Mis-hires are expensive. They often have far reaching costs that extend way beyond, time, learning curve, opportunity cost, orientation and relationship building. Worse, many organizations pass their poor hires around from job to job because they don’t really know how to match the worker’s true skills to job requirements.
This session looks at hiring from the perspective of “the best predictor of future performance is past performance.” It provides a way to approach candidate evaluation that uncovers what a candidate will do as opposed to what he or she can do. It also examines conducting a job analysis that articulates job requirements in the same language as that used to match candidates.
Yes, this is a lot to cover in a brief session! Participants will leave with a basic understanding of pushing interviewing to the next level, a fresh look at job analysis and lots of information to think about implementing.
Performance reviews don’t work. They are disliked by managers and employees alike. They are usually poorly written and disappear as soon as they are completed. Everyone knows this but most are not going to admit it. So why do organizations still use them?
Primarily, it’s because everyone agrees that employee feedback is important, but Human Resource departments don’t always trust this exchange to happen without forcing everyone through a formal process. So they spend three months a year chasing up everyone in the organization in a system that is often measured by quantity over quality.
Reviewing the performance of your employees is not about meeting with them once or twice a year to recap the past and discuss the future. To effectively eliminate performance reviews in your organization, you must be deliberate about the management of your people.
Talent, in and of itself, is arguably the most important investment for any organization. The demand for skilled talent and future leaders continue to be one of the greatest challenges and is top of mind by CEO’s globally. An organization's ability to assess and select both internal and external talent is crucial to not only meeting the priorities and objectives that support the strategy of the business but to mitigate the risks and related costs to the organization if a hire fails.
Assessment also impacts the brand as candidates are evaluating a potential employer on the content, relevance and execution of your interview and assessment process. Getting this equation correct must be a strategic business imperative of business leaders in order to be successful. HR and Recruiting has the opportunity to enhance their own brand by developing and implementing one of the most important tools for the organization's competitive advantage. The return on this investment goes beyond the numbers as it holds the opportunity to enhance culture, perceived brand value and the intangibles of the appeal for high performers to join other high performers in a dynamic and exceptional work environment.
This presentation provides insight into the strategy, design, and implementation of creating an effective, comprehensive and customized talent assessment program using ACES® Talent Assessment methodology.
Performance management systems are predominately built on the models developed over 100 years ago by Frederick Taylor using his Scientific Management Principles. Times have changed and today’s workplace requires educated employees to work in teams on complex issues in a rapidly changing environment.
Today’s HR Practitioners are custodians of this 100 year old system built by an Engineer for a different time and different needs.
Based on 15 years of research and practice, the presentation shares findings on how new principles, models and systems have been developed that have delivered significant and measurable benefits to employees and businesses.
The audience will come to understand why today's performance management systems continue to fail and learn how build systems based on new principles and models that have been proven to better suit the needs of a modern workforce.
We have seen the world move from an agricultural economy to an industrial economy, then on to the knowledge economy. Each of these major shifts has caused disruptions to the worker environment and the organizations created to manage the economic growth.
Along the way, the science of management has attempted to gauge and impact the productivity of the workforce.
A relatively new field called Affective Computing and the measurement of Subjective Well-Being has developed to measure real time levels of individual employee positivity, collaboration, and contribution. This session introduces the concepts of Affective Computing and Subjective Well-Being, the tools, and the applications that will help you move to the next level of employee interaction and a work environment designed to successfully accommodate the wide generational differences and motivational factors in the employee demographic.
Too often people make the mistake of thinking performance management means only performance reviews. Don’t make that same mistake. You’d be doing your employees and your company a big disservice.
It is an important fact that performance management needs to be on going. It’s not a once-a-year, on-the-fly performance review. Having a performance management system is about engaging employees in the company’s vision and direction.
HR departments play a vital role in the strategy, implementation, and execution of the performance management process. In this session, we will dissect the elements of a performance management system, walking participants through each phase and explaining how companies and employees can be better aligned with workplace performance and business growth. Highlights include hiring right; developing and committing to effective goals geared toward business alignment; creating effective development plans; performance review automation and why it’s important; effective communications; and compensation.
Please note that educational credits do not apply to this webinar
Join us for a full walkthrough of our software solutions that will meet your every HR need from hire to retire.
Founded in 2007, TalentGuard is a full-service talent management software and consulting firm that is devoted to helping organizations implement high-impact talent practices.
We believe that the key to providing customers with excellent service and our employees with a revered workplace is by maintaining the core set of values that have guided TalentGuard founder and CEO, Linda Ginac throughout her career in talent management.
Both as a private consultant and the leader of a successful company, she has maintained the belief that everyone deserves to be in a role where they are appreciated and respected, as well as engaged in a career that maximizes their passion and talents.
As a talent management software solutions provider, we don’t just live by this mantra- we aim to spread it too. We believe that the easiest way to show employees that they are valued is to invest in talent management tools that aid in their long-term personal and professional development. Not only does this create happy, loyal employees but it also helps companies improve their bottom line.
Our software, based on industry best practices, focuses on the vital HR areas of performance management, career pathing, succession planning, 360 feedback, applicant tracking, learning management and development planning- all of which contribute to the creation of a high-performance culture.
Please explore our website to learn more about how our talent management solutions make creating a “system of engagement” as opposed to a “system of record” easier than ever. We invite you to read more about the TalentGuard philosophy and team, view our blog, and download our collection of white papers and webinars based on trending industry topics. Lastly, discover how TalentGuard Cloud 6.0 talent management tools can help your organization with product demos that show the powerful features in action!
TalentGuard is headquartered in beautiful Austin, Texas.
Building a business case for your new learning or talent management system is not just about selling needs and benefits to your finance department. It's about identifying your business processes and company requirements then translating that into a functional document that guides your decision process from new system selection, implementation and ongoing operations. There is immense value in selling your learning and talent development organization as a valuable financial asset within your company.
Join Chris Bond and the Bluewater team in this informative webinar to discuss the details behind building a business case for your learning or talent management system. Find the resources to fund your project today. It is easier than you think.
Good business decisions require good data, and that’s one of the areas that HR has historically struggled. Not that HR hasn’t provided reams of reports on performance distributions, compensation change percent and time to hire, but are those really the information needed to make better business decisions? With HR moving from tactical resource to strategic mover and shaker the time of status reporting is past. HR must be able to answer cause and effect questions that are more predictive than reactive. Industry experts will review the areas that must be improved to create HR metrics that can stand side-by-side with the numbers from Finance, Product Development and Sales.
Effective onboarding is not just about making someone successful in his/her first 90 days. The same information gathered and used in the selection process can be a springboard for the employee’s ongoing development and growth. An Aberdeen research report details how 90% of new hires make their decision to stay at a company within their first 6 months of employment.
Leading companies are not only able to assess a candidate’s ability and organizational fit at the interview stage, but they also determine the executive’s future development and where he or she will be most effective in the future
This session will provide best practices for onboarding and succession planning, linking the two processes for a more effective talent management strategy.