s and Don’ts’ associated with utilizing assessments to support your talent management strategy. The session will be:
1. Both grounded in solid theory, but pragmatically applied with clear focus on implementation & key success factors
2. Thought provoking and interesting, as well as useful with clear takeaways
3. Focused on both the traditional and well-established, as well as more modern, innovative and strategic use of assessment solutions.
Imagine if you got 5 to 10% more out of every employee who worked for you and the financial impact this could have. Imagine the service you could provide to your internal and external customers. Imagine the efficiency you could gain in all your processes. Now imagine this in a fun and celebratory environment. This is why you need to attend this session. Who does not want this for their organization?
The need to do more with less and to move at an accelerated rate have become the norm in most organizations. By looking at the world we live in today, we will discuss the importance of changes in our talent management practices. Learn how to adapt your Human Resource department to integrate job descriptions, development, metrics and performance management and drive all of these elements towards one thing - profound results.
This will be a tactical session with many take aways that you can use when you go back to your office.
We will review a case study of an organization that threw their “form over substance” performance reviews out of the window and developed a Work Plan process that changed behavior. We will examine why the change was made, how the transformation happened, the software that was used and how it changed the culture from one of acceptance to one of accountability.
We will end the session by discussing how to calculate the Return on Investment (ROI) of this transformation and why your executive team will soon realize that this is a change they can afford to make.
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.
Did you know that about 40% of employers are expanding lateral career paths? Were you aware that about 33% of employers used lateral paths to retain high-potentials during the recession?
Scaling the corporate ladder was once the definition of professional success. But organizational hierarchy isn’t what it used to be — and neither is today’s workforce. Social and demographic forces have changed the composition of today’s workforce across gender, generation, family structure, cultural background and other diversity lines. A corporate lattice model represents a more flexible approach to the way work is now performed and is a fitting metaphor for how careers are built and talent is developed. Further, lattice thinking is in use today, and lattice organizations are not simply reacting to forces but rather are redesigning the rules of work itself. Career Lattice is defined as the replacement for the traditional “corporate ladder” . Career Lattice enables employees to move in several directions rather than just upward. This gives employees a chance to explore new areas of the company and add more diversified tools to their toolbox. This webinar will explore the impact on the business and the individual. Hear the latest about Joanne Cleaver, author , The Career Lattice, scheduled to be published in June 2012 by McGraw Business, which shows managers, entrepreneurs, professionals and human resource leaders how to adapt and adopt latticed career paths for their employees and for themselves. Please join us for updated information, best practices and case studies , which will be presented. at this webinar.
The use and integration of competencies across performance management, training needs analysis, workforce development and succession planning is a key feature of integrated talent management systems. In the last decade organisations have put considerable resources into competency management.
Despite this there is no common agreement on the definition of a competency, nor a common approach to competency modeling. It has been said that this leads organisations to “build and integrate HRM systems on a bed of shifting sand” .
In this session we will review the theoretical base for competency modeling and the various possible approaches. We will look at the research on the implementation, use and benefits of competency models, and their potential, and actual, impact on organisational success.
We will review what works and what does not work in practice, and how this varies across different types of organisation.
We will outline a step by step approach to establishing a multi purpose competency framework. Participants will be able to use this approach to set up the initial use of competencies to shape a shared culture of organizational values, and for more complex uses including leadership development, career pathways, and the use of competency frameworks for quality assurance and risk management.
Finally we will explore how competency models fit into talent management practices. In particular we will explore how to avoid the traditional approach that is very often counter productive. We will instead propose an alternative approach and methodology where the competency framework is an essential tool to build and maintain a culture where staff are open to learning, more self directing, more engaged and committed.
In this complex, ever-changing, global competitive landscape, contemporary HR practitioners are consistently seeking ways to add value to their organizations by implementing projects to better leverage human capital and drive organizational success. Among those topic areas is Employee Engagement. Many organizations are implementing employee engagement surveys, but they struggle with how to connect those results to projects and organizational success. Current research on the topic of employee engagement is growing and robust. There are a number of articles which define employee engagement, as well as the variables which impact it. Additionally, there is a body of research, both within the field of human capital management and finance which discusses the definition of profitability and the variables which determine success and/or failure. Conceptually the independent variables which impact employee engagement have a substantial and direct impact on productivity and organizational success. However, there are but a few articles that empirically correlate the independent variable of engagement to profitably. This growing body of research is beginning to present sufficient evidence to support the theoretical foundation and test various related hypothesis, allowing managers and HR practitioners the opportunity to develop employee engagement programs to better drive organizational results. Join Milton J. Perkins, PhD ABD, MSHRM, SPHR, CPC, Senior Director, Workforce Solutions, Agile1, as he presents research related to this topic, helping attendees better understand and gather business case data to support projects related to employee engagement. Additionally, he will discuss a few tools managers can use to impact engagement, increase employee retention, productivity and organizational success.
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.
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.
2011 has been a year where we have seen change in many aspects of the Human Resource and HumanResource technology space. These changes range from continued consolidation in the vendor marketplace, an emergence of something called "the cloud," big data, talent intelligence, and everything social and mobile.
Please join Knowledge Infusion President, Heidi Spirgi and Director of Technology, Michael Krupa as they highlight the top changes in our world during 2011 and, more importantly, what Human Resource leaders need to do in the New Year to take action and ensure their organization is ready to make an impact.
The time to execute your plan is now. The plan doesn't require money, it requires persistence, passion, and planning -- and this 60 minute webinar will ensure you are prepared for 2012, a year that promises to be filled with change.
Key takeaways include:
(1) - Learn how to connect your Human Resource & talent management initiatives with desired business outcomes.
(2) - Think differently about deploying Human Resource and talent management technologies and build strategic deployment plans for long-term success.
(3) - Get to know who your Human Resource technology landlord is and if their plan is aligned to your plan to help you reach your goals in 2012 and beyond.
(4) - Understand how to create a holistic plan for moving forward with your human capital management and talent management technology initiatives.
(5) - Create the structures, policies, and skills needed to support strategy, deployment, and ongoing measurement of your human capital management program.
In a recent ADP Research Industry study only 58% of surveyed organizations had a Talent Management strategy and only 38% included all the major areas of talent in their strategy. Talent Management has become a common topic in boardrooms, but it seems that Talent Management is more rumor than reality. The question is why is it so difficult get from a conversation between executives to a well designed and run program? There are many issues that could derail a solid Talent Management strategy ranging from lack of alignment, a shortfall in executive support, to attempting to implement old processes with new technology instead of leveraging all the technology can do. While there is no silver bullet, there are a number of best practices that can be used to help forward-looking organizations succeed. In this session Jan Brockway, industry HR veteran and Director of Talent Management Product Management at ADP and Robert Mattson, Director of Talent Management Marketing will discuss the hard work it takes to create a talent management strategy from who should be involved to the key role played by technology. Also, the speakers will discuss common pitfalls to ensure your strategy becomes a high point in your company history instead of a program that went nowhere.
Attendees will learn:
• How to getting started: Key elements to kick off a successful process.
• To technology or not to technology: When does technology come into play and how much should it drive your decisions?
• Pitfalls and roadblocks: How to avoid one and overcome the other.