Lauren Killion, Sr. Consultant - OE Gretchen Lumsden, Sr. Mgr OD Michele Merkel, Sr. Mgr TM
|
|
- Phoebe Armstrong
- 6 years ago
- Views:
Transcription
1 Lauren Killion, Sr. Consultant - OE Gretchen Lumsden, Sr. Mgr OD Michele Merkel, Sr. Mgr TM
2 Who We Are Largest home improvement retailer in the world #33 on U.S. Fortune 500 2,260 stores 300,000+ associates $79B in sales
3 Guiding Principles
4 War for Talent & Resources Shortage of qualified leaders and it s only getting worse Organizations have limited resources for development
5 Defining Potential Defining potential and differentiating talent is a core priority And many different frameworks exist
6 Measuring Potential Defining it is just the start What about measuring it?
7 Home Depot s Potential Definition Performs well in almost everything they take on Track record of outstanding leadership ability Comfort with a broader company perspective than job currently requires Quickly processes and grasps new concepts Aspires to advance at The Home Depot Capacity for growth through increased responsibilities, lateral movement or promotion Expected to significantly increase contributions Ability Learning Agility Aspiration/ Engagement Potential
8 Measuring Potential at The Home Depot 1 2 Utilize Talent Planning Process to identify Invest associates Objectively measure competencies for the next job (in a way that fits our culture)
9 The Necessity of Culture Fit Deliver Results Deliver Results Drive for Results Challenge the status quo Think Big Manage Vision & Purpose Engage in transparent & constructive conversations Forge internal collaborations Have Backbone; Disagree and Commit Earn Trust of Others Conflict Management Organizational Agility
10 A Home Depot Case Study We were seeing: Regional Vice President Position (RVP) Gaps in pipeline and succession plans Many champions for many different leaders Lack of consistent approach across divisions Larger emphasis on past performance instead of potential Structured Interview Guide was not creating enough agreement He should be the next RVP he s beat comps more than anyone! She should be the next RVP look at her record on turning around her business unit and developing her people He should be the next RVP he s ready to take the company to the next level
11 Creating a Seamless Process Goals: Build more confidence and agreement with the RVP pipeline Create a seamless process connecting the assessment results to development & succession planning Succession Management Development Assessment
12 Building the Insights Program Through needs analysis of the business case, institutional knowledge, and assessment theory we determined we needed to create an assessment that Clearly and consistently uncovered skill level in 7 competencies deemed important for potential in the RVP role Eased placement decisions and tailored development plans Fit our culture Data focused Field focused - with top field leaders support & involvement
13 Best Practice Design Principles Clearly define the purpose What competencies measure potential? What competencies will not be developed in role? Will it be used for selection, development, or both? Choose exercises that best measure those competencies and allow feedback What activities best elicit those behaviors? Role Play? Work sample? Test? How can these activites be leveraged for appropriate developmental feedback? Ensure validity Can it be defended legally? Is it consistently measuring the right behaviors across participants and across activities? Is it relating to the position from a content perspective and is it correctly predicting potential? Create tools and a process leaders believe in What activities will our leaders have confidence in?
14 Activities Role Play: Coaching Interview Role Play: Conference Call In Basket: Decision Challenges Analysis Exercise: SWOT
15 Insights in Practice To meet the goals and strategy, the assessment : looked just like the job was assessed by field leaders who saw all participants had scores on each of the most critical competencies for potential has a process that allowed collection of tailored individualized feedback directly from field leaders provided a consensus meeting with all top leaders to calibrate on the talent
16 Summary of Insights Process Pre-Event Insights Event Post Event Assessor training for field leaders focusing on calibration of expectations Participant Orientation Participants & assessors complete Insights day-long activities Assessor calibration meeting to discuss scores and feedback Scores and feedback on participants are provided to top leaders (VPs and Ps) Participants receive feedback through phone call with Talent Managers to go through report Ongoing development continues with development plan
17 Ensuring a Good Experience Communication Critical Path Participants Managers / HR Partners Communication of Logistics Dress code Directions Pre-Work Communication stressed development opportunity instead of assessment
18 Development was a Core Outcome Individualized phone calls to deliver feedback Individualized report providing information on each competency Development Plan (Blueprint) Integration 70/20/10 principle On-going coaching with Participant s Manager and Sr. Talent Manager
19 Lessons Learned More communication to participants faster Collect feedback during ratings and not just in calibration Fully build out a long-term development plan and focus
20 Questions?
An Examination of Assessment Center Quality
An Examination of Assessment Center Quality 1 Assessment Centers Remain a Preferred Method for Leadership Assessment and Development For many years assessment centers have been identified as the preferred
More informationHigh-Impact Succession Management Revealed
High-Impact Succession Management Revealed Key Findings and Maturity Model Kim Lamoureux VP Leadership & Succession Research Deloitte Consulting LLP January 29, 2015 Agenda Top 10 Key Research Findings
More informationBEST PRACTICES IN Talent Management Article Title Format
SCHOONOVER ASSOCIATES WHITE PAPER BEST PRACTICES IN Talent Management Article Title Format SCHOONOVER ASSOCIATES, LLC. 2015 Dr. Stephen C. Schoonover President, Schoonover Associates, LLC Contents Executive
More informationBuild the Talent Pipeline: A Four Step Guide to Implementing Succession Planning. Karen N. Caruso, Ph.D.
Build the Talent Pipeline: A Four Step Guide to Implementing Succession Planning Karen N. Caruso, Ph.D. Build the Talent Pipeline: A Four Step Guide to Implementing Succession Planning Succession Planning
More informationCompetency Modeling. APTMetrics
Competency Modeling APTMetrics Competency Models Impact on Talent Management Assessment & Selection Workforce Planning Competency Models Succession Planning Learning & Development Performance Management
More informationTHE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture
denison TM THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture The Denison Model of High Performance A Systems Approach to Understanding and Managing
More informationPMO Services Checklist
PMO Services Checklist by IMPACTbyLaura.com Services Checklist This resource is a list of possible services and categories that you can consider when determining how you will drive IMPACT with your PMO.
More informationSanford Rose Associates -Madison. Succession Planning Tool Kit
Sanford Rose Associates -Madison EXECUTIVE SEARCH... finding people who make a difference 113 South Main Street, Suite 307 Lodi, WI 53555 Phone: 608.592.2700 FAX: 608.237.2504 www.sanfordrose.com/madison
More informationTalent Review and Development Process: A Step-by-Step Guide
Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.
More informationLeaders and Engagement
Leaders and Engagement Presentation for NAREIT Ilene Gochman, Ph.D. Global Leader, Integrated Talent Management, Korn/Ferry International October 15, 2012 What s Your Experience with Engagement? 2 Agenda
More informationHow General Motors is Using Business Relevant Assessment to Transform its US Dealer Network
C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D. How General Motors is Using Business Relevant Assessment to Transform its US Dealer Network Kim Brossoit, Ph.D. Manager, Consulting Services, DDI
More informationBusiness Centre Client Services Manager
Business Centre Client Services Manager Created: 15 August 2017 Group: People & Corporate Services Job family: Other Position number: TBA Hours worked per week: 35 Manager s title: Head of Business Centre
More informationPerformance Management Professional Keys Effectiveness System (PKES)
Performance Management Professional Keys Effectiveness System (PKES) Growth & Opportunity What is Performance Management? Performance Management = The process of maintaining or improving employee job performance
More informationReady to help lead a dynamic team that is reshaping health care shared services and how they re delivered?
Ready to help lead a dynamic team that is reshaping health care shared services and how they re delivered? Mohawk Medbuy is a national not for profit shared service organization trusted by Canadian hospitals
More informationBuilding a Global Leadership Pipeline for the 21 st Century
Building a Global Leadership Pipeline for the 21 st Century 38 th International Congress on Assessment Center Methods - October 2014 Arnold Dhanesar (SVP, Head of Global Talent Management, MetLife) MetLife
More informationfor Financial Services. A UK Perspective
Agile@Scale for Financial Services A UK Perspective The UK s highly competitive and rapidly changing Financial Services market faces a key challenge how to deliver higher quality services to customers
More informationINTERNATIONAL RECRUITERS for ARCHITECTURE & DESIGN YOUR SEARCH FOR TALENT ENDS HERE
INTERNATIONAL RECRUITERS for ARCHITECTURE & DESIGN YOUR SEARCH FOR TALENT ENDS HERE The quality and depth of our candidate network is why our clients choose Interior Talent LEVERAGE OUR GLOBAL NETWORK
More informationJabil Circuit. Audrey McGuckin Vice President, Human Development. PI in a Global Environment
Jabil Circuit Audrey McGuckin Vice President, Human Development PI in a Global Environment Predictive Index Why Predictive Index 2002 Ease of use Global Ability to interpret Isn t loaded with HR language
More informationTHE FEDERAL RESERVE BANK OF DALLAS VICE PRESIDENT HUMAN RESOURCES
THE FEDERAL RESERVE BANK OF DALLAS VICE PRESIDENT HUMAN RESOURCES www.dallasfed.org The Organization: The Role: The Federal Reserve Bank of Dallas is one of twelve regional Reserve Banks in the Federal
More informationLeadership Assessment for a VUCA World Integrating Behavioural Evidence from an Online Business Simulation with Psychometrics and Interview Data
Leadership Assessment for a VUCA World Integrating Behavioural Evidence from an Online Business Simulation with Psychometrics and Interview Data International Congress on Assessment Center Methods, 3 rd
More informationHow Often Should Companies Survey Employees?
How Often Should Companies Survey Employees? Emerging Trends and Practical Considerations. 2017 Perceptyx, Inc. 28765 Single Oak Drive, Suite 250, Temecula California 92590 951.676.4414 www.perceptyx.com
More informationOMHRA. City of Oshawa. HR Enabling Organizational Excellence. Municipal Case Study Succession Planning Session E April 14, 2016
OMHRA HR Enabling Organizational Excellence City of Oshawa Municipal Case Study Succession Planning Session E April 14, 2016 1 Jackie Long Executive Director, Human Resource Services City of Oshawa Population
More informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationStrategy at Work. CSAA Insurance Group. Driving success through employee engagement
Strategy at Work CSAA Insurance Group Driving success through employee engagement About CSAA Insurance Group One of the nation s largest providers of personal lines insurance, with 2.3 million policyholders
More informationA FLUENT VISION. AFV-102 Account Planning OVERVIEW TARGET AUDIENCE COURSE OBJECTIVES CURRICULUM OUTLINE COORDINATING ENHANCEMENTS
A FLUENT VISION AFV-102 Account Planning OVERVIEW A critical element to consultative selling is the ability to effectively manage and plan accounts. Using information gathered during the sales cycle to
More informationTALENT MANAGEMENT INSTITUTE. Private Workshops
TALENT MANAGEMENT INSTITUTE Private Workshops ABOUT THE TALENT MANAGEMENT INSTITUTE The Talent Management Institute (TMI) was founded by Marc Effron and Jim Shanley to build talent management capabilities
More informationLEADING FROM YOUR LEVEL SESSION 2208
LEADING FROM YOUR LEVEL SESSION 2208 DR. DAVID A. RUDE CHIEF LEARNING OFFICER U.S. DEPARTMENT OF DEFENSE David Rude, 2015 Federally Employed Women NTP 2015 Session Objectives 2 Identify leadership levels
More information2/29/2016. Strategies for Identifying, Developing & Engaging Talent - Best Practices at Nissan. Key Takeaway. How does Nissan identify talent?
Strategies for Identifying, Developing & Engaging Talent - Best Practices at Nissan Ruth Miller, Talent Management Key Takeaway Process of Identifying Talent Calibration Meeting Discussions/Outcomes High
More informationQUICK FACTS. Supporting a U.S. Financial Company s Transition to Agile Through Training and Coaching
[ Financial Services,Training and Education Services ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES QUICK FACTS Client Profile Industry: Financial Services Revenue: More than $94 billion Employees:
More information2017 OutMatch Inc., All Rights Reserved.
2017 OutMatch Inc., All Rights Reserved. Charles Summers, OutMatch Demand Strategy Manager LinkedIn: www.linkedin.com/in/summerscharles 2017 OutMatch Inc., All Rights Reserved. Communicating With The Presenters
More informationGW Human Resources Strategic Plan
GW Human Resources Strategic Plan 2017-2021 OUR VISION We aspire to develop a diverse and engaged workforce to lead GW to excellence. OUR MISSION The mission of Human Resources is: to serve as an effective
More informationAchieving More with the Career Framework
Associate s Guide: Achieving More with the Career Framework Achieving More No matter your job, your knowledge, skills and behaviors make an important and often, lasting imprint on the lives of your colleagues,
More informationTalent Management in Growth Markets: India
Talent Management in Growth Markets: India Stacia Sherman Garr, Vice President, Talent Management and HR Research Candace Atamanik, Research Manager Talent Management Research Bersin by Deloitte Deloitte
More informationPrintSIP PRINT. EARN Maryland Fall 2014 Implementation Grant Proposal
EARN Maryland Fall 2014 Implementation Grant Proposal PrintSIP A Strategic Industry Partnership Representing the Printing Industry One of the Largest Manufacturing Industries in Maryland PRINT ED Table
More informationTHE GUIDE TO 360-DEGREE PERFORMANCE APPRAISALS THAT WORK FOR YOU, AND YOUR EMPLOYEES
THE GUIDE TO 360-DEGREE PERFORMANCE APPRAISALS THAT WORK FOR YOU, AND YOUR EMPLOYEES 01 360-degree appraisals can change lives, says an essay in the Harvard Business Review. With as many as 90% of Fortune
More informationWHAT DIFFERENTIATES A SITUATIONAL LEADER?
WHAT DIFFERENTIATES A SITUATIONAL LEADER? What Differentiates the Situational Leader? Business success in our global, dynamic and competitive marketplace requires agile leaders who can skillfully lead
More informationIs your organization s talent ready for the future? Succession planning for future success
Is your organization s talent ready for the future? Succession planning for future success Business Focus Customized leadership, team building and individual training/coaching Analysis and strategies for
More informationDNA Behavior International. Building the Ideal Advisory Business: A Financial Advisor s Story of Transforming His Practice
DNA Behavior International Building the Ideal Advisory Business: A Financial Advisor s Story of Transforming His Practice June 2011 Copyright 2001-2011 DNA Behavior International The New Performance Paradigm
More informationThe readiness linchpin
Framework The readiness linchpin Closing the gap between potential and ready-to-promote January 2014 Measuring readiness is the often-ignored step between identifying high potentials and moving them into
More informationExample Approach To Non-Profit Organizations. ExeComp Solutions Compensation Advisory Services May 2014
Example Approach To Non-Profit Organizations ExeComp Solutions Compensation Advisory Services May 2014 ExeComp Solutions LLC (ECS) appreciates the opportunity to present our services to The Museum We are
More informationACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK. Imagine where we will go together...
ACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK Imagine where we will go together... Imagine where we will go together... AGENDA TUESDAY APRIL 19TH 12:00 PM Lunch (outside Ali Conference
More informationFit for the Future: Innovative Global Talent Transformation
www.pwc.com Fit for the Future: Innovative Global Talent Transformation November 2015 Challenges of today Discussion Outline Talent and performance needs Building a fit for the future talent organisation
More informationORGANIZATIONAL STRATEGY AND ALIGNMENT FOR CUSTOMER EXPERIENCE MANAGEMENT
ORGANIZATIONAL STRATEGY AND ALIGNMENT FOR CUSTOMER EXPERIENCE MANAGEMENT By: Richard English, Director, Strategic Consulting, Avaya Professional Services C ustomer experience maturity is instrumental in
More informationLEADERSHIP VISION: Worksheet. Mary Beth O Neill and Roger Taylor LEADERSHIP ALIGNMENT CYCLE
LEADERSHIP VISION: Worksheet Mary Beth O Neill and Roger Taylor LEADERSHIP ALIGNMENT CYCLE Backbone and Heart is a registered trademark of Mary Beth O Neill. The Leadership Alignment Cycle is 2004-2015,
More informationJuly 19, The Discipline of Building Leaders Lessons from the Top Companies
July 19, 2011 The Discipline of Building Leaders Lessons from the Top Companies What We ll Cover Today Why Leadership Matters About Aon Hewitt s Top Companies For Leaders Research Research findings What
More informationPotential Performance
PerformanceTrac 2.0 TM A Talent Management Tool that Compares the Measurement of Talent Potential and Observed Performance for More Focused Sales and Leadership Development Employee Potential Measurement
More informationA NEW ERA IN CAMPUS RECRUITING: LEVERAGING TECHNOLOGY TO RECRUIT TOP STUDENTS
Madeline Laurano Co-Founder & Chief Research Officer Aptitude Research Partners A NEW ERA IN CAMPUS RECRUITING: LEVERAGING TECHNOLOGY TO RECRUIT TOP STUDENTS As job openings hit a record high with unemployment
More informationDELIVERING ON YOUR M&A PROMISES M&A SOLUTIONS
DELIVERING ON YOUR M&A PROMISES M&A SOLUTIONS Make your corporate deal a lasting success by getting your leaders, organization and talent in sync. Reach new markets. Design more innovative products. Create
More informationIdentifying and Developing High Potentials
Identifying and Developing High Potentials Prepared for New Jersey Hospital Association 2/12/2015 Human Resources Meeting The Leadership Development Group, Inc. Your Speakers Tracy Duberman, Ph.D., MPH,
More informationAACP Talent Management. 17 June 2010
AACP Talent Management 17 June 2010 I always look at all issues from the topeye view. I work hard. I carry a heavy workload on my back Tweet specialist. I m good in communicating. Worked so hard. I ve
More information8/19/2018 SUCCESSION PLANNING: BUILDING LEADERS/LEADERSHIP TEAMS FOR FUTURE SUCCESS PRESENTATION AGENDA INTRODUCTION JIM LAY
SUCCESSION PLANNING: BUILDING LEADERS/LEADERSHIP TEAMS FOR FUTURE SUCCESS Jim Lay J.F. Lay & Associates, LLC August 30, 2018 PRESENTATION AGENDA Introduction What do we mean by Succession Planning? The
More informationPOMPES GRUNDFOS FRANCE Succeeding Through The Talent of People. EFQM Forum Brussels, Belgium - 20 & 21 October 2014
POMPES GRUNDFOS FRANCE Succeeding Through The Talent of People EFQM Forum 2014 - Brussels, Belgium - 20 & 21 October 2014 POMPES GRUNDFOS FRANCE Pompes Grundfos France, subsidiary of the Danish Group GRUNDFOS,
More informationA Guide to Critical Success Factors in Agile Delivery
IBM Global Business Services, U.S. Federal May 6, 2016 A Guide to Critical Success Factors in Agile Delivery Paul Gorans, Agile Competency Lead, IBM GBS Federal A bit about me 6 Years USAF: NSA Operations,
More informationEXECUTIVE LEADERSHIP DEVELOPMENT PROGRAM
RESEARCH RESULTS CLIENT REALIZATION RESULTS: Participants reported a 35% increase in the frequency of positive leadership behaviors after attending the program. The number of leaders who expanded their
More informationScaling Agile to the Enterprise
Scaling Agile to the Enterprise Enabling the Agile Enterprise Strategically Aligned, Throughput Focused, Human Powered Dennis Stevens Enterprise Agile Coach www.leadingagile.com www.dennisstevens.com OPM3:
More informationThe EFQM 2013 Model Changes. Implications for Organizations
1-June-13 The EFQM 2013 Model Changes Implications for Organizations by Sunil Thawani EFQM reviews the EFQM Excellence model every three years to ensure it continues to reflect reality and relevance to
More informationChange Catalysts Case Study
Change Catalysts Case Study CQ Certification Empowers 1000+ Leaders to Navigate Massive Changes in the Healthcare Industry The Change Intelligence (CQ ) System helps build teams that are united by a common
More informationHVS Executive Search: Leadership Assessment
HVS Executive Search: Leadership Assessment While a majority of executives tend to have a distinctive leadership style, the most effective leaders rely on situational leadership approaches. HVS Assessments
More informationCOMMUNICATION STRATEGY. Table of Contents
1 COMMUNICATION STRATEGY Table of Contents Overview... 3 Purpose... 3 Strategic Plan Goals... 3 Objectives... 4 Key Audiences... 4 Strategy Groups... 6 Theme... 7 Strategies... 7 Plan Implementation...
More informationLeadership Judgement. Introducing: What is it? Why is it important? How do you measure it? How do you assess it? How do you improve it?
Leadership Judgement What is it? Why is it important? How do you measure it? How do you assess it? How do you improve it? Introducing: The Leadership Judgement Indicator The Leadership Judgement Assessor
More informationKorn/Ferry International
Korn/Ferry International ii Enabling boards to sustain business success by cultivating generations of CEOs. iii Korn/Ferry International Sustaining Success Through Leadership Boards of directors today
More informationOrganizational Effectiveness Preparing Your Workforce for Change
Organizational Effectiveness Preparing Your Workforce for Change RIGHT VIEWPOINT In today s tumultuous economy, companies are aggressively seeking ways to remain competitive from reductions in force to
More informationGuidance on Establishing an Annual Leadership Talent Management and Succession Planning Process
Guidance on Establishing an Annual Leadership Talent Management and Succession Planning Process INTRODUCTION OPM is providing this guidance to help agencies implement an annual talent management and succession
More informationThe Four Cs of Global Coaching of Global Coaching. An Inclusive Method of Coaching
The Four Cs of Global Coaching of Global Coaching An Inclusive Method of Coaching Kristen Wong, PHR April 11, 2018 Video: Whose Job Is It Observe the scene between an employee, Lin, and her manager, Roger,
More informationLEADERSHIP DEVELOPMENT WORKSHOPS FOR DESIGN PROFESSIONALS
STROGOFF CONSULTING to the design professions LEADERSHIP DEVELOPMENT WORKSHOPS FOR DESIGN PROFESSIONALS Developed and Facilitated by Design Professionals OVERVIEW FOR DESIGN PROFESSIONALS Through our extensive
More informationSTAFF ANNUAL PERFORMANCE EVALUATION
STAFF ANNUAL PERFORMANCE EVALUATION Employee Name: Position Title: Department: Supervisor: Performance Year: Manager: Performance Competencies JOB COMPETENCY Supervisor Instructions: Please rate the employee
More informationBuilding leadership capacity is one of the most
Building Leadership Capacity through Integrated Leadership Development Programs Arlene Etengoff, MA, Director of Staff Development and Training at OHEL Bais Ezra, and the Institute for Advanced Professional
More informationHR Transformation & Strategy Overview. Mahesh Puducheri Vice President Human Resources Halliburton
HR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources Halliburton Halliburton Global Franchise 60,000 employees in approximately 80 countries $18 Billion in Revenues in
More informationACI-NA HR Excellence Award Program: Overall Human Resources Program Nomination
ACI-NA HR Excellence Award Program: Overall Human Resources Program Nomination INTRODUCTION: As airports address a rapidly changing industry and a transitioning workforce, San Diego International Airport
More informationAn Oracle White Paper June The New Business of Business Leaders: Retaining and Growing Talent
An Oracle White Paper June 2012 The New Business of Business Leaders: Retaining and Growing Talent Introduction As a business leader, you re focused on ensuring that your organization is prepared to meet
More informationBuilding Confidence in Your Leadership Pipeline. Wednesday 12 th November discussion Summary
The Human Age Series Talent Management Building Confidence in Your Leadership Pipeline Wednesday 12 th November 2014 discussion Summary Introduction The Human Age Series is a calendar of quarterly events
More informationworking hours full time is 35 hours a week. You ll agree your working pattern with your manager.
resourcing manager reporting to head of learning, talent and resourcing direct reports resourcing partners working hours full time is 35 hours a week. You ll agree your working pattern with your manager.
More informationBuilding an Integrated Talent Management Strategy. Driving Organizational Alignment & Performance
Building an Integrated Talent Management Strategy Driving Organizational Alignment & Performance Morne Swart SumTotal Vice President of Product Strategy and Business Transformation Every Organization is
More informationLevel 1 Frontline Staff
Level 1 Frontline Staff Clearly understands own job requirements and how they link to the roles of others Discusses and agrees on individual objectives in line with team goals Consistently behaves fairly
More informationSuccession Planning CUPA HR
Succession Planning CUPA HR Taking Action After the Conversation Catherine Lilly Copyright 2017 by The Segal Group, Inc. All rights reserved. Impromptu Networking The biggest challenges I face with regard
More informationRoma Hanson Vice President - Organizational Development AIDS Resource Center of Wisconsin (ARCW) June 13, 2017
Roma Hanson Vice President - Organizational Development AIDS Resource Center of Wisconsin (ARCW) June 13, 2017 1. Setting the stage for outstanding performance expectations 2. Learn the components that
More informationAn organization's workforce needs to constantly evolve skills to keep abreast with changing business climes. TalentPro leverages on its years of
An organization's workforce needs to constantly evolve skills to keep abreast with changing business climes. TalentPro leverages on its years of expertise honed for close to a decade to provide to all
More informationLearning Agility. Using Past Experiences to Succeed Today and In the Future. Image Here (delete frame) Copyright Psychological Associates 2013
Learning Agility Using Past Experiences to Succeed Today and In the Future Image Here (delete frame) What is Learning Agility? A person s willingness and ability to learn from experience and adapt to change
More information4/10/2014. Developing an HR Strategic Plan A Step by Step Approach. Agenda. By a Show of Hands: The HR Strategic Plan. Critical Success Factors
Developing an HR Strategic Plan A Step by Step Approach Sue Jones Managing Director - KLS Group (541) 213-2075 sue@theklsapproach.com www.theklsapproach.com Creating an HR Strategy Agenda The HR Strategic
More informationDevelopment Center. An Approach
Development Center An Approach CONTENT About NAMAN Salient Features of Development Center Sample Snapshots Approach www.namanhr.com Development Center 2 About www.namanhr.com Development Center 3 Assessment
More informationBuilding a Collaborative Senior Team in a Time of Change. Your Speakers. Agenda 4/20/2015. Complex collaboration in healthcare why senior leaders fail
Building a Collaborative Senior Team in a Time of Change The Impact of Leadership Competencies on Organizational Effectiveness John Sheehan Bryan Warren President UW Health at the American Center, SVP
More informationImportant Factors in Succession Planning. By Nancy Zentis, PhD. CEO and Founder, Institute of Organization Development
Important Factors in Succession Planning By Nancy Zentis, PhD. CEO and Founder, Institute of Organization Development Overview Succession planning must be part of an integrated HR process that includes
More informationS.Vimaladevi Research Scholar, Bharathiar University, Tamilnadu, India. Dr.S.Thothadri Research supervisor, Bharathiar University, Tamilnadu, India
Current Practices and Barriers in Implementing Succession Planning and Retention Strategies in IT & ITES Companies - A Study with reference to Chennai City S.Vimaladevi Research Scholar, Bharathiar University,
More informationUsing Assessments For Business Results! Facilitated By: Ron Bower President, Brickpath Group, LLC April 16, 2015
Using Assessments For Business Results! Facilitated By: Ron Bower President, Brickpath Group, LLC April 16, 2015 Background Corporate user Corporate decision maker Consultant on selection Assessment provider
More informationHRO Today Special Advertising Section
Delivering Recruiting Expertise Spherion delivers results for high-volume, hard-to-fill positions Results at a Glance Problem: Needed a cost-effective, scalable & effi cient way to hire inbound operators
More informationMost Likely to Lead: Predicting, Developing and Measuring Leadership Effectiveness in the Human Age
Alignment. Positivity. Engagement. Most Likely to Lead: Predicting, Developing and Measuring Leadership Effectiveness in the Human Age Presented by: Dr. Lisa Gunther VP- Talent Management Florida/Caribbean
More informationCATEGORY: Worksheet. Bersin & Associates High-Impact Leadership Development Self-Assessment Worksheet: Leader as Coach
February, 2012 Bersin & Associates High-Impact Leadership Development Self-Assessment Worksheet: Leader as Coach is the purpose of this self-assessment worksheet? The purpose of this self-assessment worksheet
More informationOPM The Missing Link
OPM The Missing Link Jane Betterton, BS,ChE., PMP PMIRGC 11 2 18 Jane@BTSResults.com JaneBetterton.com/ BTSResults.com Presentation Overview In this session you will learn how PMI s latest foundational
More informationOPM The Missing Link. Jane Betterton, BS,ChE., PMP PMIRGC JaneBetterton.com/ BTSResults.com
OPM The Missing Link Jane Betterton, BS,ChE., PMP PMIRGC 11-2-18 Jane@BTSResults.com JaneBetterton.com/ BTSResults.com Presentation Overview In this session you will learn how PMI s latest foundational
More informationSENGA Consulting Inc. Business Coaching
SENGA Consulting Inc. Business Coaching We help entrepreneurs, CEO s, managers and their teams achieve aspirational business results. Aspirations achieved What is Business Coaching? SENGA LOGO Imagine
More informationA STRATEGY FOR MAXIMIZING ORGANIZATIONAL OUTCOMES INTEGRATING STRENGTHS AND COMPETENCY DEVELOPMENT
A STRATEGY FOR MAXIMIZING ORGANIZATIONAL OUTCOMES INTEGRATING STRENGTHS AND COMPETENCY DEVELOPMENT To learn more about how Gallup can help your organization integrate competency and strengths-based development
More informationCase Study. Technical Talent Management
Case Study Technical Talent Management Best practices from Lockheed Martin A global security company headquartered in Bethesda, MD., Lockheed Martin employs 126,000 people worldwide. Primarily engaged
More informationTALENT MANAGEMENT GUIDE
TALENT MANAGEMENT GUIDE PROCESSES AND TOOLS FOR MANAGING TALENT PURPOSE This document describes how talent management practitioners at Trinity Health examine talent for critical leadership positions, help
More informationThe DNA of High Performance
The DNA of High Performance How Competencies Drive Success June 6, 2013 2 Logistics Tech Support +1.888.259.8414 Pre-approved for HR Certification Credits Asking Questions Recording & Slides Sharing Polls
More informationAssessing Critical Competencies for Senior Managers and Executives
David M. Pollack Director, Research and Development Branch Office of Human Resources and Development U.S. Immigration and Naturalization Service IPMAAC Conference Newport Beach, CA June 12, 2001 Research
More informationGauging Leadership Potential
THE RBL GROUP WHITE PAPER SERIES Gauging Leadership Potential Erin Wilson Burns and Dr. T. Owen Jacobs Even in good HR systems, the perception of future potential is almost always biased by evaluation
More informationTHE NAMIC LEADERSHIP SEMINAR NATIONAL ASSOCIATION FOR MULT-ETHNICITY IN COMMUNICATIONS EMBRACE DIVERSITY. EMBRACE SUCCESS.
THE NAMIC LEADERSHIP SEMINAR NATIONAL ASSOCIATION FOR MULT-ETHNICITY IN COMMUNICATIONS EMBRACE DIVERSITY. EMBRACE SUCCESS. THE NAMIC LEADERSHIP SEMINAR The NAMIC Leadership Seminar is a professional development
More informationEvolving Performance Management Series (Part 6)
Evolving Performance Management Series (Part 6) Juniper Networks Performance Management Evolution Candace Atamanik, Research Manager, Talent Management Research, Bersin by Deloitte Deloitte Consulting
More informationOrganizational Profile
Organizational Profile SIENA CONSULTING focuses on the management of human capital. We partner with our clients to implement strategic human resource-based solutions that meet the challenges of the ever-changing
More informationTHE STRATEGIC APPROACH TO HR IN THE PUBLIC SECTOR
THE STRATEGIC APPROACH TO HR IN THE PUBLIC SECTOR ORGANIZATIONAL PERFORMANCE FUELED BY EXPERTISE, INSIGHT AND INTEGRATED HR SOLUTIONS At CPS HR Consulting, we strategically increase the effectiveness of
More information