BOMA National Advisory Council

Size: px
Start display at page:

Download "BOMA National Advisory Council"

Transcription

1 BOMA National Advisory Council HR Panel: Talent Recruitment, Retention and the Critical Importance of a Compelling Employer Brand April 8, Korn Ferry. ALL RIGHTS RESERVED.

2 Korn Ferry ALL RIGHTS RESERVED. 1

3 Korn Ferry Solution Framework DESIGN BUILD ATTRACT Talent Strategy & Organizational Alignment Board & CEO Services Board, CEO & Executive Recruitment Leadership Development Professional Recruitment Succession Management Recruitment Process Outsourcing Workforce Performance, Inclusion & Diversity Employer Brands & Talent Communications Onboarding Korn Ferry ALL RIGHTS RESERVED. 2

4 HUMAN CAPITAL is the CORNERSTONE of the Real Estate Business! Korn Ferry ALL RIGHTS RESERVED. 3

5 Discussion Topics Current Dynamics Around Talent in Real Estate Critical Nature of A Compelling Employer Brand / Employer Value Proposition The Emergence of the Millennials Recruitment Strategies Evaluating Talent Retaining Talent Korn Ferry ALL RIGHTS RESERVED. 4

6 Current Dynamics Around Talent in Real Estate Tightening of Real Estate Talent Market - Late in the Cycle Leaner Workforce Elevated Productivity Expectations Higher Caliber of Talent Sought By Employers More Formalized Performance Definition, Measurement and Feedback Emergence of the Millennials Elevation of the HR Function Greater Rigor Around Selection & Evaluation of New Hires Talent Pipelining / Talent Communities Increased Emphasis on Programmatic Learning & Development Proactive Succession Planning Seeking Diversity in Management and the Workforce Korn Ferry ALL RIGHTS RESERVED. 5

7 Employer Branding

8 Why is the Employee Value Proposition important? Employer Brand & EVP A Well-Articulated Employer Value Proposition Can: Improve the commitment of new hires by up to 29% Reduce new hire compensation premiums by up to 50% *Source: Corporate Leadership Council Increase the likelihood of employees acting as advocates from an average of 24% to 47%* 7

9 The Value of a Compelling Employer Brand Talent today joins cultures not just companies. Employees stay with organizations whose culture live up to their promises. Attracting the right talent requires a dynamic present and an exciting future. Building a strong employer brand to convey the energy and purpose is one of the top 5 objectives of many boards; almost half of businesses also directly attribute increased engagement by current employees to investment in their employer brand. A recent Korn Ferry survey found that 61% of respondents identified corporate culture as a company s most important recruiting advantage (versus 6% who cited higher salaries). Korn Ferry ALL RIGHTS RESERVED. 8

10 Employer Branding Basics Build an authentic and attractive brand, define communities of interest and target messaging. Enlist marketing colleagues for help with communications. Create in-house brand ambassadors. When they describe what they do whether at an industry presentation, at a networking event, or in a conversation with a candidate their passion, excitement and energy speaks volumes about a company and its culture. Ensure that tenets of the employer brand are embraced by all leaders within the company. Regularly monitor external employer brand perception Glassdoor, Recruiters, Vendors, etc. Korn Ferry ALL RIGHTS RESERVED. 9

11 Employer Brand & EVP EVP integration with employee lifecycle ATTRACTION/ SELECTION ALUMNI Companies should strive for consistency across the employee lifecycle APPLICATION Recruiter guides Agency briefings Careers website Display advertising Events Social Media CRM/Talent Communities Networking guides Alumni updates Events ATS Application acknowledgement text Competency frameworks Review guides Development tools/portals EVP TOUCH POINTS Invite to screening text Invite to interview text Regret text Interview guides Starter pack Hiring Manager guides Employee checklist Verbal offer script Congratulatory text Offer rejection response text ASSESSMENT/ INTERVIEW Contract pack and welcome messaging Invite to onboarding portal Onboarding portal OFFER ONBOARDING DEVELOPMENT INDUCTION Korn Ferry ALL RIGHTS RESERVED. 10

12 Employer Brand & EVP Can the Employee Value Proposition be easily articulated? Is there a strong messaging strategy to the talent universe? What is currently working well? Where are there areas for improvement? What should be included in the short and mid-term to strengthen your image to the talent marketplace? Employer brand & EVP recap Key Takeaways: Career Website Social Media Presence Talent Groups Employee Lifecycle Integration 11

13 Millennials

14 What Millennials Want/Expect A Voice Need to be Heard Fast Career Trajectory Rapid Path to Senior Management Developmental Opportunities Constant Feedback and Appreciation Varied Experiences Frequent Job Hops is the New Norm Work with Innovative Employers Align with Employers that are Exceptionally People-Focused known for their Customer-Centric Approach and Relationships. Associate with an Aspiration Brand Not a Faceless, Cultureless Organization. Good Work/Life Balance Korn Ferry ALL RIGHTS RESERVED. 13

15 Recruitment Strategy

16 Talent Acquisition Pillars Business Alignment Aligning your Talent Acquisition strategy to the business not only ensures a proactive approach, but also a targeted focus around critical roles. Employer Brand Ensures a consistent message is embedded in all attraction collateral, reducing direct recruitment costs. Performance Analytics Translates Talent Acquisition goals into quantifiable measures to maximize operational performance Six Pillars of Talent Acquisition Sourcing The use of specialized and innovative sourcing strategies, tied to business strategy maximizes results. Technology Optimized technologies not only reduce administrative costs, but also provides a better candidate experience. Candidate Experience Recruiting efficiency is not only conducive for operational performance, but also your bottom line since 1 in 5 candidates are customers, too

17 Recruiting Process Best Practices Understand the nuances of the role you are seeking to fill Build a Standardized Hiring Process and Use it - Include criteria- based screening, background checks, structured interviews Employee Referral Programs Hire for Today s Need and Tomorrow s Vision Don t be Cheap - the right person will make contributions to your company s productivity and profitability that far exceed salary Networking you need to continually work contacts, Associations and personal connections Create a Talent Pipeline / Talent Community Versus Just-in-time Hiring Korn Ferry ALL RIGHTS RESERVED. 16

18 Put Yourself in the Candidate s Shoes Job content and business platform Culture & environment Immediate peers and colleagues Reputation they will check out the word on the street Long-term opportunity How will I be evaluated? Turnover, in general, and why is this job open Thoroughness of hiring process signals are critical And what about compensation? Korn Ferry ALL RIGHTS RESERVED. 17

19 Common Recruitment Questions How long should a recruitment process extend? How many candidates should be considered to make an informed decision? Who should be involved in the interview process? When do you conduct referencing? How do you assess cultural fit? Korn Ferry ALL RIGHTS RESERVED. 18

20 The Do s in Recruiting Continually sell the opportunity should be balanced with candidate evaluation Organize and prepare your team Make the search a priority Make yourself available for interviews Provide timely feedback Assign one individual who relates best with the candidate and can speak candidly to best understand the candidates concerns and level of enthusiasm for the position Make sure you have a back-up candidate Be competitive in your offer Korn Ferry ALL RIGHTS RESERVED. 19

21 The Do NOT s in Recruiting Whatever you do, DO NOT act disinterested (keep checking your watch) DO NOT drag out the process let the search get stale DO NOT be late for interviews DO NOT ask cliché interview questions DO NOT take an opportunistic approach to hiring Korn Ferry ALL RIGHTS RESERVED. 20

22 Evaluating Talent

23 Korn Ferry s Four Dimensions of Talent & Leadership Assessment We use the KF4D to identify the talent you need to activate your strategy. Define what great talent and leadership look like. We use the KF4D to assess what talent you have and where gaps exist. Assess performance, long-term potential, near-term readiness, and job fit. We use the KF4D to build, buy, and deploy talent to close the gaps. Develop talent, build the pipeline, deploy to the right roles, and recruit externally. Korn Ferry ALL RIGHTS RESERVED. 22

24 Retaining Talent

25 Retention Best Practices Identify the Keepers High Potentials Offer competitive compensation and benefits Emphasize Non-Monetary Forms of Compensation Ability to have an impact, Sense of purpose, development plans, a high quality work culture, and an aspirational brand Conduct Stay Interviews on a regular basis Constant Feedback The opportunity for growth and development offer training, team participation and career paths Be a good communicator employees want be informed on a timely basis about events and decisions being made that affect them Provide Hi-Po s with Mentors or Coaches Korn Ferry ALL RIGHTS RESERVED. 24

26 More Retention Best Practices Provide Solid Management - People may join an organization for its mission, brand or reputation but they leave if there is no relationship with their manager Leadership employees want clear expectations of what needs to be done. Provide goal setting and feedback Performance Recognition - employees what to feel valued for a job well done Flexibility Control of their work - including such components as the ability to impact decisions, setting clear and measurable goals, clear responsibility for tasks Korn Ferry ALL RIGHTS RESERVED. 25

27 Bio & Contact Details

28 Eric Goldstein Market Leader, Futurestep Financial Services & Real Estate 200 Park Avenue New York, NY Mr. Goldstein leads Korn Ferry Futurestep Search's Financial Services and Real Estate Practice aimed at mid-level professionals in North America. Mr. Goldstein brings more than 20 years of experience in professional services, including 16 years in executive search. During his career, He has successfully completed hundreds of searches in all aspects of: Financial Services (Asset Management, Banking, Insurance, Investment Banking & Capital Markets); Commercial Real Estate (Acquisitions, Asset Management, Capital Raising & Investor Relations, Corporate Real Estate, Debt Originations, Investment Sales, Leasing and Operations); and Financial Executives (Financial Reporting, Finance, FP&A, Audit, Risk Management, Compliance, Tax and Treasury). Prior to Futurestep, Mr. Goldstein had led a commercial real estate focused executive search firm. Earlier, he had served as Chief Financial Officer of the Executive Search Division of TMP Worldwide (now Monster Worldwide, Inc.) and began his career in public accounting with Coopers and Lybrand (now PricewaterhouseCoopers). Mr. Goldstein is a Certified Public Accountant. He earned an MBA from Rutgers Graduate School of Management and a BA from the State University of New York at Albany. Korn Ferry ALL RIGHTS RESERVED. 27

29 Korn Ferry ALL RIGHTS RESERVED.

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

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 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 information

Trupp HR, Inc EMPLOYER BRAND SLIDE 1

Trupp HR, Inc EMPLOYER BRAND SLIDE 1 Trupp HR, Inc. 2015 EMPLOYER BRAND SLIDE 1 JEAN ROQUE President + Founder T R U P P H R, I N C. Focusing your Employer Brand through the Applicant s Lens Understanding Employee Value Proposition Today

More information

Zurich Financial Services & AMS. An evolving partnership. April Samulewicz. Mark Smith. Global Head of Talent Attraction & Recruitment CoE

Zurich Financial Services & AMS. An evolving partnership. April Samulewicz. Mark Smith. Global Head of Talent Attraction & Recruitment CoE Zurich Financial Services & AMS An evolving partnership April Samulewicz Global Head of Talent Attraction & Recruitment CoE Zurich Mark Smith Client Relationship Director Alexander Mann Solutions Alexander

More information

ways SMEs can attract top talent

ways SMEs can attract top talent ways SMEs can attract top talent Is a candidate that s just okay good enough? We ve all placed a candidate at some stage who we thought would be good enough. Okay. Satisfactory. And at some point, many

More information

BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY

BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY UP IT S WHERE EMPLOYEES AT EVERY LEVEL IMPACT SUCCESS. UP. It s the journey toward securing a more engaged and productive workforce. It s where you ll find

More information

MEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE

MEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE MEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE Employee engagement is the extent to which employees are motivated to contribute to organizational success and are willing to apply discretionary

More information

Accion Venture Lab Job Description Guide

Accion Venture Lab Job Description Guide Accion Venture Lab Job Description Guide Overview This document intends to demonstrate best practices in crafting a job description - Please be sure to adapt your job description to include skills and

More information

TALENT INTELLIGENCE & MANAGEMENT REPORT 2018

TALENT INTELLIGENCE & MANAGEMENT REPORT 2018 TALENT INTELLIGENCE & MANAGEMENT REPORT 2018 Companies Face Strategic Risk from Talent Challenges AI Offers Opportunity At Eightfold, we often speak to CEOs and CHROs who describe intractable challenges

More information

UNITED WAY PARTNERSHIPS

UNITED WAY PARTNERSHIPS United Way s bold goals in education, income and health are designed as a rallying cry to the nation to join together and work collectively on real, lasting solutions that would fundamentally put people

More information

Managing Workforce Generational Differences. August 10, 2012

Managing Workforce Generational Differences. August 10, 2012 Managing Workforce Generational Differences August 10, 2012 Introduction Steve Jacobs Senior Manager at Ernst & Young Career Background Overview of Performance & Reward Contact Information +1 312 879 3112

More information

EMPLOYER BRANDING, HIRING & RETENTION. Sarinah Abu Bakar

EMPLOYER BRANDING, HIRING & RETENTION. Sarinah Abu Bakar EMPLOYER BRANDING, HIRING & RETENTION Sarinah Abu Bakar Employer Branding.. Why Brand Employer Branding : Shaping and maintaining an image in the minds of potential candidates in the market that the company,

More information

Certified Talent Manager VS-1051

Certified Talent Manager VS-1051 VS-1051 Certified Talent Manager Certification Code VS-1051 Vskills certification for Talent Manager assesses the candidate as per the company s need for talent identification, retention and management.

More information

Best Managed Lab Experience 2018 Imperial Oil Branded Reseller Leadership Conference. May 2, 2018

Best Managed Lab Experience 2018 Imperial Oil Branded Reseller Leadership Conference. May 2, 2018 Best Managed Lab Experience 2018 Imperial Oil Branded Reseller Leadership Conference May 2, 2018 What is the Best Managed companies program? A unique program recognized locally and globally Focuses on

More information

GW Human Resources Strategic Plan

GW 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 information

Highways England People Strategy

Highways 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 information

Building strategic HR. Fit for today and fit for the future.

Building strategic HR. Fit for today and fit for the future. Building strategic HR Fit for today and fit for the future. 1 Building strategic HR Strategic HR Given the increasing focus of executives on people and talent, HR has an unprecedented opportunity to position

More information

Turning Employees into Brand Advocates. 4 Steps to an Effective Employee Engagement Program

Turning Employees into Brand Advocates. 4 Steps to an Effective Employee Engagement Program Turning Employees into Brand Advocates 4 Steps to an Effective Employee Engagement Program Engaged employees are the lifeblood of every successful business. They speak positively about your company to

More information

BETTER HIRES. Attract Top Talent with Your Unique Brand icims, Inc. All rights reserved.

BETTER HIRES. Attract Top Talent with Your Unique Brand icims, Inc. All rights reserved. BRANDING for BETTER HIRES Attract Top Talent with Your Unique Brand TABLE of CONTENTS Recruitment is Like Marketing 3 The Role of Employer Branding in Marketing 4 Candidates Seek Strong Brands 5 Better

More information

TALENT MANAGEMENT IS BETTER TOGE+HER

TALENT 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 information

CERTIFICATIONS IN HUMAN RESOURCES. PHRi TM Professional in Human Resources - International TM PHRi. Exam Content Outline

CERTIFICATIONS IN HUMAN RESOURCES. PHRi TM Professional in Human Resources - International TM PHRi. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES PHRi TM Professional in Human Resources - International TM 2018 PHRi Exam Content Outline PHRi Exam Content Outline At-a-Glance: PHRi Exam Weighting by Functional Area:

More information

Together, we make Ardent Mills. Build a compelling employee value proposition from the ground up.

Together, we make Ardent Mills. Build a compelling employee value proposition from the ground up. Together, we make Ardent Mills. Build a compelling employee value proposition from the ground up. When a new flour-milling company Ardent Mills opened for business in 2014, the journey to defining an employer

More information

ICMI PROFESSIONAL CERTIFICATION

ICMI 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 information

The Ohio State University Human Resources Strategic Plan

The Ohio State University Human Resources Strategic Plan Human Resources 2018-2023 Strategic Plan Finalized: May 16, 2018 Delivering HR Excellence. Inspiring People. Leading Change. HR.OSU.EDU 1590 N. High Street, Suite 300 Columbus, OH 43201 614-292-1050 Table

More information

The Bigger Picture: Using an Employee Value Proposition to Attract and Retain Talent

The Bigger Picture: Using an Employee Value Proposition to Attract and Retain Talent The Bigger Picture: Using an Employee Value Proposition to Attract and Retain Talent Presenters Susan Rogers, CCP, GRP Principal Engagement Practice Scot Marcotte, CEBS Principal and Technology Leader

More information

Employer Branding For a Consulting Firm

Employer Branding For a Consulting Firm Employer Branding For a Consulting Firm Aishwarya Balasubramaneyam PGDM No: 14008 Student PGDM 2014-2016, SDMIMD, Mysuru aishwarya14008@sdmimd.ac.in H Gayathri Professor Marketing, SDMIMD, Mysuru hgayathri@sdmimd.ac.in

More information

D I V E R S I T Y I N I N V E S T M E N T M A N A G E M E N T I N I T I AT I V E

D I V E R S I T Y I N I N V E S T M E N T M A N A G E M E N T I N I T I AT I V E H E A L T H W E A L T H C A R E E R D I V E R S I T Y I N I N V E S T M E N T M A N A G E M E N T I N I T I AT I V E D E V E L O P I N G A N D P R O M O T I N G A N I N C L U S I V E C A R E E R A N D

More information

Transforming Recruitment

Transforming Recruitment TRENDICATORS BEST PRACTICES REPORT Transforming Recruitment TO IMPROVE YOUR COMPANY S COMPETITIVE ADVANTAGE INTRODUCTION The war for talent is a term that was coined by Steven Hankin of McKinsey & Company

More information

Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London

Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London About Wolters Kluwer Financial Services Wolters Kluwer

More information

Talent Management in Growth Markets: India

Talent 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 information

Job Description. Job Title: Department: Reports To:

Job Description. Job Title: Department: Reports To: Job Title: Department: Reports To: Director, Communications & Marketing Cooperative Education & Career Action Executive Director, Cooperative Education Jobs Reporting: Salary Grade: USG 14 Effective Date:

More information

COURSE CATALOG. vadoinc.net

COURSE 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 information

EY Advisory: Driving business performance

EY Advisory: Driving business performance EY Advisory: Driving business performance Advisory EY s consulting practice Helping clients grow, protect and optimize their businesses Page 1 EY Advisory by the numbers 15,000+ Americas 20,000+ EMEIA

More information

How it works: Questions from the OCAT 2.0

How it works: Questions from the OCAT 2.0 Social Sector Practice How it works: Questions from the OCAT 2.0 OCAT 2.0 is an updated and improved version of our original OCAT survey. It asks nonprofit staff to rate their organization s operational

More information

BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY

BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY UP IT S WHERE EVERY BUSINESS WANTS TO GO. UP. It s the journey toward a stronger, more sophisticated workforce. It s where you ll develop your future leaders.

More information

A NEW ERA IN CAMPUS RECRUITING: LEVERAGING TECHNOLOGY TO RECRUIT TOP STUDENTS

A 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 information

Brand for Talent. Libby Sartain Mark Schumann

Brand for Talent. Libby Sartain Mark Schumann Brand for Talent Libby Sartain Mark Schumann Employer Brand: How a business builds and packages its identity, origins and values, and what it promises to deliver to emotionally connect employees 2 The

More information

Organizational Sustainability, Succession Planning, and Leader Development. Former President of TransitionGuides

Organizational Sustainability, Succession Planning, and Leader Development. Former President of TransitionGuides Organizational Sustainability, Succession Planning, and Leader Development Tom Adams, Raffa P.C. About Tom Adams Former President of TransitionGuides Former senior executive of NeighborWorks America Led

More information

2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources

2018 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 information

Position Profile Executive Director, Social Venture Partners Minnesota

Position Profile Executive Director, Social Venture Partners Minnesota Position Profile Executive Director, Social Venture Partners Minnesota Social Venture Partners: Social Venture Partners Minnesota (SVP MN) is one of 39 SVP affiliates in a global network of over 3,500

More information

Human Resources Strategic Update. Presented by Stephen Trncak October 28, 2011

Human 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 information

Employee Value Proposition. Make the Most of your HR Investment

Employee Value Proposition. Make the Most of your HR Investment Employee Value Proposition Make the Most of your HR Investment 1 Workshop Goal: What is an Employee Value Proposition? 2 We help organizations dramatically improve performance and work through the friction

More information

HR2020. Strategic Plan. Indiana University Human Resources

HR2020. 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 information

November CFPB Diversity and Inclusion Strategic Plan

November CFPB Diversity and Inclusion Strategic Plan November 2016 CFPB Diversity and Inclusion Strategic Plan 2016-2020 Message from Richard Cordray Director of the CFPB At the Consumer Financial Protection Bureau (CFPB), we are dedicated to making sure

More information

PREPARING YOUR BUSINESS FOR THE FUTURE

PREPARING YOUR BUSINESS FOR THE FUTURE PREPARING YOUR BUSINESS FOR THE FUTURE A GUIDE TO SUCCESSION PLANNING One of the UK s leading independent funding specialists WE BELIEVE IN YOUR BUSINESS INVOICE FINANCE ASSET FINANCE TRADE FINANCE STOCK

More information

4 Ways HR Can (and Should) Be the New Face of Customer Service

4 Ways HR Can (and Should) Be the New Face of Customer Service White Paper 4 Ways HR Can (and Should) Be the New Face of Customer Service 4 Ways HR Can (and Should) Be the New Face of Customer Service J.W. Bill Marriott once said, If you take care of your employees,

More information

Introduction. Employer Brand. Employer Brand. Attracting Qualified Candidates & Retaining Star Staff: Marketing Your Association 4/28/16

Introduction. Employer Brand. Employer Brand. Attracting Qualified Candidates & Retaining Star Staff: Marketing Your Association 4/28/16 Introduction Attracting Qualified Candidates & Retaining Star Staff: Marketing Your Association Michael Cummings Principal, Tate / Cummings Chair-Elect, ASAE Communications Council Email: mcummings@tatecummings.com

More information

Employer Brand from the Top. discussion Summary

Employer Brand from the Top. discussion Summary The Human Age Series Individual Choice Employer Brand Driving Engagement from the Top thursday 10 th july 2014 discussion Summary Introduction The Human Age Series is a calendar of quarterly events created

More information

Employee Value Proposition. March 2019

Employee Value Proposition. March 2019 Employee Value Proposition March 2019 The landscape and worker expectations are changing 2 The landscape is changing 20+ to 2 More workers, different expectations, evolving technology The average lifespan

More information

working hours full time is 35 hours a week. You ll agree your working pattern with your manager.

working 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 information

How to Create User Adoption of HR Software Applications. William Tincup, SPHR, SHRM SCP

How to Create User Adoption of HR Software Applications. William Tincup, SPHR, SHRM SCP How to Create User Adoption of HR Software Applications William Tincup, SPHR, SHRM SCP Agenda HCM Market User Adoption Implementation Checklist 7 Points of Satisfaction Buying Trends Q&A Map of the Market

More information

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Cornell University ILR School DigitalCommons@ILR CAHRS White Papers Center for Advanced Human Resource Studies (CAHRS) 5-2012 Corporate Social Responsibility: Implications for Human Resources and Talent

More information

WhatWorks Membership

WhatWorks Membership WhatWorks Membership info@bersin.com +1-510-251-4400 www.bersin.com How Do we Help You? Bersin & Associates WhatWorks membership delivers proven people strategies that leaders and their organizations need

More information

Employee Engagement claromentis

Employee Engagement claromentis Employee Engagement claromentis Introduction A reported 85% of company executives cite employee engagement as being important in this year s Deloitte University Press survey. Not only that, employee engagement

More information

RECRUITMENT BUSINESS PARTNER JG 8

RECRUITMENT BUSINESS PARTNER JG 8 RECRUITMENT BUSINESS PARTNER JG 8 CAREER OPPORTUNITY Santam Human Resources has a position available for a dynamic, results-orientated and client centric Recruitment Business Partner who will be based

More information

january 2013 CEB and SHL

january 2013 CEB and SHL january 2013 CEB and SHL 2 Safe Harbor Disclaimer This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Statements using words

More information

Perspectives. The Human Capital Framework. Making the Connections That Drive Business Results

Perspectives. The Human Capital Framework. Making the Connections That Drive Business Results Perspectives The Human Capital Framework Making the Connections That Drive Business Results As global business challenges become more complex, so too do human capital decisions. Organizations face increasing

More information

HR Connect Asia Pacific

HR Connect Asia Pacific Best Employers Trends in Hong Kong - Journey to High Performance By Andy Leung, Senior Consultant, and Project Manager of Best Employers Study, Aon Hewitt, Hong Kong In the Best Employers 2.0 Hong Kong

More information

HR STRATEGIC PLAN JANUARY

HR STRATEGIC PLAN JANUARY M O O N E E VA L L E Y R A C I N G C L U B JANUARY 2017 People are central to everything we do Welcome to the 2016/17 MVRC Human Resources Strategic Plan. This document sets out our key strategic HR pillars

More information

MCE Talent Management and HR

MCE 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 information

REWARDS AND BENEFITS: Compensate your people with purpose

REWARDS AND BENEFITS: Compensate your people with purpose REWARDS AND BENEFITS: Compensate your people with purpose UP. IT S WHERE REWARD DRIVES PERFORMANCE Reward can be a powerful tool to motivate people to hit goals but there are a lot of moving parts. Beyond

More information

From Millennials to Baby Boomers: How to Communicate Total Rewards Willis Towers Watson. All rights reserved.

From Millennials to Baby Boomers: How to Communicate Total Rewards Willis Towers Watson. All rights reserved. From Millennials to Baby Boomers: How to Communicate Total Rewards 2017 Willis Towers Watson. All rights reserved. Forthcoming events What? Where? When? Action Insight Network London March 29 Register

More information

MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY

MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY HEALTH WEALTH CAREER MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY TALENT ACQUISITION MERCER LEARNING M E R C E R L E A R N I N G O N L I N E Mercer Learning Online was established with one goal

More information

Business Capabilities Definitions

Business Capabilities Definitions Definitions for Northwestern Business Capabilities by Category Student Recruit Source Prospects Includes the identification, engagement and pursuit of potential students. Convert Prospects Focuses on the

More information

POSITION NUMBER: LOCATION: Vancouver. DATE: January 2013

POSITION 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 information

TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers

TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers An icims Guide to Attracting and Retaining the Best Hourly Talent 2016 icims, Inc. All rights reserved. TABLE OF Contents 3-4 5 6-13 14-19

More information

The Attraction, Retention and Advancement of Women Leaders:

The 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 information

4/10/2014. Developing an HR Strategic Plan A Step by Step Approach. Agenda. By a Show of Hands: The HR Strategic Plan. Critical Success Factors

4/10/2014. 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 information

Corporate Functions & Business Operations

Corporate 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 information

CERTIFICATIONS 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 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 information

Recruiting and Retention Strategies for Businesses of Every Size

Recruiting and Retention Strategies for Businesses of Every Size Recruiting and Retention Strategies for Businesses of Every Size Mike Smith - President Ag 1 Source Presented January 7, 2014 to: FWAA Conference Twin Falls What has changed in Agriculture? The consolidation

More information

STRENGTHENING YOUR EMPLOYEE VALUE PROPOSITION

STRENGTHENING YOUR EMPLOYEE VALUE PROPOSITION HEALTH WEALTH CAREER STRENGTHENING YOUR EMPLOYEE VALUE PROPOSITION UNLOCK THE POTENTIAL OF YOUR WORKFORCE WITH AN EXPANDED VIEW OF TOTAL REWARDS IN THIS WHITEPAPER: Contractual Rewards Are Essential, But

More information

CGMA Competency Framework

CGMA 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 information

You claim there is a Talent Gap

You claim there is a Talent Gap You claim there is a Talent Gap Why and how insurers should act today to drive future success in a changing claims landscape By Mary Kay Vona and Anthony Tempesta, Ernst & Young LLP About EY s Claims Talent

More information

STRATEGIC PLAN

STRATEGIC PLAN 017-00 STRATEGIC PLAN Submitted by: roi@ewellandassoc.com Orlando, Florida 1 CONTENTS q Executive Summary q Guiding Principles Mission, Vision and Values q Methodology and Analysis q Situational Assessment

More information

EMPLOYMENT LIFE CYCLE

EMPLOYMENT LIFE CYCLE Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity

More information

UC Core Competency Model

UC Core Competency Model UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication

More information

How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare

How 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 information

Principles & Best Practices

Principles & Best Practices Principles & Best Practices For Diversity and Inclusion In Advertising Agencies Published by AMERICAN ASSOCIATION of ADVERTISING AGENCIES As part of Operation Success A Diversity Initiative for Advertising

More information

Workshop: Authentic bonding 17 June 2013

Workshop: Authentic bonding 17 June 2013 www.pwc.com Workshop: Authentic bonding Authentic bonding Starts before you join the firm Happens while you are on board Continues after you have left the firm Pre- & On-Boarding Coaching Off-Boarding

More information

Learning Center Key Message Guide. 3M Company

Learning 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 information

Creating a Succession Plan to Drive Strategy

Creating a Succession Plan to Drive Strategy WEALTH ADVISORY OUTSOURCING AUDIT, TAX, AND CONSULTING Investment advisory services are offered through CliftonLarsonAllen Wealth Advisors, LLC, an SEC-registered investment advisor Creating a Succession

More information

Contents. About the Summit Companies Our Team What We Do thesummitweb.com

Contents. About the Summit Companies Our Team What We Do thesummitweb.com 1 Contents About the Summit Companies... 4-5 Our Team... 6-7 What We Do... 8-11 2 thesummitweb.com What would it be worth to your business or organization to have access to hundreds of years of experience

More information

Talent Management and Retention. Clay Kittrell Director, Talent Management May 2016

Talent Management and Retention. Clay Kittrell Director, Talent Management May 2016 Talent Management and Retention Clay Kittrell Director, Talent Management May 2016 1 Workforce Trends According to the Bureau of Labor there were 5.4 million jobs open at the end of November 2015, up 32%

More information

Employee Value Proposition Survey

Employee Value Proposition Survey Research-based // Valid // Reliable Understand how to attract, retain, and engage your workforce. The DecisionWise contains research-based questions designed to measure the factors that attract, retain,

More information

The Truth about Digital HR

The Truth about Digital HR The Truth about Digital HR Technology, Transformation & Realities David Wilson, CEO / david.wilson@fosway.com / @dwil23 @fosway June 18 1 Europe s #1 HR Analyst Founded 1996 In-depth corporate research

More information

Manufacturing CFOs: Strategies to attract and retain high-performing talent

Manufacturing CFOs: Strategies to attract and retain high-performing talent Manufacturing CFOs: Strategies to attract and retain high-performing talent Eric Gonzaga Partner, Human Capital Services Jeff French (moderator) National Managing Partner, Manufacturing practice leader

More information

EMPLOYER BRANDING AS A RETENTION STRATEGY

EMPLOYER BRANDING AS A RETENTION STRATEGY EMPLOYER BRANDING AS A RETENTION STRATEGY Mrs. Kruthika.s. Kumar [a] Abstract The term "employer branding" was first publicly introduced to a management audience in 1990, and defined by Simon Barrow, chairman

More information

Career value at Ernst & Young. Supporting people s growth and success

Career value at Ernst & Young. Supporting people s growth and success Career value at Ernst & Young Supporting people s growth and success Methodology Data for the study were collected from multiple sources, including archival data, interviews with current and former employees,

More information

aetna HSBC KPMG Guangzhou SSOA GENPACT RE:SOURCES CONCENTRIX Event Date - Friday September 12th, 2014 Participants

aetna HSBC KPMG Guangzhou SSOA GENPACT RE:SOURCES CONCENTRIX Event Date - Friday September 12th, 2014 Participants Guangzhou SSOA Roundtable Discussion Event Date - Friday September 12th, 2014 Participants HSBC aetna CONCENTRIX RE:SOURCES GENPACT KPMG Setting the Stage KPMG is kicking off a series of Shared Services

More information

DELIVERING ON YOUR M&A PROMISES M&A SOLUTIONS

DELIVERING 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 information

This report was prepared by McLean & Company for ACME Incorporated on Data is comprised of 8 responses. Prepared for ACME Incorporated

This report was prepared by McLean & Company for ACME Incorporated on Data is comprised of 8 responses. Prepared for ACME Incorporated This report was prepared by McLean & Company for ACME Incorporated on 2015-06-18. Data is comprised of 8 responses. Prepared for ACME Incorporated HR & Governance Diagnostic Program 1. Understand Results

More information

Ready 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? 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 information

Workforce Inclusion Sample Entry

Workforce Inclusion Sample Entry Workforce Inclusion Sample Entry Agency Name Gravity Media Program Name ECHO: Driving Success and Inspiring Cultural Change Executive Summary As part of an ongoing effort to recognize and foster the diversity

More information

WHEN PEOPLE THRIVE, BUSINESSES THRIVE

WHEN PEOPLE THRIVE, BUSINESSES THRIVE HEALTH WEALTH CAREER WHEN PEOPLE THRIVE, BUSINESSES THRIVE CURATE A DISTINCTIVE EMPLOYEE VALUE PROPOSITION DAVID WREFORD Partner, Career JULIA HOWES Analytics Leader, UK and Europe THRIVING IN AN AGE OF

More information

HR Strategic Plan

HR Strategic Plan UNIVERSITY OF CALIFORNIA Human Resources HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction

More information

Talent Management and Leadership in the Mid-Market Charting a Course for Change

Talent Management and Leadership in the Mid-Market Charting a Course for Change Talent Management and Leadership in the Mid-Market Charting a Course for Change Our Journey Today Potential Benefits of Increasing Talent Management Maturity Five Critical Drivers of High-Impact Leadership

More information

Harnessing the Engagement of Your Employees

Harnessing the Engagement of Your Employees COUNTIES FUTURES LAB l SEPTEMBER 2017 Harnessing the Engagement of Your Employees Andrew Hartsig Research Manager Counties Futures Lab Acknowledgments The author would like to thank Bob Lavigna for his

More information

Using Competencies as the Building Blocks for a Successful PFM Workforce

Using Competencies as the Building Blocks for a Successful PFM Workforce Using Competencies as the Building Blocks for a Successful PFM Workforce The organization is, above all, social. It is people. - Peter Drucker 1 Purpose The concept of competencies is widely used in government

More information

The Vanguard Group, Inc.

The Vanguard Group, Inc. P.O. Box 2900 Valley Forge, PA 19482 www.vanguard.com Locations Charlotte, NC Scottsdale, AZ Valley Forge, PA Leadership Program Contact www.careers.vanguard.com/pljb/ vanguard/vgcareers/applicant/vg/

More information

SUCCESSION PLANNING & LEADERSHIP DEVELOPMENT CESA INFRASTRUCTURE INDABA NOV. 2015

SUCCESSION 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 information