Succession Planning CUPA HR
|
|
- Denis Tyler
- 6 years ago
- Views:
Transcription
1 Succession Planning CUPA HR Taking Action After the Conversation Catherine Lilly Copyright 2017 by The Segal Group, Inc. All rights reserved.
2 Impromptu Networking The biggest challenges I face with regard to implementing succession planning in my institution are Liberating Structures Impromptu Networking (10 min) 2
3 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 3
4 Succession Planning planning for the future by investing in current employees to take over for key positions in the event of retirement, death, or other departure of key management personnel a long-term investment in human capital to prepare the future leaders of the organization for positions they may hold some time down the road 4
5 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 5
6 Why Do It? When faced with baby-boomer retirements, high turnover, stiff regional competition, highly mobile talent and/or lack of bench strength in leadership or technical depth positions, what are the most possible negative outcomes if we don t engage in any type of proactive talent management planning or talent development activities? Liberating Structures All (12 min) 6
7 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 7
8 Traditional Succession Planning 1. Document mission-critical positions 2. Identify the vacancy risk of the mission-critical positions 3. Identify potential key replacement talent 4. Assess the readiness/flight risk of potential key replacement talent 5. Plan developmental conversations 6. Document development plans for potential key replacement talent 8
9 Talent Review Conference A Variation Sample Agenda (2.5 hour) MY TEAM Agree on a universe of candidates for discussion (e.g. direct reports) JS Each leader prepares An overview of strengths and weaknesses of team members, using a competency framework Potential ST Risk of Flight TM An overview of career aspirations (including retirement) of members of their team Placement on the Potential/Risk of Flight Matrix (A variation on Performance/Potential Nine-Box) An overview of development opportunities sought for various members (including team assignments, special projects, visibility, skill mentoring, external assignments) An overview of succession planning for their own and their team s positions 9
10 Strategic Succession Planning Questions Which positions are strategically key positions to your organization? Who is currently available in your workforce in terms of high potential employees who might be able to step into these positions with training and development? What gaps are there, if any, in employee potential and future needs? Given this analysis, what are your buy-build strategies for talent for those key positions? 10
11 Leadership Readiness Succession Management Identify institutional leadership competencies Prioritize most needed competencies for the future Set strategic goal to develop a leadership culture Implement leadership development strategies Identify development plans for each leadership level Include targeted recruitment initiatives and retention interviews 11
12 In short, developing leaders throughout all levels of an organization is crucial to an institution s ability to function in times of crisis. Overcoming Leadership Shortages With Succession Planning: Corporate Leadership Council
13 Strategies for Developing Leadership Readiness Mentoring Trial By Fire (taking risks with support) Structured leadership training/development experiences Variety of jobs or at least cross-unit experiences Networking/participating in professional or industry groups outside the institution Working on cross-functional teams Shadowing others/exposure to senior leaders 2010 UMich Leadership Development Study: Top Development Experiences early-mid-late career leaders Coaching/360 feedback 13
14 Planning for Leadership Development at all Levels Emerging Leader: a staff member who is not in a leadership position, but has expressed interest in/ is being considered and assessed for a potential career path in leadership. New Leader: a staff member who has been newly appointed to a leadership position in your institution (or is new to the institution but experienced in a leadership role) Early Career Leader: a staff member who has less than five years of experience in a leadership role, often a front line supervisor Mid-Career Leader: a staff member who has 5-10 years experience in a leadership role, usually managing other leaders/supervisors Senior Leader: a staff member who has over 10 years of experience in a more senior leadership role 14
15 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 15
16 Challenges, Obstacles and Solutions What current behaviors and actions in our institutions ensure that Key vacancies remain unfilled for too long External candidates are generally selected for middle and upper leadership positions Staff members are discouraged about true career progression opportunities We pay more than we can afford for deep technical expertise Younger staff don t see expected investments in their future Our leadership cohorts do not represent a diversity of talent and identities We do not have leadership pipelines Liberating Structures TRIZ (5 min, 1-2-All) 16
17 Challenges, Obstacles and Solutions continued Of those actions and behaviors that we just identified, what are you doing (or could you do) to counter or eliminate them and move towards succession planning or succession management? 15% Solutions What are your 15% solutions? 15% solutions are actions that you have the freedom and discretion to take and can do so without resources or additional authority? Liberating Structures 15% Solutions (10 min) 17
18 Defining succession planning The importance of the process Step by step outline of how to conduct succession planning Overcoming challenges and resistance Q&A 18
19 Questions? 19
20 For More Conversation Catherine Lilly Senior Consultant, Higher Education Practice Sibson Consulting University of Michigan/Former Board President NCCI (cell) 20
21 Succession planning CUPA Workshop Description Succession planning has long been a key component of leadership development and talent management in many corporations, but higher education institutions are only beginning to explore and embrace succession planning strategies. Given the variety of approaches and program efficacy in higher education today, institutions will learn how effective succession planning can offer institutions a competitive advantage and the steps involved in the succession planning process. This session will also offer attendees a chance to share their current practices and challenges in small groups to learn from each other s experiences. 21
ISC: UNRESTRICTED AC Attachment. Human Resources - Succession Planning Audit
Human Resources - Succession Planning Audit May 24, 2017 THIS PAGE LEFT INTENTIONALLY BLANK ISC: UNRESTRICTED Table of Contents Executive Summary... 5 1.0 Background... 6 2.0 Audit Objectives, Scope and
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 informationSUCCESSION PLANNING & LEADERSHIP DEVELOPMENT CESA INFRASTRUCTURE INDABA NOV. 2015
SUCCESSION PLANNING & LEADERSHIP DEVELOPMENT CESA INFRASTRUCTURE INDABA NOV. 2015 Why the need for succession planning Vacancies in senior or key positions are occurring in numerous organisations simultaneously.
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 informationRECRUITER SENTIMENT STUDY
RECRUITER SENTIMENT STUDY 2015 2ND HALF Conducted by MRINetwork a subsidiary of CDI Corporation cdicorp.com/recruitersentiment CONTENTS Click page number to link SURVEY HIGHLIGHTS 3 JOB OPENINGS TODAY
More informationOutcomes. The Retention Dilemma Balancing Costs and Employee Engagement
Texas Association The Retention Dilemma Balancing Costs MARY NOVAK-JANDREY 2016 Outcomes Two key concepts Generations in the workplace Understanding your workforce Key metrics The future of The secret
More informationWorkforce Planning to Meet Critical Business Needs
Workforce Planning to Meet Critical Business Needs TEXAS PUBLIC POWER ASSOCIATION 2016 Annual Conference July 26, 2016 - Austin, TX Presented by: Yvonne Morales Pelayo, CPS Energy Patricia Cruz, Leidos
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 informationPresident s Management Council Interagency Rotation Program Overview. September 27, Presentation can be found at
President s Management Council Interagency Rotation Program Overview September 27, 2016 Presentation can be found at www.sffeb.us Program Overview: The President s Management Council (PMC) Interagency
More informationYour Guide + Workbook to. Developing Employees Into Leaders
Your Guide + Workbook to Developing Employees Into Leaders ONLY 13% of companies say they do an excellent job developing leaders at all levels. Yikes. The most successful companies don t recruit leaders.
More informationThe Attraction, Retention and Advancement of Women Leaders:
The Attraction, Retention and Advancement of Women Leaders: STRATEGIES FOR ORGANIZATIONAL SUSTAINABILITY July 2013 ATTRACTION, RETENTION AND ADVANCEMENT OF WOMEN 01 AUTHOR: Mary L. Bennett, MLBennett Consulting
More informationNow I Know My X, Y, Z: Won t You Succession Plan With Me? Presented By: Laura Kalty May 4, 2016
Now I Know My X, Y, Z: Won t You Succession Plan With Me? Presented By: Laura Kalty May 4, 2016 Agenda Identify the Current Generations in the Workplace Discuss Generational Differences and Shared Values
More informationFTIP Senior Executive & Leadership Development Training
FTIP Senior Executive & Leadership Development Training We thank you for your interest in the upcoming FTIP SES & Leadership Development training. Listed below are some of the upcoming workshops. Please
More informationGeorgia Department of Revenue. Advanced Leadership Program. Commissioner Lynne Riley
Georgia Department of Revenue Advanced Leadership Program Commissioner Lynne Riley AAMVA 2016 Georgia Department of Revenue 2015 Collected $26.4 billion gross tax revenues 1200 Employees 11 Regional Offices
More informationWorkforce Planning Toolkit for Diagnosing and Addressing Strategic Talent Gaps
1 Workforce Planning Toolkit for Diagnosing and Addressing Strategic Talent Gaps The workforce planning toolkit was created by GrowthLines, Incorporated and has been used by several CLC members. For more
More informationSuccession Planning. Dan Rochon, CPA, CA Helping First Nations Succeed
Succession Planning Dan Rochon, CPA, CA Helping First Nations Succeed Agenda Background Succession Planning Process Accountability Benefits Accessing Potential and Readiness Accessing Vacancy Risk Successor
More informationBOMA National Advisory Council
BOMA National Advisory Council HR Panel: Talent Recruitment, Retention and the Critical Importance of a Compelling Employer Brand April 8, 2016 2015 Korn Ferry. ALL RIGHTS RESERVED. Korn Ferry 2016. ALL
More informationTransitioning from Doer to Manager
Transitioning from Doer to Manager Bob Grace, Ph.D. The Leadership Effect The Leadership Effect High Potentials Assess Potential Managers Assess Potential Executives Training Mentoring Programs Training
More informationTalent Management in Higher Education
A SILKROAD White Paper Talent Management in Higher Education The Way Forward Introduction Indeed, the economic crisis, steep budget cuts, and increasing competition from for-profit colleges and other non-traditional
More informationPOSITION NUMBER: LOCATION: Vancouver. DATE: January 2013
POSITION TITLE: Human Resources Consultant REGION: CLBC Headquarters CURRENT CLASSIFICATION LEVEL: Management SUPERVISOR POSITION NUMBER: POSITION NUMBER: LOCATION: Vancouver DATE: January 2013 SUPERVISOR
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 informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design Service CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
More informationTalent Management Dallas/Fort Worth International Airport Strategic Workforce Planning
Dallas/Fort Worth International Airport Strategic Workforce Planning ACI-NA Economics & Human Capital Conference May 4, 2011 DFW Airport Fast Facts Opened in 1974; covering 18,000 acres World Ranking 3
More informationTopgrading Address The MFG Meeting. March 7, 2014 Brad Smart
Topgrading Address The MFG Meeting March 7, 2014 Brad Smart Leading Companies Topgrade 2 Smaller Companies Topgrade Famous Topgraders Note: www.topgradingcasestudies.com 4 Topgrading Solves the Three Biggest
More informationD R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016
D R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016 PRESENTATION GOAL 1. Create awareness of what employee engagement is, how it is
More informationSUCCESSION PLANNING. Mark L. Butler
SUCCESSION PLANNING Mark L. Butler 1 What is Succession Planning? 2 Definition Succession planning is a process for identifying and developing leaders or staff who can replace vacant leaders or staff positions.
More informationAssessment and Planning Tool for Adapting to an Aging Workforce
Assessment and Planning Tool for Adapting to an Aging Workforce Assessing your current practices, business needs, trends and challenges is an important part of planning for the future. It is also an important
More informationLeadership Development: Moving Ahead in the Federal Government Presenter: Yadira Guerrero
Leadership Development: Moving Ahead in the Federal Government Presenter: Yadira Guerrero Senior Executive Service & Performance Management, Work-Life & Leadership and Executive Development Why Leadership
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationOUR PEOPLE, OUR STRENGTH
OUR PEOPLE, OUR STRENGTH 2015-2017 TABLE OF CONTENTS 1. 1. Employee messages... 2 i. Message from CAO ii. Message from Director, Human Resources 2. Executive summary... 3 3. About the Our People, Our Strength
More informationStop Turnover in the First Three Years
HR Advancement Center EXCERPT Stop Turnover in the First Three Years Best practices for retaining millennial staff Look inside for The factors behind early turnover Two-part framework to retain millennial
More informationBeing Proactive with Business Partners
Being Proactive with Business Partners What are HR/Recruiters and Hiring Managers saying about recruiting and hiring individuals with disabilities? This webinar will provide techniques on how to be proactive
More informationTool: Talent Discussion Talking Points for Managers
Tool: Talent Discussion Talking Points for Managers Dear Leader, Now that you have determined and validated the Talent Classification for your direct reports in the leadership pool as Top, Emerging, Valued,
More informationTALENT SUSTAINABILITY REPORT
TALENT SUSTAINABILITY REPORT The CHRO View From the Front Lines of the War on Talent HR executives at America's major employers give a candid assessment of their work on the front lines of the War on Talent
More informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design Service CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
More informationSuccession Planning: Developing Your Bench Strength. Presented By: Ed Krow, SPHR, CCP, CHCM Principal, Implementation Management Group
Succession Planning: Developing Your Bench Strength Presented By: Ed Krow, SPHR, CCP, CHCM Principal, Implementation Management Group Agenda The Wedding: Succession Planning meets Leadership Development
More informationClosing the Gaps In Senior Care Hiring
Closing the Gaps In Senior Care Hiring Closing the Gaps In Senior Care Hiring David Roth, Vikus Corporation droth@vikus.net 781-640-2875 www.vikus.com Quick history of staffing Recruiting and hiring considerations
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 informationDraft Faculty Mentoring
Draft Faculty Mentoring This draft document begins the conversation of how to tailor a mentoring program for our college by offering two methods along a spectrum of possible vehicles for implementation
More informationDynamic Succession United States & Australia
Dynamic Succession United States & Australia August 2008 Keith Reester Public Works Director Loveland, Colorado 2007 APWA Randolph Jennings Fellow - Australia Dynamic Forces Employee expectations Technology
More informationEMERGING LEADERS PROGRAM 2017 APPLICATION PACKAGE
EMERGING LEADERS PROGRAM 2017 APPLICATION PACKAGE WCM 2017 EMERGING LEADERS PROGRAM REACHING HIGH POTENTIAL WOMEN EARLY Retaining top talent is a critical issue in our industry and we believe that identifying
More informationlocal authorities employing apprentices in care
local authorities employing apprentices in care An evolving workforce As the economic climate evolves, the world of employment is changing. Local authorities and public sector organisations therefore need
More informationPracticePerspectives. Winter. Navigating a Multigenerational Workforce in Child Welfare. Roxana Torrico Meruvia, MSW
I S S U E Winter 2 0 1 3 PracticePerspectives The National Association of Social Workers 750 First Street NE Suite 700 Washington, DC 20002-4241 SocialWorkers.org Navigating a Multigenerational Workforce
More informationIPMA-CANADA INTERNATIONAL CERTIFICATION PROGRAM IPMA-CP (IN TRAINING) IPMA-CP IPMA-ACP IPMA-EX IPMA-CE
IPMA- Canada INTERNATIONAL PROGRAM IPMA-CP (IN TRAINING) IPMA-CP IPMA-ACP IPMA-EX IPMA-CE INTERNATIONAL PROGRAM is a national human resource management association whose mission is to promote excellence
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 informationMotivating the Millennials
Tri-State Healthcare HR Conference presents Bob Nelson, PhD Profile of the Millennials Key Influences & Events Millennial Work Attributes Questions & Answers 1 The Pending Crisis in Skilled Labor Not a
More informationToday s institution of higher education, whatever. At the Intersection of Leadership and Engagement Stands HR
At the Intersection of Leadership and Engagement Stands HR By Stephen P. Hundley and Daniel B. Griffith Today s institution of higher education, whatever its size, constituent focus, and teaching, service
More informationPlans for Competency-Based Human Resources Management in KINS
Plans for -Based Human Resources Management in KINS May 13, 2014 Young-Joon CHOI, Head Human Resources Development Department International Nuclear Safety School Contents I. Backgrounds II. What is a competency?
More informationTRAINING and DEVELOPMENT POLICY AND PROCEDURE
. Joannou & Paraskevaides Group Page: 1 of 11 POLICY AND ISSUE STATUS Issue Date: 11-04-2016 Issued for Use Revision Date: Revision No.: First Issue Action Position Name Issued By: QESH Document Controller
More informationDeveloping a Succession Plan
Introduction Developing a Succession Plan provided by Rose Miller, SPHR Pinnacle Human Resources, LLC 1 2 3 4 5 6 7 Covered in Part I Succession planning at Agencies can be a high-stakes endeavor. The
More informationRecruitment Admissions Officer- London, City Year UK
Recruitment Admissions Officer- London, City Year UK Organisation Background City Year UK is a youth social action charity which challenges 18 to 25-year-olds to tackle educational inequality through a
More informationGlobal Talent Mobility: The 21 st Century Business Imperative
Global Talent Mobility: The 21 st Century Business Imperative Friday September 5 th, 2008 Session Objectives Global Talent Mobility: The 21 st Century Business Imperative > Understand the new demands and
More informationYour Guide to Individual Development Planning
Your Guide to Individual Development Planning Introduction A commitment to continuously learning and developing knowledge and skills that are valued by the University opens the door to career options and
More informationTalent Review Guide
Care New England 2014 2015 Talent Review Guide For HR Leaders Talent Review Guide for HR Leaders_Version 090814 Overview As an organization, our journey to transform the future of healthcare is underway.
More informationFuture Proofing HR Survey Series Research Insights
Future Proofing HR Survey Series Research Insights Greg Selke Business Transformation Executive SAP November 2017 San Francisco INTERNAL Introduction and Session Goals 10 Topics x 5 Ideas = 50 Takeaways
More informationMERCER WEBCAST Global Mobility and Leadership Development 21 October 2014
Global Mobility and Leadership Development 21 October 2014 Kate Fitzpatrick David Deegan Principal Consultants London United Kingdom Today s Speakers Kate Fitzpatrick Principal Senior Mobility Consultant
More information601 Multimedia in Tomorrow s Learning Ecosystem
Showtime! Using Multimedia for Learning and Retention April 22 & 23, 2015 601 Multimedia in Tomorrow s Learning Ecosystem Gus Prestera, Prestera FX Gus Prestera, PhD Showtime! Using Multimedia for Learning
More information1 WE ARE 01 I Talentis
1 WE ARE 01 I 01 GENERAL PRESENTATION OF TALENTIS is one of the top 3 international executive coaching companies, with 65 senior coaches present in 17 countries. Founded by Valérie Rocoplan in June 2003,
More informationOffice of Management and Budget. Human Resource Management
Office of Management and Budget Human Resource Management Workforce Planning Guide May 2006 State of Delaware Workforce Planning Guide Overview Human Resource Management (HRM), Office of Management & Budget
More informationStarting & Maintaining a Quality Internship Program
Starting & Maintaining a Quality Internship Program UW-La Crosse Gail Beausoleil Viterbo University Beth Dolder-Zieke Western Technical College Barb Kelsey What is an Internship? Legal Issues Roadblocks
More informationMeasuring Transformational Change at an Organizational Level
Measuring Transformational Change at an Organizational Level Presenters: Debi Armstrong, M.S., LCPC darmstrong@thebabyfold.org Vice President of Quality Improvement Lara Raper, M.S. lraper@thebabyfold.org
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 informationUnleashing the Power of Women
Unleashing the Power of Women HOW TO LEVERAGE THEIR UNIQUE STRENGTHS Jack Zenger, CEO Zenger Folkman Urgent Need For Leadership 60% of companies facing leadership shortages that impede their performance
More informationReady your organization. for what s next
Ready your organization & Succession Planning Leadership Development for what s next A White Paper from PLS Consulting, Inc. PLS Consulting, Inc. 9900 SW Wilshire St. Ste. 200 Portland, OR 97225 800.827.7576
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationRecruit, Hire and Onboard the Right Talent. White Paper. Developing Strategy and Using New Tools Are Critical. Sponsored by
Ventana Research: Recruit, Hire and Onboard the Right Talent Recruit, Hire and Onboard the Right Talent Developing Strategy and Using New Tools Are Critical White Paper Sponsored by 1 Ventana Research
More informationProfessional and Managerial Assessment
Professional and Managerial Assessment Assess is a web-based talent assessment platform that provides in-depth assessment for selection and development of managers and professionals. Developed by organizational
More informationJulie D Ante, SPHR SHRM-SCP Senior Consultant Jennifer Mondy, PHR SHRM-CP Staff Consultant JANUARY 18, 2016
2016 Hot Topics for HR Professionals Julie D Ante, SPHR SHRM-SCP Senior Consultant Jennifer Mondy, PHR SHRM-CP Staff Consultant JANUARY 18, 2016 ARTHUR J. GALLAGHER & CO. BUSINESS WITHOUT BARRIERS 1 Agenda
More informationRecruitment Officer Greater Manchester, City Year UK
Recruitment Officer Greater Manchester, City Year UK Organisation Background City Year UK is a youth social action charity which challenges 18 to 25-year-olds to tackle educational inequality through a
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationCERTIFICATIONS IN HUMAN RESOURCES. SPHRi TM Senior Professional in Human Resources - International TM SPHRi. Exam Content Outline
CERTIFICATIONS IN HUMAN RESOURCES SPHRi TM Senior Professional in Human Resources - International TM 2018 SPHRi Exam Content Outline SPHRi Exam Content Outline At-a-Glance: SPHRi Exam Weighting by Functional
More informationTalent Management Strategies District Self-Assessment Checklist
Equitable Access Support Network Talent Management Strategies District Self-Assessment Checklist SEPTEMBER 2016 Recruiting, hiring, placing, and retaining are among the most important functions of a district.
More informationHR Survey Series: The Future of Public Sector Talent Management. Final Report. May 20, 2016
Final Report May 20, 2016 HR Survey Series: The Future of Public Sector Talent Management Geralyn Gorshing, Director of Marketing & Business Development ggorshing@cpshr.us Main: 916.263.3600 Direct: 916.471.3373
More informationUse of assessment in SBF 120 Companies
Use of assessment in SBF 120 Companies Logo goes here Study report June 2014 Table of contents Reminder of the study objectives and scope Main findings on assessment in SBF 120 Companies Recommendations
More informationMENTORING PROGRAM FOR NEW STAFF
MENTORING PROGRAM FOR NEW STAFF Mentoring is all about learning. The value and purpose of a mentoring program for new employees is to increase employee retention and transition new employees into an organization.
More informationImprove Engagement by Driving a Development Culture
Improve Engagement by Driving a Development Culture Amy Freshman Sr. Director, Global Workforce Enablement - ADP Sandy Thomas Sr. Director, Global Talent and Development - ADP Thank You for Joining Us!!!
More informationINDIAN WOMEN S LEADERSHIP COUNCIL. IBM India initiative towards Advancement of Women. Presented by Chitra Iyengar Page 1
INDIAN WOMEN S LEADERSHIP COUNCIL IBM India initiative towards Advancement of Women Presented by Chitra Iyengar Page 1 chitra.iyengar@in.ibm.com Index Page # Preface 3 IBM India 3 IWLC Overview 4 Mission
More informationEXPLORING WORKFORCE PLANNING
fall EXPLORING WORKFORCE PLANNING May 23 rd, 2017 Aleek Datta - Managing Director, Accenture Strategy - Energy WORKFORCE PLANNING ENABLES HR AND OPERATIONS TO COLLABORATE ON KEY TALENT DECISIONS 6-18 months
More informationThey ll GO if they don t GROW. The strategic imperative for business today: Learning and Development
The strategic imperative for business today: Learning and Development The HR Imperative: Education as a BENEFIT The L&D Imperative: Education as a strategic, COMPETITIVE ADVANTAGE Why HR and L&D need to
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 informationManchester Children s Social Care Workforce Strategy. - building a stable, skilled and confident workforce
Manchester Children s Social Care Workforce Strategy - building a stable, skilled and confident workforce March 2016 1.0 Purpose of the Strategy As a council, we recognise that the workforce is our most
More informationTALENT ECONOMY LEADING IN A CRISIS
LEADING TALENT IN A CRISIS ECONOMY Contributors: Amy Mills, Ph.D., Vice President, Aon Consulting Seymour Adler, Ph.D., Senior Vice President, Aon Consulting Leading Talent in a Crisis Economy Organizations
More informationManager Goal Setting Toolkit. CEB HR Leadership Council For Midsized Companies
Manager Goal Setting Toolkit CEB HR Leadership Council For Midsized Companies A Framework for Member Conversations The mission of The Corporate Executive Board Company (CEB) and its affiliates is to unlock
More informationTransition Matters Engaging the Board and Staff in the Phases of Succession Planning
Transition Matters Engaging the Board and Staff in the Phases of Succession Planning Nancie Zane, PhD, Principal Linshuang Lu, MSOD, Principal Slides from a workshop presented at the Philadelphia Foundation
More informationThe Importance of Structured Onboarding. Shara Irene Staine. Colorado State University
The Importance of Structured Onboarding Shara Irene Staine Colorado State University THE IMPORTANCE OF STRUCTURED ONBOARDING!2 In current practice, most organizations allow an employee approximately 90
More informationQueen s Emerging Leaders Program 2017/2018
Queen s Emerging Leaders Program 2017/2018 Program Overview To provide new and future managers with practical tools, support and resources they need to perform their jobs effectively and confidently. The
More informationUniversity Hospitals. Key strategies employed
Case Study 1 University Hospitals Cleveland, Ohio University Hospitals Cleveland Medical Center 1032-bed tertiary medical center Employees: 8,000 (24,000 system wide) Key strategies employed Designate
More informationSuccession Management Implementation Guide
HR Advancement Center EXCERPT Succession Management Implementation Guide Four steps for building high-impact succession plans: 1. Pinpoint future leadership gaps 2. Identify top talent 3. Customize high-potential
More informationPAY FOR PERFORMANCE. Retaining and Engaging Talent. CBIA Compensation and Benefits Conference. Carolyn Wong, Senior Consultant June 22, 2016
PAY FOR PERFORMANCE Retaining and Engaging Talent CBIA Compensation and Benefits Conference Carolyn Wong, Senior Consultant June 22, 2016 Copyright 2016 by The Segal Group, Inc. All rights reserved. Overview
More information8th Replenishment Human resources reform: a people strategy for IFAD. Liz Davis Director, Human Resources Division 8-9 July 2008
8th Replenishment Human resources reform: a people strategy for IFAD Liz Davis Director, Human Resources Division 8-9 July 2008 Human resources reform Why is HR reform important? The foundations of HR
More informationApprenticeships your way
Apprenticeships your way A tailored approach to meet your business needs Employer Guide Employer Guide 1 Contents... 03 Our Training 10 Our Partners 04 Our Services 13 FAQs 05 Recruitment and Talent Matching
More informationPDUFA VI Public Meeting Remarks of Cynthia A. Bens Alliance for Aging Research. August 15, 2016
1 PDUFA VI Public Meeting Remarks of Cynthia A. Bens Alliance for Aging Research August 15, 2016 Panel 1: Pre-Market Review and Post-Market Safety Good morning everyone and thanks to the FDA for inviting
More informationGetting to Gender Diversity Survey
Getting to Gender Diversity Survey Introduction: Getting to gender diversity in 2014 In a recent survey we asked a selection of Australian People & Culture leaders to comment on what their focus is in
More informationLeaders are not Born. They are Built! Randy Disharoon October 6, 2017
Leaders are not Born. They are Built! Randy Disharoon October 6, 2017 OUR PREMISE The most dangerous leadership myth is that leaders are born - that there is a genetic factor to leadership. That s nonsense;
More informationDriving Performance Through Increased Employee Engagement. PDRI, a CEB Company
Driving Performance Through Increased Employee Engagement Dr. Rose Mueller Hanson, PDRI October 23, 2012 Today s Presenters Dr. Rose Mueller Hanson Director of Leadership and Organizational Consulting
More informationHigh-Impact Talent Management in the Mid-Market November 30, 2016
High-Impact Talent Management in the Mid-Market November 30, 2016 Today s Agenda & Presenters Talent management challenges midmarket organizations face today How mid-market organizations can apply our
More informationSuccession Planning What It Really Means for Credit Unions
Succession Planning What It Really Means for Credit Unions Presented by Deedee Myers, CEO Peter Myers, VP DDJ Myers, Ltd. Thursday, August 8, 2013 36 th Annual National Directors Convention Las Vegas,
More informationLaunching successful women s initiatives in your firm
AICPA Women s Initiatives Executive Committee Frequently asked questions Launching successful women s initiatives in your firm Why it matters Why should leaders care about gender diversity? Developing
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 informationPerformance Management: The Death of the Performance Appraisal?
Performance Management: The Death of the Performance Appraisal? Joseph Marth, PhD Vice President, Business Solutions Performance Management Process Job Description Job Evaluation Setting Performance Expectations
More information