Archived Webcasts and Podcasts

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 IS A DEMO - NO CERTIFICATION CREDIT WILL BE GIVEN.

Building a staff of well-recruited, well-trained employees is only the beginning of your company’s journey. Things change – constantly. And being able to deal with that change and emerge a better organization is the goal of any business.

To do so you need to know where your top performers are within your organization, what characteristics make them your leaders, and how to strategically position them alongside the rest of your people to get the most out of everybody.

It’s hard to identify strong employees without first being able to visualize your entire workforce. That’s why having an organizational structure is step one. When a defined hierarchy is in place, usually in the form of an organizational chart, employees know who does what and who reports to whom. It also makes the company better prepared to make staffing decisions that improve operational efficiency and spur growth.

A thoroughly refined organizational structure can also provide guidance when it comes to handing out promotions, crafting development plans, and managing other employee changes.

No matter how hard you look at your org chart, you won’t glean much from names, titles and reporting relationships alone. You need pertinent workforce metrics and lots of them. This information allows you to identify employees who are helping you achieve your goals, those who may need a gentle push in the right direction, and those who are keeping your company from achieving ideal success.

Now that you’ve pinpointed the cream of your company crop, you can make well-informed decisions regarding where they fit into the organizational structure. And when things inevitably get shaken up, you’ll be better prepared to handle it.

Diversity and inclusion efforts can play a positive role in a firm's culture but many organizations today are learning that their diversity and inclusion investments of time and money have not taken them very far. Liken this to the driver who has the gas pedal to the floor while tapping the brakes. Unfortunately, the blame for this underwhelming performance often ends up at the Human Resources department's doorstep. Attendees of this webinar will learn where this hidden resistance is coming from and what to do to remove it. An understanding of the unconscious bias will allow their companies to reap the full benefits from their diversity and inclusion efforts.

Today’s companies are placing a much higher emphasis on the ability to be creative and innovative in order to move ahead in this economy. They are eagerly looking at ways people, tools and techniques can spark a rebound that gives them a competitive edge. Making innovation and creativity a key cultural value is a goal of any highly effective organization. HR can play a crucial leadership role in helping to get there.

In this lively session, participants will learn how to increase the creative intelligence of their organizations in order to stay ahead of the competition. Participants will come away with new insights, fresh perspectives, and actionable steps to make creativity and innovation meaningful cultural values within their own organizations.

This session will focus on inhibitor/enablers from which to provide greater use and value from assembled talent, leverage HR resources,lower risk,and predictive decision making with better outcomes. HR can now provide real-time, actionable data for more reliable forecasting of costs and resource utilization for executive decision makers. We are not focusing on improving RPO, ATS or other similar HR technologies, though there is certainly room for improvement of all components of the applicable HRIS.

Many decision makers are unsure how this will help manage and grow their business -- especially with all the uncertainty of higher taxes and global geo-political conflicts. We are unable to control geo-political issues, let alone our own Congress. After years of waiting, can you really afford to wait more years to grow your business? Yes, there is risk, but if it can be measured it can be managed.

This session is going to cover the importance of understanding and planning for failure when organizations commit to driving innovation. While most organizations understand the necessity of driving innovation and many understand that failure will be a critical part of this work, few of these organizations are prepared to handle failure when it does happen. We will explain why innovation needs to be thought of as a system and how failure is a necessary feedback loop to that system. Finally, we will review strategies for supporting failure that address the individual, the team, and the organization in terms of risk, compensation, career expectations, and organizational learning.

Jeremy Tozer will present a clear strategic role for HR in enabling the creation of the conditions for organizational success. In particular Jeremy will examine 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. Jeremy will give an overview of a proven approach to developing this form of organizational leadership capacity, an approach which also concurrently develops individual leadership behaviour and emotional intelligence and is guaranteed to more than pay for itself with a measurable financial return on investment. This will be illustrated with case studies from companies like Cisco, ABN AMRO, Philips and MCI. Part 2 of the presentation in April will examine Leadership assessment and development in detail.

Knowledge -- once you have it, how do you make use of it? Organizations often have an untapped resource, the knowledge resident in their workers. When workers enter an organization, they bring with them knowledge and skills they have acquired over time through their experiences, education, and associations. This session will explore ways in which knowledge can be managed effectively. We will discuss techniques and resources that enable an organization to acquire, create, store, use, and share knowledge. Then we will examine a planned approach for knowledge management. Relevant technologies to assist in this effort will be discussed. Finally, one award winning knowledge management approach will be examined.

Every minute employees aren’t fully productive and up-to-speed has a significant financial effect on any organization. Learn how the Learning Paths methodology, a radically different and more efficient approach to performance and learning can result in revenue and productivity gains while reducing training and staffing costs, and decreasing development time. this webinar, you will learn the secrets to slashing time to full productivity on the job by 30-to-50% or more using the Learning Paths methodology. This proven methodology is a global best practice in rapid performance improvement that accelerates learning and dramatically reduces the time, waste, variability and cost of training employees, and trains them at the speed of business.

There has never been a better time to break the mold when it comes to internal communications and enterprise social networking, and the possibilities are endless when you use practical gamification as your foundation for employee engagement. During this session, Jeremy Henderson, Chief Client Partner at Jungle Red Communication, and Amelia Merrill, VP of Talent Acquisition and Employee Engagement at RMS will present how they broke the mold and rolled out a trading card contest that inspired employees to embrace the company's new brand, values, management philosophy and history, while helping them to become highly aware of the future state of the business. This is a case study in the practical world of innovative employee engagement.