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.
Many people may think that because there is high unemployment and lots of good people out of work during these challenging economic times that the talent shortage is over. The truth is the talent shortage is actually getting worse. There are a lot of people out of work, but companies and organizations are still in dire need of the right kind of talent. The larger demographic picture which includes an aging workforce and fewer young people moving into the workforce to replace them, has made the need to attract and retain the best talent even more critical than ever before. Tighter corporate budgets mean that the people who are working are under greater pressure with fewer resources.
In order for a company or organization to sustain itself and be competitive in its market, it needs every person functioning at his or her optimal level. This means that they are healthy, creative, energetic, focused, passionate, and committed to what they do. They need to bring all their best ideas and work effectively and collaboratively together for the common good.
Leadership is the most overanalyzed, thoroughly dissected, and utterly confused topic in business. The expectations that leaders are held to have become so inflated that practically no one can categorically quality as a “leader” anymore. Leaders are expected to be bold and calculated, passionate and reasonable, rational
and emotional, confident and humble, driven and patient, strategic and tactical, competitive and cooperative, principled and flexible. Of course, it is possible to be all of those things…if you’re
The problem is that the ever-growing and ever-changing list of leadership criteria causes people to opt-out of the chance to lead. And those who do choose to lead doubt themselves.
Open-door Leadership involves aligning the needs of the organization with the career aspirations of the people you lead. People and organizations grow and develop when they intentionally pursue goals and challenges that stretch their skills and test their mettle.
The emergence of the ‘global business’ model has brought a broader and ‘real time’ approach to leadership in the business climate. The influence of many complex factors has contributed to the increase in task variety and decrease in task accomplishment. Consequently, Human Resource professionals are left to address the question, ‘How do I assist the organization in accomplishing more without taking on more? While, seemingly, easier to move, undefined, tasks into the Human Resource function, the process negates the critical development of leadership roles across a spectrum of organizational disciplines
This presentation will focus on the ‘Strategic Consultation’ Leadership/Management model in which the focus is on leading by way of consultation. Research and practices gathered from consulting experiences will be presented.
“Awaken the Sleeping Giants” poignantly speaks to the pivotal role HR plays at this crucial time. Through a deeper understanding of the upcoming talent shortage and its future implications, HR will be compelled to claim their place at the boardroom table. It will mean partaking in company direction, strategy and equipping the corporate culture with the “Attraction Factor”. HR will have to “stand in the gap” to create a sea-change in thinking, new levels of conscious intention and developing company culture by design rather than by default.
This powerful talk is a must-attend for HR Professionals interested in their organization’s survival.
No one has ever produced a widely accepted universal set of traits which differentiate a good leader or that are required to be a great leader, from a poor leader, despite many attempts. It was thought that a good personality model would provide the evidence to show that certain traits made good leaders. However, they have shown the opposite: good and bad leaders come from all traits. What actually distinguishes good and bad leaders is the ability to motivate themselves and others.
Understanding human motivations is the key to helping ourselves be “the best leaders they can be”, because it is the alignment of motivation with leadership which is “authentic leadership”. This webinar will provide a fundamental model of motivation in order to help attendees consciously develop it in themselves and others.
We often hear that developing one’s "personal brand" is imperative as part of professional/leadership development. If we use a lens where "personal brand" is analogous to our favourite consumer brands, we can mostly agree that we expect the packaging, attributes, features of these brands to remain consistent and reliable over time.
Conversely, we might all agree that Leadership is a lifelong journey of continuous learning, growth, and change. That being said, the taxonomy “personal brand” is seemingly out of sync with how many of us view Leadership Development.
However, “Cultivating your Leadership Voice” is about developing and sharing your personal knowledge, skills, abilities, experience and character- and ultimately the story of your journey (your “Song Sheet”), and how it evolves over time.
We will discover how we can do that in this session.
HR has the potential to be a highly impactful, strategic business partner to the organization. To achieve this potential, though, HR will have to be run more like a business.
Attend this session to learn the four critical steps of running HR like a business: First, align initiatives to key organizational goals. Second, plan the initiatives carefully, including reaching agreement with the sponsors on expected impact from the initiative. Third, execute the planned initiatives with discipline through regular reporting and dedicated monthly meetings. Fourth, measure and evaluate to ensure the planned impact was delivered or learn why it was not.
Lots of organizations do leadership development. Some do it well, some not-so-well. But even those who do it well often fall short of the full impact that the program could potentially have. Some organizations fall short by outsourcing leadership development to outside providers who impose their own narrow leadership template. Others fall short by delivering tired content and retread ideas. The key is to build a program that fits your organization’s culture and honors its history, while leveraging best leadership practices from inside and outside your organization.
This webinar will draw on the case study of a $4.5 billion dollar construction company that supercharged its leadership development efforts and, as a result, grew while nearly all of its competitors were shrinking during the Great Recession. Regardless of the content and features your program currently uses, durng this webinar you’ll learn new ways to “supercharge” your program so that participants come away fully engaged and ready to lead.