REINVENTING HR: PREPARING FOR THE NEW MODEL ENTER THE LEARNING ZONE AND REMAIN
|
|
- Virginia Jordan
- 5 years ago
- Views:
Transcription
1 REINVENTING HR: PREPARING FOR THE NEW MODEL ENTER THE LEARNING ZONE AND REMAIN
2 STEPS TO THE NEW MODEL Constant Learning Zone Say goodbye to Comfort
3 DO YOU KNOW YOUR ORG STRATEGY Workforce Architect
4 STRATEGIST Understanding your Industry Understanding your business
5 PERFECT STORM Constant Change People & Talent will win
6 WHERE DO WE BEGIN Create a Vision & Mission Design the HR organization to deliver solutions: it is time to redesign HR with a focus on consulting and service delivery HR business partners must become trusted business advisors with the requisite skills to analyze, consult, and resolve critical business issues. Professional development and research have emerged as key HR capabilities
7 WHERE DO WE BEGIN Create rigorous assessments for top HR staff and rotate high performers from the business into HR to create a magnet for strong leaders. HR needs to raise its game by aligning its skills and capabilities with the organization s overall business goals. As HR pursues its own makeover, its strategic role must also change to meet the intense pressures of today s business environment.
8 SUCCESS MODEL Imagine an organization where business leaders look to HR for advice as they develop business strategies to drive growth, where HR is considered the developer of talent and leadership across the business, and where business leaders respect and admire the HR professionals as co-leaders of the business.
9 STEP 1: HR STRATEGIST The primary role of the HR Strategist is to translate business strategies into People Strategies. Broad areas of responsibility for the Strategist include workforce planning and talent acquisition, talent management, employee engagement, recognition framework all from a strategic prespective.
10 STEP 2: UNDERSTANDING YOUR DATA People analytics can be a powerful tool for the HR profession. It can be used to highlight talent, leadership, engagement shortcomings for your company Understanding the DNA of your workforce and connecting the dots
11 STEP 3: BRAND AMBASSADORS A strong employer brand allows an organization to be a talent magnet to hire the best, which will in turn benefit the business as well as to reinforce the brand. The 2014 Towers Watson Global Workforce Study also found that increasingly employees expect a consumer- like experience from their employers. No longer do they have the same workforce expectations as the generations before the HR function will be expected to apply consumer marketing and branding approaches to meet employee needs
12 STEP 4: HR AS VALUE CREATORS Enhancing the value of its human capital assets through strategic talent management efforts and aligned performance management and reward programs Today s organization's workforce can no longer be simply viewed as a cost item but can be a strategic asset that needs constant investment Talent management interventions can ensure the firm has a sustainable talent bench strength to deliver on its longer term strategy The value creation would in turn increase the visibility of the company to other potential investors and talent as well
13 HELP WANTED NEW COMPETENCIES It is a great time to be in HR because the future holds not only a promise, but a pathway to business impact. However the role has changed and the new competencies dictate that the skillset needs to change as well
14 COMPETENCIES NEEDED BUSINESS ACUMEN Definition: The ability to understand and apply information to contribute to the organization s strategic plan
15 COMPETENCIES NEEDED COMMUNICATION Definition: The ability to effectively exchange information with stakeholders Within the HR profession, Communication is essential, regardless of career level, organization size, or work sector.
16 COMPETENCIES NEEDED CONSULTATION SKILLS Definition: The ability to provide guidance to organizational stakeholders Consultation encompasses the ability to apply HR and human capital knowledge to address organizational needs and support internal stakeholders. HR professionals who are proficient in Consultation are able to provide guidance to other leaders and employees regarding HR policies and practices, as well as business challenges.
17 COMPETENCIES NEEDED CRITICAL EVALUATION Definition: The ability to interpret information to make business decisions and recommendations In today s technology driven business world it has become more and more important for HR professionals to gather, interpret and provide data to support their decision making processes. Business leaders and stakeholders expect access to quantifiable information
18 COMPETENCIES NEEDED ETHICAL PRACTICE Definition: The ability to integrate core values, integrity and accountability throughout all organizational and business practices Leaders and employees often turn to the HR function as the driver, monitor and model of ethics in their organizations. Ethical Practice involves integrating core values and accountability throughout all organizational and business practices.
19 COMPETENCIES NEEDED GLOBAL & CULTURAL EFFECTIVENESS Definition: The ability to value and consider the perspectives and background of all parties Many organizations are proactively attempting to increase the diversity of their workforce, while at the same time the workforce is becoming increasingly global. Many HR professionals today work for organizations that are multinational or that do a significant amount of business in locations outside of their country of origin.
20 COMPETENCIES NEEDED HR EXPERTISE (HR KNOWLEDGE) Definition: The knowledge of principles, practices and functions of effective human resource management HR Expertise is vital to successful job performance of HR professionals. This technical competency describes the knowledge needed by HR professionals to design, enact, evaluate, and maintain sound human resource management practices
21 COMPETENCIES NEEDED LEADERSHIP & NAVIGATION Definition: The ability to direct and contribute to initiatives and processes within the organization Leadership and Navigation encompasses an HR professional s ability to direct and contribute to initiatives and processes within the organization. Leadership and Navigation is an important building block for HR professionals at all levels to develop in order to advance their careers.
22 COMPETENCIES NEEDED RELATIONSHIP MANAGEMENT Definition: The ability to manage interactions to provide service and to support the organization HR professionals regularly interact with employees, leaders, job candidates, vendors, consultants, lawyers, government regulators and the general public.
23 BETTER MAKE THE CONNECTION There are no excuses. Your profession will either move with you or without you Get on board the train before it pulls out of the station Become more strategic
24 THANK YOU! Ron Thomas
Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES
Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES Chartered Professionals in Human Resources Alberta Suite 990, 105 12 Ave SE Calgary, AB T2G 1A1 Tel. 800-668-6125 Email. info@cphrab.ca
More informationCertified Human Resources Professional (CHRP) Competency Framework
Certified Human Resources Professional (CHRP) Competency Framework 11.15 Table of Contents About the CHRP... 3 Application of the Competency Framework... 3 Path to Obtain the CHRP... 4 Maintaining the
More informationALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY
ALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY ELLIE SULLIVAN VP Consulting Weichert Workforce Mobility JAN OWEN Senior Manager Global Relocations Service, HR Business Services Delivery TD Bank Group Objectives
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 informationALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY
ALIGNING MOBILITY WITH ORGANIZATIONAL STRATEGY ELLIE SULLIVAN VP Consulting Weichert Workforce Mobility JAN OWEN Senior Manager Global Relocations Service, HR Business Services Delivery TD Bank Group Objectives
More informationSHRM s HR Competency Model: A Roadmap for Building Proficiency. Alexander Alonso, PhD, SPHR
SHRM s HR Competency Model: A Roadmap for Building Proficiency Alexander Alonso, PhD, SPHR Agenda SHRM s Efforts for Professionalism The HR Competencies Model Research as a foundation The Core 9 Underscoring
More informationMCE Talent Management and HR
MCE Talent Management and HR Page 1 Retain, Develop and Engage Your Management Talent Your people are your most expensive asset. Success depends on making sure this asset is productive. There are three
More informationKenya Human Capital Trends, 2015 Leading in the new world of work Deloitte Consulting 1
Kenya Human Capital Trends, 2015 Leading in the new world of work 1 Introduction Leading in the new world of work Our global research Organizations today must navigate a new world of work one that requires
More informationValue Creation (Strategic Leadership)
University Competency Model The University of Chicago leverages three pillars to define key performance attributes, reflective of strategic leadership, operations and people. Execution Excellence (Operations)
More informationSHRM IS MORE THAN MEMBERSHIP IT S A MOVEMENT. JON DECOTEAU SHRM-SCP, Divisional Director West SHRM Sacramento Office
SHRM IS MORE THAN MEMBERSHIP IT S A MOVEMENT JON DECOTEAU SHRM-SCP, Divisional Director West SHRM Sacramento Office Congratulations PIHRA on 60 Years! Better Together Since XXXX1960 THE MOST TRUSTED HR
More informationTALENT MANAGEMENT IS BETTER TOGE+HER
TALENT MANAGEMENT IS BETTER TOGE+HER + + + WHERE WILL AN INTEGRATED TALENT MANAGEMENT STRATEGY TAKE YOUR DISTRICT? Cornerstone helps you realize the possibilities. Take a look... The right talent, the
More informationCreating a Professional Development Action Plan Using the ATD Competency Model
Creating a Professional Development Action Plan Using the ATD Competency Model Jennifer Naughton ATD Senior Director Competencies & Credentialing jnaughton@td.org 05/11/15 ATD Association for Talent Development
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More informationFuture State HR Service Delivery Model Service Community of Expertise. Talent CoE. IMPACT CoE. Service CoE
Future State HR Service Delivery Model Service Community of Expertise Note: Benefits & Wellness is now a part of the IMPACT Community of Expertise HR Leadership Communication Change Management Talent CoE
More informationICMI PROFESSIONAL CERTIFICATION
ICMI PROFESSIONAL CERTIFICATION Contact Center Management Competencies The ICMI Professional Certification Contact Center Management Competencies specify job role-specific knowledge, skills and abilities
More informationMGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
More informationSUCCESS PROFILE TELSTRA BAND 2 PEOPLE LEADER
Business Unit Human Resources Band 2 Work Code People Mgr/Ind Contrib PM Direct Expense 4.4m labour Generic Role Title HR Team Manager CAPEX n/a Market Role Title Strategy & Operations Manager Direct People
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 informationHR STRATEGIC PARTNERING
HR STRATEGIC PARTNERING Workshops to help your HR team deliver results. For more information 801.616.5600 rblmail@rbl.net For HR to add more value to the business, HR professionals need to play a more
More information2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources
CERTIFICATIONS IN HUMAN RESOURCES SPHR Senior Professional in Human Resources 2018 SPHR Exam Content Outline NOTE: The 2018 revisions to the SPHR exam content outline go into effect for all SPHR exams
More informationGovernance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization
5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.
More informationCompetency Model. Level B. Level C Applies to: Manager Coordinator. Applies to: Assistant Vice President Assistant Dean Director
Job Knowledge a. Demonstrates detailed knowledge of FIT programs, products and services in independently carrying out varied professional duties. a. Uses thorough knowledge of the range of FIT products,
More informationBuilding an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion
Building an Integrated Talent Management Strategy Stavros Liakakos, VP HCM Strategy Knowledge Infusion 1 Knowledge Infusion: HCM as a Strategy 2 Vicious Cycle 3 Talent Management Strategy Alignment 4 Key
More informationAPPENDIX 1 POSITION DESCRIPTION. Name Signature Date. Name Signature Date
APPENDIX 1 POSITION DESCRIPTION Employee: Manager: Position: Head of HR Australia and NZ (Career Progression Level 8) Location: Reports to: Purpose: Auckland, New Zealand General Manager Global People
More informationFuture-state HR Service Delivery Model Talent Position Descriptions
Future-state HR Service Delivery Model Talent Position Descriptions Note: Position descriptions are draft and not yet final. Position descriptions are subject to change. 1 P a g e Table of Contents Talent:
More informationQUADRANT-I. Module 3:Competency Based HRM
QUADRANT-I 1. Module 3: Competency Based HRM 2. Learning Outcome 3. Introduction 4. Benefits of a Competency Based Structure 5. Understanding the Competency Based Structure 6. Challenges of Competencies
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 informationCorporate Functions & Business Operations
Corporate Functions & Business Operations BlackRock was founded by eight entrepreneurs who wanted to start a very different company. One that combined the best of a financial leader and a technology pioneer.
More informationCompetencies for Senior/Executive-Career HR Professionals. Session 7: Critical Evaluation
Competencies for Senior/Executive-Career HR Professionals Session 7: Critical Evaluation Competencies for Senior/Executive-Career HR Professionals Competencies for Senior/Executive-Career HR Professionals
More informationGetting Real About Creating a High-Performance Culture
Getting Real About Creating a High-Performance Culture October 2013 Consulting Performance, Reward and Talent 2013 Aon plc Following the Great Recession, many organizational cultures have suffered as leaders
More informationOPPORTUNITY PROFILE EMPLOYEE RELATIONS SPECIALIST
OPPORTUNITY PROFILE EMPLOYEE RELATIONS SPECIALIST the right people BC LIQUOR DISTRIBUTION BRANCH EMPLOYEE RELATIONS SPECIALIST CONTENTS THE ORGANIZATION BC LIQUOR DISTRIBUTION BRANCH 1 THE OPPORTUNITY
More information2017 Human Capital Training. Drive growth and performance in your organization
2017 Human Capital Training Drive growth and performance in your organization Introduction The global economy is moving forward at very high dynamics and multiple speeds. To be competitive, companies must
More informationFINDING THE BEST TALENT IS HUMANLY POSSIBLE RECRUITMENT PROCESS OUTSOURCING
FINDING THE BEST TALENT IS HUMANLY POSSIBLE RECRUITMENT PROCESS OUTSOURCING LOOKING FOR TALENT? THE BEST Having the best talent is a competitive advantage in today s demanding and complex world. Because
More informationDevelop and support our staff to enhance productivity: Leadership can be demonstrated at any level. Value: Competency: Fundamental Competencies
2 Develop and support our staff to enhance productivity: Our success depends on our greatest asset, our staff, and ensuring they work in a nurturing and productive environment where they can acquire and
More informationHuman Resource Management (HRM)
Human Resource Management (HRM) 1 Human Resource Management (HRM) Courses HRM 5051. Human Resources Management Strategies. 3 Credit Hours. The effective management of HR practices has an enormous effect
More informationAbout Ag Growth International
About Ag Growth International Ag Growth International (AGI) is a leading manufacturer of portable and stationary grain handling, storage and conditioning equipment, including augers, belt conveyors, storage
More informationCompetencies for Senior/Executive-Career HR Professionals. Session 7: Critical Evaluation
Competencies for Senior/Executive-Career HR Professionals Session 7: Critical Evaluation Competencies for Senior/Executive-Career HR Professionals Competencies for Senior/Executive-Career HR Professionals
More informationOrganisational structure showing the position with two positions above and two positions below. Commissioner General
JOB PROFILE 1. POSITION DETAILS JOB TITLE : Chief Human Resources GRADE : 8 Officer DIVISION : Human Resources REVIEW DATE : April 2018 LOCALITY : LRA Head Quarters POSITIONS NUMBER : JOB HOLDER : MANAGER
More informationPeople & Culture Advice and Operations Manager
People & Culture Advice and Operations Manager Leadership level Leading Self Job level 4/5 Job family Division / department Reports to manager job title Human Resources People, Solutions & Change People
More informationPD Quarterly. The Changing Role of Professional Development (or Is It Talent Management?) in Law Firms. Change, change, and a little more change
PD Quarterly Inside: 6 Karen Febeo Applies the Lessons from Switch 9 Jill Ramsfield Tells How to Choose a Writing Coach 13 Adriano Pianesi Gets Experts to Share Their Knowledge 16 Book Review: Talent Management
More informationStrategic Workforce Planning Webinar
Strategic Workforce Planning Webinar Christian Neubert, Founder 1 June 2017 Agenda External Perspective Introduction to Strategic Workforce Planning Strategic Workforce Planning Process Client examples
More informationTalent Management. Dallas/Fort Worth International Airport Strategic Workforce Planning
Dallas/Fort Worth International Airport Strategic Workforce Planning 2011 DFW Airport Fast Facts Opened in 1974; covering 18 acres World Ranking 3 rd in terms of operations 8 th in terms of passengers
More informationInforming Collaborative Design
Informing Collaborative Design 1 Systemwide Activity Analysis Results by Function # Administrative Assessment Functions Sum of FTE % of FTE Sum of Gross Salary (m) 1 Facilities 1529.4 12.9% $59.9 2 Information
More informationHR2020. Strategic Plan. Indiana University Human Resources
HR2020 Strategic Plan The HR2020 Initiative and your continued dedicated efforts will be among the most visible ways that Indiana University lives up to its claim that its people are its greatest asset.
More informationTask Force Innovation Working Groups
Task Force Innovation Working Groups Emerging Operational Capabilities Adaptive Workforce Information VISION Manage the Innovation Talent of the DON Workforce. ADAPTIVE WORKFORCE WORKING GROUP The Department
More informationIBM Approach to Maintaining Pay Equity
Ron Glover, Vice President, Diversity and Workforce Policy February 2013 IBM Approach to Maintaining Pay Equity Topics Value of being an IBMer IBM Compensation Strategy Enabling Pay Equity Pay Differentiation
More informationOur Premise: Over the last decade, the human resources
RBL Institute Building Strategic HR Capability KEITH LAWRENCE & JOE GROCHOWSKI THE RBL INSTITUTE MINI FORUM WHITE PAPER DECEMBER 2011 Participating RBL Institute Members: Marissa Meyer, Accenture Lisa
More informationOperational Excellence in Healthcare. Creating a Culture of High Reliability: Management System Fundamentals
Operational Excellence in Healthcare Creating a Culture of High Reliability: Management System Fundamentals OUR VIEW Set, Met, Reinforced The Key to Experience Management We believe that your brand, operations
More informationThe Workforce Planning Journey At Raytheon
The Planning Journey At Raytheon Bob Motion ARC 2010 Conference April 22, 2010 Copyright. Unpublished Work. Raytheon Company. Customer Success Is Our Mission is a registered trademark of Raytheon Company.
More information2017 Deloitte Renewable Energy Seminar Innovating for tomorrow November 13-15, 2017
2017 Deloitte Renewable Energy Seminar Innovating for tomorrow November 13-15, 2017 Building the digital organization of the future Jonathan Moore, Managing Director, Deloitte Consulting LLP Matthew Shepard,
More informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design Talent CoE HR Leadership Communications Change Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Employee Relations
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 informationVision Human Resources
Vision 2020 Human Resources Welcome from the Director Mission: We will provide high-quality, added value service that will attract and support our people. Imperial College HR will be an exemplar of excellence
More informationDesigning Journeys to Activate Talent. SilkRoad Strategic Services
SILKROAD Services Designing Journeys to Activate Talent. SilkRoad Strategic Services BEST PRACTICES IMPLEMENTATION EXPERTISE OUTSOURCED STAFFING SENIOR LEADERSHIP CONSULTING TALENT BRANDING & MARKETING
More informationCOPYRIGHTED MATERIAL 1 MANAGING THE STRATEGIC PLANNING PROCESS PURPOSE. Chapter Content
1 MANAGING THE STRATEGIC PLANNING PROCESS PURPOSE To establish and manage the process for setting vision, strategy, and direction in order to be an upper-quartile company. To ensure that this is reflected
More informationHOW TO LAUNCH A SUCCESSFUL WORKFORCE PLANNING CENTER OF EXPERTISE (COE)
HOW TO LAUNCH A SUCCESSFUL WORKFORCE PLANNING CENTER OF EXPERTISE (COE) April 17, 2012 Karen Piercy, Mercer Matthew Stevenson, Mercer 0 Today s presenters Karen Piercy Philadelphia +1 215 982 4276 karen.piercy@mercer.com
More informationLean Agile People Operations (Agile HR) Your Secret to Enterprise Agility
2015-2016 Just Leading Solutions LLC May be used for Global Scrum Gathering Orlando 2016 Apr-18-2016 Lean Agile People Operations (Agile HR) Your Secret to Enterprise Agility Fabiola Eyholzer @FabiolaEyholzer
More informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design IMPACT CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
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 informationTo learn more about our solutions, visit Or to set up a meeting, please
To learn more about our solutions, visit www.manpowergroupsolutions.com. Or to set up a meeting, please email solutions@manpowergroup.com. 2012 ManpowerGroup. All rights reserved. Unleashing Limitless
More informationAligning and Integrating ERM and Business Process. Federal ERM Summit September 9, :00-12:00
Aligning and Integrating ERM and Business Process Federal ERM Summit September 9, 2013 11:00-12:00 1 Agenda Defining Risk and ERM The ERM Value Proposition An Integrated ERM Framework Aligning ERM with
More informationLight Black. The future of work:
The future of work: Debunking and Cover Titlemyths 26/29 navigating new realities 45 Light Black Cover Subtitle 12/15 65 Medium Black As workplace automation increasingly becomes the norm, myths about
More informationTomorrow s winning organizations: Leaders vital role in human capital strategy
Viewpoints & Tomorrow s winning organizations: Leaders vital role in human capital strategy Human capital framework: Part IV Michael Drawhorn, Director, Talent and Rewards Marie Holmstrom, Ph.D., Director,
More informationStrategic Workforce Planning (SWP) HCI. Courses and Certifications. v
2010 HCI Strategic Workforce Planning (SWP) Courses and Certifications v.06.13.10 Strategic Workforce Planning A Critical New Focus for Human Capital Leaders Strategic Workforce Planning (SWP) Strategic
More informationEvidence-Based HR in Action
AN EXCERPT FROM: Evidence-Based HR in Action R-1427-08-CS Case Studies Trusted Insights for Business Worldwide For the complete report, visit: www.conference-board.org/ebhr The Conference Board Mission
More information2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age. Novemver 2017
2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age Novemver 2017 Rate of change What appears to be happening Mobile, sensors, AI, cognitive computing, data Access to technology
More informationPosition Title: Executive Manager: People Management
Position Title: Executive Manager: People Management SASRIA SOC LIMITED Sasria, a state-owned company, is the only short-term insurer in South Africa that provides affordable voluntary cover against special
More informationBest Employers Study. Benchmark and measure your organization s people practices and their alignment to business performance.
Best Employers Study 2013 Romania Benchmark and measure your organization s people practices and their alignment to business performance Partners: ENGAGING PEOPLE TO DRIVE BUSINESS PERFORMANCE CREATING
More informationCommunicating the New Employment Deal
Communicating the New Employment Deal Reengaging Your Workforce and Driving Business Results in Challenging Economic Times Marty Friedman November 17, 2010 2010 Towers Watson. All rights reserved. Despite
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 informationSurvival Of The Fittest
The theory of natural selection explains how certain life forms survive over others within a changing environment. As the top 10 in-demand jobs in 2010 did not exist in 2004 1, the theory of natural selection
More informationWorkforce Planning Fundamentals
Avoid the Retirement and Skill Gap Tsunami: How to Prepare for a Utility Workforce of the Future March 7-9, 2018 San Francisco, CA Customer + Corporate Symposium Reagan Brown, Southern California Edison
More informationVISION, MISSION, VALUES
VISION, MISSION, VALUES Vision Statement: Through a combination of best practices and well established strategic partnerships, the Department of Human Resources will recruit, develop, and support the diverse
More informationSuccession Planning at BMO Financial Group
Succession Planning at BMO Financial Group Lynn Roger SVP, Talent Strategies and Executive Resourcing BMO Financial Group Best Practices Forum November 16 th, 2010 Our Journey The change agenda at BMO
More informationLet s talk: governance
EY Center for Board Matters Let s talk: governance March 2014 Issue 3 Getting it right: succession planning for the boardroom and C-Suite Getting it right: succession planning for the boardroom and C-Suite
More informationJOB DESCRIPTION. Employment Relations/Human Resources Advisor. People and Organisational Development
JOB DESCRIPTION Job Title: Department: Campus/Location: Responsible to: Purpose Statement: Employment Relations/Human Resources Advisor People and Organisational Development Manawatū Employment Relations
More informationHR ANALYTICS 101, AN INTRODUCTION
HR ANALYTICS 101, AN INTRODUCTION OVERVIEW As you are probably well aware, human resources (HR) is in a state of transition moving from concentrating on meeting internal metrics (such as hiring to meet
More informationBrand Culture at the intersection of brand and HR. March 28th, 2017
Brand Culture at the intersection of brand and HR March 28th, 2017 Meet your presenters Larry Oakner Senior Partner, Employee and Customer Engagement Larry Oakner has spent more than 40 years building
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 informationDr. John W. Yaeger 17 November 2014 Imagine, Create, and Secure a Stronger Peace
Strategic Plan Update Dr. John W. Yaeger 17 November 2014 Imagine, Create, and Secure a Stronger Peace Strategic Plan Framework Mission NDU supports the joint warfighter by providing rigorous Joint Professional
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 informationPROGRESSIVE MINDS APPLY
PROGRESSIVE MINDS APPLY Global student and graduate programmes 2017 / 2018 hsbc.com/careers CONTENTS 04 The start of an exciting journey 06 Who we are and what we do 08 12 Career development HSBC_brochure_Global_16-08-2017-210x210
More informationOperational Excellence in Healthcare. Creating a Culture of High Reliability: Driving Culture Change
Operational Excellence in Healthcare Creating a Culture of High Reliability: Driving Culture Change OUR VIEW Set, Met, Reinforced The Key to Experience Management We believe that your brand, operations
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 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 informationAHRI Model of Excellence
AHRI Model of Excellence The AHRI Model of Excellence is a graphic representation that combines what HR practitioners should know, what they are expected to do and what their peers expect them to be in
More informationGlobalization of HR and How Digital Transformation can Help. In partnership with: HR.Payroll.Benefits.
Globalization of HR and How Digital Transformation can Help In partnership with: HR.Payroll.Benefits. 2 Globalization of HR and How Digital Transformation can Help Globalization of HR and How Digital Transformation
More informationHuman Resources Strategic Update. Presented by Stephen Trncak October 28, 2011
Human Resources Strategic Update Presented by Stephen Trncak October 28, 2011 Agenda Past and Future for the College The End Game (Elevating the Human and Organizational Capabilities and Capacity of the
More informationDefining HR Success 9 Critical Competencies for HR Professionals. Take-Aways
Defining HR Success 9 Critical Competencies for HR Professionals Alexander Alonso, Debra J. Cohen, James N. Kurtessis and Kari R. Strobel SHRM 2015 208 pages [@] Rating 8 Applicability 7 Innovation 87
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 informationStaying on the Leading Edge
Human Resources Staying on the Leading Edge Five important qualities for aspiring chief human resources officers So you want to be a CHRO. That s an admirable goal, but keep in mind that the responsibilities
More informationThe future CFO role. Preliminary research results from an ACCA
The future CFO role. Preliminary research results from an ACCA and IMA study November 2014 This short excerpt provides preliminary results based on a survey of 1631 ACCA and IMA members in 2014 on the
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 informationLEADERSHIP PROFILE THE OPPORTUNITY
LEADERSHIP PROFILE President & CEO Lutheran Services of Georgia Atlanta, Georgia To provide Georgia's communities with services and programs that support stability and self-sufficiency for individuals
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 informationMaking winning workforce decisions
Brochure / report title goes here Section title goes here The Balance Sheet from Deloitte aligns the C-suite to optimize workforce investments. 03 While the workforce is commonly a company s biggest investment,
More informationTransforming HR Systems and Mindsets at Lenovo
Transforming HR Systems and Mindsets at Lenovo At a Glance Challenge Integrate the HR operations of Lenovo China with those of the global Lenovo organization to improve operational excellence and prepare
More information