Archived Webcasts and Podcasts

Several years ago, I worked with a client who had developed a very detailed plan - for each key position of the company - for what would happen if the person in the key role was hit by a bus. While the company’s crude metaphor “bus” plan was far from a mature Workforce Planning framework, they were still far more prepared than many companies are today.

The workforce Planning challenges facing many organizations today are slower moving than a bus but are nonetheless enormous threats to the success of our organizations. The wave of retiring baby boomers will be exacerbated by the large skill and competency gap between those retiring and those that are next in line. Many will be caught off guard, despite the fact that everyone has known that this demographic bubble was coming. As an ever increasing proportion of an organization’s value is directly tied to Human Capital, a strategic Workforce Plan is absolutely mandatory for an organization to thrive and survive.

Will you be ready?

In this session, we will detail a simple yet effective approach for using talent benchmarks to drive Workforce Planning success.

At its most basic level, “analytics” is the look at performance metrics in order to identify cause & effect relationships that can guide future actions. But this doesn’t necessarily mean complicated and expensive software; instead it just means using root cause analysis thinking to look for patterns in the data. This presentation will provide an example of the use of root cause analysis (RCA)to look at workforce turnover, and how iterative analysis of the data can help inform our decisions. It will also discuss how HR professionals need to both understand and use RCA, but also deploy it within the organization as a basic core competency.

“Creating a high-performance culture” – as learning and talent management professionals, this is something we hear about often. But what is the best way to achieve this?

Through the alignment of learning and performance processes including cascading goals, linking personal goals to organizational goals, learning and talent management leaders can communicate required competencies and identify potential skill gaps. Learning priorities are then based on performance goals and from identified skill and competency gaps a personalized learning path can be created that provides tailored development linking back to performance goals.

Sound like talent management Nirvana? Not sure where to start? It’s more attainable than you think. Join us as we discuss how your people and your organization can benefit by connecting performance and learning to create a high-performance culture. During this webinar we will discuss how you can:

• Connect learning and talent processes to tie learning to goals and performance
• Leverage Talent Expansion technologies to cascade goals throughout the organization, provide contextual learning and give people the tools they need to be great at their jobs
• Set and measure learning and talent management results with integrated analytics
• Start building your integrated learning and talent management program immediately with a few easy steps

As part of the rich history on the topic of identifying and developing ‘high potential’ employees, literally thousands of books, articles, and research papers have been written. Considering this weight of research, “pet theories” abound, with as many different ideas on how and what to do as there are HR leaders in different organizations. Join Dr. Henryk Krajewski, a recognized leader in BOTH the research and practice of talent assessment and development to share a unifying view of what matters most in selecting – and keeping – the best talent. Dr. Krajewski will distinguish what matters from what doesn’t, dispel popular myths about talent, and help you focus in on winning strategies that will help you attract and retain “differentiated” talent. Specific learning objectives include: • Learning to use compelling “business-language” conversations about the importance of top talent. • Which assessment methods and tests are research supported, and an analysis of those that aren’t. • What empirical research says about the factors proven to attract high potentials. • Gaining knowledge and familiarity with the age-old psychological data that has simply been “recycled” time and time again in popular books re: engagement. • How to use technology to make all of this easier!

USCIS recently released a new Form I-9 that all US employers will be required to use for new hires, rehires, and reverification starting May 7, 2013. This webinar will address changes to the Form as well as address continued compliance concerns associated with I-9 and E-Verify policies and recordkeeping. In this regard, Office of Special Counsel and Immigration Customs and Enforcement actions will be reviewed to identify areas where employer representatives should focus and recommend corrective action. It will also assess recent cases and settlements to identify employer concerns and best business practices companies should put in place. The webinar will review proposed immigration reform and likely changes to E-Verify and the use of the I-9 Form in the future.

This webinar will help you define quality of hire for your particular organization. As a strategic outlook, quality of hire involves much more than just the hiring process. People leave an organization for various reasons. By understanding how your talent management support structure impacts the employee throughout their tenure, will give you additional ideas on how to measure your quality of hire.

We will look at utilizing 360 degree feedback at intervals to enhance the measuring of QOH. In addition, this feedback can be used to measure the impact on your employees and organization with regards to your on-boarding, training, recruiting, performance management, career development, engagement and retention. We will look at how to utilize “victory fees” which pays out on internal recruiters based on retention and performance (Note that is and not or.)

HR professionals are consistently challenged to prove the value they bring to the enterprise bottom line.

While new disciplines and tools provide innovative methods, the cost and ROI of every system, including basic technologies such as time management and payroll systems are under constant scrutiny. This has led many HR and HRIS professionals to look deeper into these systems to find untapped value. While doing so, an opportunity to create workforce strategy based on current workforce data shouldn’t be ignored. This webcast will detail three strategies that every HR professional should adopt that can be applied immediately to drive enterprise level improvements and encourage other stakeholders to view the HR team as strategic partners.

In Part 1 of this 2 part presentation, Jeremy Tozer examined a clear strategic role for HR in enabling the creation of the conditions for organizational success. In particular Jeremy examined the role of HR / learning and development in:

• Developing and sustaining organizational leadership capacity as the primary source of strategic competitive advantage.
• Enabling effective development and execution of business strategy and the leadership of change and transformation —this includes ensuring both work alignment and people engagement.

In this second part, Jeremy will give a quick recap of Part 1 and then examine in detail a proven approach to developing this form of collective leadership capability, an approach which also concurrently develops individual leadership behavior and emotional intelligence —an approach which is guaranteed to more than pay for itself with a measurable financial return on investment.

This will be illustrated with detailed and ROI quantified case studies from Cisco, and consulting assignments from across the USA, Asia, Europe and Australasia with other clients such as ABN AMRO, Pfizer, Philips and MCI.

Participants in this webinar should review the archive of Part 1 at this link http://www.hr.com/en/webcasts_events/webcasts/archived_webcasts_and_podcasts/strategic-hr-enabling-leaders-to-drive-strategy-ex_habeg7ec.html

This session will identify why so many business acquisitions fail to create value. But it will also describe the Leadership Role that HR can assume to improve the odds of success.

Integrating two businesses demands solid Leadership to capitalize on synergies and drive the value of the new entity to more than the sum of the separate businesses. Yet, this will only happen when employees across the combined company are motivated to blend the best of the once separate businesses. Creating that motivation is a huge task, and HR has the skills necessary to play a major role in such transactions.

The shortest distance between two points is a straight line. In the business world, however, the only absolute is the starting point and the line is never straight. Navigating your way to success requires a solid team of employees and a solid strategy. Organizational planning means knowing who you have, how they’re helping or hurting your business’s growth, and the best way to align them to realize your company objectives. This process of evaluating and re-evaluating talent helps organizations identify gaps and redundancies, manage workforce changes more effectively, and increase productivity. In short, organizational planning keeps businesses moving forward while also preparing them for the road ahead.