PRESENTED BY: RICH WELLINS, Ph.D, SVP, DDI. Development Dimensions Int l, Inc., All rights reserved.
|
|
- Tamsin Carter
- 6 years ago
- Views:
Transcription
1 PRESENTED BY: RICH WELLINS, Ph.D, SVP, DDI Development Dimensions Int l, Inc., All rights reserved.
2 Means for 2014 Participant Average Ratings for Strategy Innovation Talent CSR Average Global= Development Dimensions Int l, Inc., All rights reserved.
3 Means for 2014 Participant Average Ratings for Strategy Innovation Talent CSR Average Global= Astra= Development Dimensions Int l, Inc., All rights reserved.
4 Asian Leading Company Development Dimensions Int l, Inc., All rights reserved.
5
6 $5,000
7 7
8 Outcomes That Count Leader engagement and retention Effectiveness of leadership development programs Current quality, future bench strength Composite financials: profitability, earnings per share, 5-year rate of return to investors, and stockholder equity? SO WHAT 8
9 5 Key Insights THE {new} ROLE OF HR ENGENDERING DIVERSITY LEADERSHIP PIPELINE 4 5 THE HI-PO TALENT POOL ANALYTICS: FROM SIGHT TO FORESIGHT 9
10 THE {new} ROLE OF HR 10
11 What Role Does HR Play? Reactor Develops and administrates policy Ensures compliance Source of HR expertise when asked Partner Embedded in business Resolves talent issues Supports rollout of talent management initiatives Anticipator Align talent capabilities with business strategy End-to-end talent management architecture Interpret talent trends and translate into opportunities 11 HR
12 What Role Does HR Play? Reactor Partner Anticipator 22% 60% 18% Develops and administrates policy Ensures compliance Source of HR expertise when asked Embedded in business Resolves talent issues Supports rollout of talent management initiatives Align talent capabilities with business strategy End-to-end talent management architecture Interpret talent trends and translate into opportunities 12 HR
13 What Role Does HR Play? LEADER 43% 37% 20% HR Reactor 22% Partner 60% Anticipator 18% Develops and administrates policy Ensures compliance Source of HR expertise when asked Embedded in business Resolves talent issues Supports rollout of talent management initiatives Align talent capabilities with business strategy End-to-end talent management architecture Interpret talent trends and translate into opportunities 13 HR
14 Talent Planning Intersection with Strategic Planning STRATEGIC PLANNING PROCESS Early/Strong Connection Moderate/Late Connection Weak/No Connection 5% Reactor 26% Partner 43% Anticipator
15 Talent + Strategy Boosts Financial Performance Top 20% Bottom 20% 6.2x 15
16 ENGENDERING DIVERSITY 16
17 Women in senior management: 24% in 2007, 24% in 2013 Women in Fortune 500 CEO positions: 14.4 percent in 2010, 14.6 percent in 2013 Wage gap has not closed in 15 years; Women expect to make less 17
18 Skill Gap Fallacy 18
19 Skill Gap Fallacy # WHAT NOW 19
20 Where Are the Gaps? Focusing on Development More International Assignments More Confident # WHAT NOW 20
21 21
22 Source: Global Leadership Forecast % of All Leaders Are Women 37% of All Leaders Are Women 22
23 Source: Global Leadership Forecast % of Hi-Po Leaders Are Women 28% of Hi-Po Leaders Are Women All High-Potential Leaders Percent High-Potential Women 23
24 LEADERSHIP PIPELINE 24
25 Leadership Pipeline 25
26 Leadership Pipeline Purposeful transitions Multi-level role mastery Common language Consistent approach to driving business goals 26
27 Pipeline Impact 1 Level Quality of Leadership Future Bench Strength Financial Performance 39% 40% 40% All Levels 74% 89% 63% 27
28 THE HI-PO TALENT POOL 28
29 66% HAVE HI-PO PROGRAMS 74% NOT VERY EFFECTIVE # WHAT NOW 29
30 Drivers of high potential program quality 1. Objective assessment data on hi-po s capability/potential 2. Mentoring/coaching programs for hi-pos 3. Hi-po leaders performance in developmental assignments is evaluated 4. Measure the effectiveness of programs for developing hi-pos 5. Identities of leaders identified as hi-pos are well-known in the organization 6. Includes all levels of leadership for hi-po programs not just senior managers 30
31 Organizations With Hi-Po Programs Are: Top 20% Bottom 20% 3.6x 4.4X 4.9X? SO WHAT 31
32 ANALYTICS: FROM SIGHT TO FORESIGHT 32
33 #1 CEO HOT Button BIG DATA CEO Challenge Conference Board 2014 Human Capital Analytics 19 out of 22 CEO Challenge Human Capital Strategies Conference Board
34 Analytics Use and Effectiveness Not done at all Done effectively Benchmarking externally Gathering business impact metrics Data to design/optimize TM programs Using data to forecast future talent needs Gathering results metrics Benchmarking internally Gathering efficiency/reactions metrics 66% 13% 49% 21% 46% 22% 45% 23% 44% 24% 43% 27% 38% 30% # WHAT NOW 34 HR
35 Impact of Leadership Analytics 30% 27%! NOW WHAT 35 HR
36 Impact of Leadership Analytics 30% 24% 23% 27% 21%! NOW WHAT 36 HR
37 What Happens When You Get It Right? 37
38 Financial Impact 11x + 4x 4.4x ? SO WHAT 38
39 Financial Impact 11x + 4x 4.4x 5x
40 Financial Impact 8.8x + 6x 7.4x ? SO WHAT 40
41 Financial Impact 8.8x + 6x 7.4x 9x
42 PRESENTED BY: RAINIER TURANGAN Development Dimensions Int l, Inc., All rights reserved.
43
44 Critical Leadership Skills Integrate oneself into intercultural or foreign environment Leading across countries and culture
45 Critical Leadership Skills Intercultural communication within international business environments Leading across countries and culture
46 ASIA 7238 Leaders 867 HR 47
47 CEOs Rank Top Four Challenges * Human Capital Customer Relationships 27% 45% 22% 40% Innovation Operational Excellence 26% 33% 23% 41% Leaders who are very prepared to meet these challenges. *Sources: 1 The Conference Board, 2014; 2 Self-reported leader readiness to address these challenges; Global Leadership Forecast
48 Quality of Leadership 35% 35% Leader Rating 19% 38% % 40% 2014 HR Rating 25% %
49 Critical Positions That Can Be Immediately Filled 47% 46% 50
50 Ready-Now Leaders for the Future 20% 18% % % 51
51 Countries Included in our Numbers PRESENTED BY: HATTA TRIANGGA 52
52
53
54
55 INTRAPERSONAL SKILLS: Driving for Result INTERPERSONAL SKILLS: Building Trust Developing Strategic Relationships STRATEGIC LEADER COMPETENCY PROFILE LEADERSHIP SKILLS: Change Leadership Coaching and Developing Others Selling the Vision BUSINESS SKILLS: Customer Orientation Entrepreneurship Commercial Acumen Establishing Strategic Direction
56 Effective
57 C-Level Group Result Cluster / Domain Analysis Intrapersonal Skills 2.81 Leadership Skills 2.15 Driving for Result 2.81 Change Leadership 2.20 Coaching & Developing Others 2.30 Selling the Vision 1.97 Interpersonal Skills 2.81 Business Skills 2.38 Building Trust Developing Strategic Relationships Customer Orientation Entrepreneurship Commercial Acumen Establishing Strategic Direction 2.36
58 Comparison between SOE vs POE C-Level Executives n Avg
59 Profile of Indonesian Strategic Leaders (C-Level Executive) assessed against Global Executive competencies Comparison between Industries (Average Rating) Avg
60
61
62 1. Talent management is not a democracy 2. Start with the end in mind talent strategy must be tightly aligned with business strategy 3. You must know what you re looking for comprehensive success profile 4. Potential, Performance and Readiness are NOT the same thing 5. The talent pipeline is only as strong as its weakest link
63 Drivers of high potential program quality 1. Objective assessment data on hi-po s capability/potential 2. Mentoring/coaching programs for hi-pos 3. Hi-po leaders performance in developmental assignments is evaluated 4. Measure the effectiveness of programs for developing hi-pos 5. Identities of leaders identified as hi-pos are well-known in the organization 6. Includes all levels of leadership for hi-po programs not just senior managers 64
64 Countries Included in our Numbers 65
The Business Need for Talent Management
The Business Need for Talent Management HR Technology Solutions, Inc. One Richmond Square, Ste. 222W Providence, Rhode Island 02906 Toll Free 1.877.444.4787 Importance of Managing Talent Talent is a key
More informationThe HR function: blow up or grow up?
The HR function: blow up or grow up? Disclaimer EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal
More informationIntegrated Talent Management Presentation. University HR Benchmarking Conference 1 November 2013
Integrated Talent Management Presentation University HR Benchmarking Conference 1 November 2013 Introduction Evolution & Challenges of the HR Industry Strategic Talent Management 5 Step Framework for Talent
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 informationBuilding an Integrated Talent Management Strategy. Driving Organizational Alignment & Performance
Building an Integrated Talent Management Strategy Driving Organizational Alignment & Performance Morne Swart SumTotal Vice President of Product Strategy and Business Transformation Every Organization is
More informationDirector of Human Resources EMH
It is important to note that this job description is a guide to the work you will initially be required to undertake. It may be changed from time to time to meet changing circumstances. It does not form
More informationBuild the Talent Pipeline: A Four Step Guide to Implementing Succession Planning. Karen N. Caruso, Ph.D.
Build the Talent Pipeline: A Four Step Guide to Implementing Succession Planning Karen N. Caruso, Ph.D. Build the Talent Pipeline: A Four Step Guide to Implementing Succession Planning Succession Planning
More informationHigh-Impact Succession Management Revealed
High-Impact Succession Management Revealed Key Findings and Maturity Model Kim Lamoureux VP Leadership & Succession Research Deloitte Consulting LLP January 29, 2015 Agenda Top 10 Key Research Findings
More 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 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 informationPerson Specification (Knowledge, Skills and Experience)
Job Description Job Title: Senior Manager Residential Aged Care Role Purpose: The Senior Manager - Residential Aged Care is responsible for the operational management and service delivery of residential
More informationBeyond Wages: Human Capital & Talent Management
15 November 2010 Beyond Wages: Human Capital & Talent Management Stephane Michaud, Singapore www.mercer.com.sg Today s agenda Impact of the economic downturn APAC Future of Talent Management Survey findings
More informationHR Benchmarks for Modern Times
HR Benchmarks for Modern Times Karen O Leonard VP, Analytics & Benchmarking Research Jennifer Krider Senior Research Analyst, Analytics & Benchmarking March 10, 2015 Topics for Discussion Research Objectives
More informationDeveloping Leadership Agility: A Business Imperative. Dr. Nicholas F. Horney Principal, Agility Consulting
Dr. Nicholas F. Horney Principal, Agility Consulting Nick Horney, Ph.D. Retired Captain Navy Special Operations (Diving & EOD) Since its founding in 00, Agility Consulting has enabled leaders to anticipate
More informationClosing the Leadership Gender Gap
Closing the Leadership Gender Gap The Missing 33% TM and Conventional Advice to Women 4.6 % of Fortune 1000 CEOs are Women CATALYST 2014 In Europe, women make up 45 % of the workforce with more than half
More informationEffective Leaders Combine Attributes and Results
The RBL White Paper Series Effective Leaders Combine Attributes and Results DAVE ULRICH AND NORM SMALLWOOD Effective Leaders Combine Attributes and Results Dave Ulrich and Norm Smallwood When we ask people,
More informationHow General Motors is Using Business Relevant Assessment to Transform its US Dealer Network
C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D. How General Motors is Using Business Relevant Assessment to Transform its US Dealer Network Kim Brossoit, Ph.D. Manager, Consulting Services, DDI
More informationBuilding & Aligning the HR Strategy. HR Transformation & Mastery. What is Trending & Progressive?
Randy Patterson 1 2 1 1 2 2 3 3 4 Building the HR Team (Structure, Competencies, Roles) Building & Aligning the HR Strategy HR Transformation & Mastery What is Trending & Progressive? 3 4 Typically consist
More informationA BIT ABOUT US. Richardson and our clients are highly recognized and have won numerous industry awards, including the following:
Founded in 1978, we are headquartered in Philadelphia and have international offices in the UK, Singapore, Australia, and additional satellite offices around the globe. A BIT ABOUT US We re Richardson,
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 informationLeveraging Gender Balance for Success. BIAC Workshop on Gender Equality and Skills October 24, 2016
Leveraging Gender Balance for Success BIAC Workshop on Gender Equality and Skills October 24, 2016 A MESSAGE FROM OUR CHAIRMAN & CEO The real drivers of the global economy in the 21 st century will not
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 informationSuccession Management/Planning Talent Management. EBMUD Human Resources Employee and Organizational Development
Succession Management/Planning Talent Management EBMUD Human Resources Employee and Organizational Development Today s Agenda Overview of Succession Systems Development Programs New Leadership Support
More informationOVERCOMING THE SHORTFALLS IN DEVELOPING LEADERS
OVERCOMING THE SHORTFALLS IN DEVELOPING LEADERS GLOBAL LEADERSHIP FORECAST 2008 2009 EXECUTIVE SUMMARY ANN HOWARD, CHIEF SCIENTIST, DDI RICHARD S. WELLINS, SR. VICE PRESIDENT, GLOBAL MARKETING, DDI Seventy-five
More informationJuly 19, The Discipline of Building Leaders Lessons from the Top Companies
July 19, 2011 The Discipline of Building Leaders Lessons from the Top Companies What We ll Cover Today Why Leadership Matters About Aon Hewitt s Top Companies For Leaders Research Research findings What
More informationGUIDE TO EMPLOYEE ENGAGEMENT
the essential GUIDE TO EMPLOYEE ENGAGEMENT Better business performance through staff satisfaction Sarah Cook KOGAN PAGE London and Philadelphia Contents Preface ix 1. What is employee engagement? 1 What
More informationAccelerating Growth ACCELERATING GROWTH COPYRIGHT 2016 BY NEIL SHERIDAN / SVPI LLC
Accelerating Growth 75 Minutes PiN Thousands of early stage companies fail because predictable challenges in bringing their innovations to market are poorly anticipated and addressed by overwhelmed founders.
More informationREINVENTING HR: PREPARING FOR THE NEW MODEL ENTER THE LEARNING ZONE AND REMAIN
REINVENTING HR: PREPARING FOR THE NEW MODEL ENTER THE LEARNING ZONE AND REMAIN STEPS TO THE NEW MODEL Constant Learning Zone Say goodbye to Comfort DO YOU KNOW YOUR ORG STRATEGY Workforce Architect STRATEGIST
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 informationSAP SuccessFactors with AKT. A Journey Beyond Go-Live!
SAP SuccessFactors with AKT A Journey Beyond Go-Live! Embrace Your SAP SuccessFactors Journey AKT is a global organization that works in partnership with clients to transform their HR to the digital age.
More informationASHHRA Leadership Initiative Raise Your Voice, Raise Your Skills
ASHHRA Leadership Initiative Raise Your Voice, Raise Your Skills Introduction Changes are occurring in health care every day. As HR professionals, we continually face new demands and expectations from
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 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 informationData-Driven Organizations
Data-Driven Organizations People Analytics Mark Arian Alan Guarino New York, April 5 th 2018 The Rising Influence of People Analytics 1. THE FUTURE IS NOW 2. LINKING TALENT & BUSINESS PERFORMANCE 3. SOME
More informationGlobal Consulting Insights for Management Consultants in Enabling Indian and Asian Companies to go Global
Global Consulting Insights for Management Consultants in Enabling Indian and Asian Companies to go Global Shanghai September 17, 2005 Globalisation and the Indian Economy India was a traditionally managed,
More informationUC Davis Career Compass Core Competencies Model
UC Davis Career Compass Core Competencies Model Core Competencies (1 through 10 are listed in alphabetical order and 11 is an additional core competency specifically for managers and supervisors) 1. Communication
More informationX Yes No. Position Purpose. Leads the BBBS agency to ensure that the mission, strategy, values and goals of the organization are achieved.
JOB DESCRIPTION Position Title: Chief Executive Officer (CEO) Reports To: Board of Directors Exempt Non-exempt Supervisory Responsibility: X Yes No Position Purpose Leads the BBBS agency to ensure that
More informationMeasuring Performance: It s All About Results. Patrick Ibarra The Mejorando Group
Measuring Performance: It s All About Results Patrick Ibarra The Mejorando Group Today s Presenter Patrick Ibarra Former City Manager and HR Director Founder of The Mejorando Group (925)518-0187 patrick@gettingbetterallthetime.com
More informationCulture Transformation Pre-Transformation Planning Worksheet
Culture Transformation Toolkit Pre-Transformation Planning Worksheet The following worksheet provides a Personal Workshop. Reflecting on, and then answering these key questions will move you well along
More informationBuilding leadership frameworks
Building leadership frameworks Lessons learned from Deloitte s journey UC HR Conference December 2011 If anything positive has come from the financial meltdown, it is the realization that leadership matters...
More informationDriving Profitable Growth CORPORATE OVERVIEW
Driving Profitable Growth CORPORATE OVERVIEW Deliver peace of mind Be proactive Align our systems Be insurance professionals, not processors Threat of direct writers More time to service our clients Get
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 informationHR Metrics and Model for Modern Times
HR Metrics and Model for Modern Times Karen Shellenback, Research Manager Bersin by Deloitte, Deloitte Consulting LLP Jennifer Krider, Senior Research Analyst Bersin by Deloitte, Deloitte Consulting LLP
More informationThe Business Transformation Playbook
The Business Transformation Playbook Jim Boomer, CPA, CITP, CGMA, MBA Chief Executive Officer Arianna Campbell, LSS Black Belt Consultant CPA, CITP, CGMA Accounting Today Top 100 CPA Practice Advisor's
More informationGlobal Workforce Analytics: The Next Big Thing? Featuring: Linda E. Amuso Radford Dan Weber Radford
Global Workforce Analytics: The Next Big Thing? Featuring: Linda E. Amuso Radford Dan Weber Radford Session Agenda Creating a Foundation for Analytics People & Spend Analytics Performance & Spend Analytics
More informationThe 10 Characteristics of Successful Multi Academy Trusts
The ten characteristics below establish a definition that categorises the development of each characteristic against four possible stages of maturity. Beginning-this could as the definition suggests, just
More informationHR Transformation & Strategy Overview. Mahesh Puducheri Vice President Human Resources Halliburton
HR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources Halliburton Halliburton Global Franchise 60,000 employees in approximately 80 countries $18 Billion in Revenues in
More informationCustomised Solutions 2018
Customised Solutions 2018 Equipping leaders to build the future Customised Solutions 2018 Equipping leaders to build the future 1 Customised Solutions Create your own butterfly effect. Propel your organisation
More informationCreating a Talent Development Culture in Government
Creating a Talent Development Culture in Government October 11, 2018 Dr. Trish Holliday, SPHR, IPMA-HR Assistant Commissioner and State Chief Learning Officer Opening Activity Biggest Challenges in Retaining
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 informationTalentGuard Overview. The Predictive People Development Company
TalentGuard Overview The Predictive People Development Company Company Overview TalentGuard Overview The Predictive People Development Company. About Us Provider of Award-Winning Competency- Based Talent
More informationWhite Paper Describing the BI journey
Describing the BI journey The DXC Technology Business Intelligence (BI) Maturity Model Table of contents A winning formula for BI success Stage 1: Running the business Stage 2: Measuring and monitoring
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 informationPREPARING 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 informationFinance Director, Corporate Financial Planning Navitas Group
Finance Director, Corporate Financial Planning Navitas Group Fulltime, Ongoing Navitas is a diversified global education provider founded in 1994 that offers an extensive range of educational services
More information3/28/16. IREM Leadership and Legislative Summit. Creating a Leadership Development System. Business today. What do we need MOST?
IREM Leadership and Legislative Summit WASHINGTON, DC APRIL 9-13, 2016 Creating a Leadership Development System SHANNON ALTER, CPM Business today What do we need MOST? 1 ISSUE #1 Leadership at ALL levels
More informationBelden s Talent Management Approach BUILDING A METRIC-DRIVEN APPROACH TO MASTERING THE SUCCESSION PIPELINE
Belden s Talent Management Approach BUILDING A METRIC-DRIVEN APPROACH TO MASTERING THE SUCCESSION PIPELINE 1 COMPANY SNAPSHOT Belden s Talent Management Approach As a fast-paced, results-oriented company
More informationThe Insight Driven Organization
The Insight Driven Organization Deloitte Best Managed Symposium April 12, 2016 Deloitte LLP and affiliated entities An organization which embeds analysis, data and reasoning into all their decision making
More informationKorn Ferry Executive to Leader Institute. Accelerating development for senior executives and enterprise leaders.
Korn Ferry Executive to Leader Institute Accelerating development for senior executives and enterprise leaders. Are your senior leaders ready for enterprise leadership? The transition from executive to
More informationCEO Challenge CREATING OPPORTUNITY OUT OF ADVERSITY Building Innovative, People-Driven Organizations
CEO Challenge 2015 CREATING OPPORTUNITY OUT OF ADVERSITY Building Innovative, People-Driven Organizations 1 Background on CEO Challenge Annual survey in its 15 th year; fielded from September 2014 to October
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 informationSample - Tool for Identifying Critical Positions and Risk Assessment
Sample - Tool for Identifying Critical Positions and Risk Assessment Manager: Department: Date: Introduction Succession planning is the strategic alignment of an organization s talent with its business
More informationMentoring as a Component
Mentoring as a Component of Leadership Development Maria Marques West Coast Water/Wastewater Utilities Workshop on Workforce Development Today s Presentation How EBMUD uses mentoring & coaching to support
More informationLeveraging HR Technology. (For Competitive Advantage)
Leveraging HR Technology (For Competitive Advantage) Objectives 1. Why is HR Tech a Business Imperative? Important Terminology 2. Learn How to Leverage HR Technology Six Steps 3. Examples Increased Efficiencies
More information2017 RBC UK GENDER PAY REPORT
2017 RBC UK GENDER PAY REPORT Our Diversity & Inclusion Vision To be among the most inclusive and successful companies, putting diversity into action to help employees, clients and communities thrive.
More information2017 RBC UK GENDER PAY REPORT
2017 RBC UK GENDER PAY REPORT Our Diversity & Inclusion Vision To be among the most inclusive and successful companies, putting diversity into action to help employees, clients and communities thrive.
More informationHealth Wealth Career. MERCER Training. data to drive the decision making process
Health Wealth Career MERCER Training Series SPRING 2016 Data Driven Leadership Unlocking the value of using data to drive the decision making process TAKING HR TRAINING TO A TRANSFORMATIONAL LEVEL At Mercer
More informationTALENT STRATEGY AN INTEGRAL PART OF BUSINESS STRATEGY AT GENERALI
TALENT STRATEGY AN INTEGRAL PART OF BUSINESS STRATEGY AT GENERALI BERLIN, 21MAY 2015 Christina Anagnostopoulou Generali Group Talent Management GENERALI S CONCEPTUAL FRAMEWORK Diagnostic People Strategy
More informationTOOL 9.4. HR Competency Development Priorities. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT
TOOL 9.4 HR Competency Development Priorities The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT 84604 801.373.4238 www.hrfromtheoutsidein.com [9.4] HR COMPETENCY DEVELOPMENT PRIORITIES Directions:
More informationJOB DESCRIPTION. Job family HR Band E
Job title HR Business Partner Job family HR Band E Job purpose The HR Business Partner (HRBP) is an internal consultant providing an enabling business support role. The role may be Specialist or Generalist
More informationRole and person profile
Role and person profile Post title: Director of Regulation Location: Manchester Business Area: Research and Compliance Department: Compliance Reports to: Director of Research and Compliance Responsible
More informationSenior Business Process Analyst - Source to Pay (SAPO)
Senior Business Process Analyst - Source to Pay (SAPO) Location: [Asia & Pacific] [Philippines] [Quezon City] Category: Support Services Job Type: Fixed term, Full-time PURPOSE OF POSITION: The Business
More informationUNC Leadership Survey 2013: High-Potential Leadership. Quantitative Report UNC Kenan-Flagler Business School Executive Development
UNC Leadership Survey 2013: High-Potential Leadership Quantitative Report UNC Kenan-Flagler Business School Executive Development 2013 Table of Contents Introduction 3 How to Read this Report 4 Section
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 informationLEADING FROM YOUR LEVEL SESSION 2208
LEADING FROM YOUR LEVEL SESSION 2208 DR. DAVID A. RUDE CHIEF LEARNING OFFICER U.S. DEPARTMENT OF DEFENSE David Rude, 2015 Federally Employed Women NTP 2015 Session Objectives 2 Identify leadership levels
More informationScala presents Assessment centres and. Technology. for A & DC Conference
Scala presents Assessment centres and Technology for A & DC Conference 25 November 2014 You Face Many Challenges Targeted development vs. one size fits all Resistance to assessments Alignment with business
More informationTrusted Experts in Analytics
Trusted Experts in Analytics Trusted Experts in Analytics We re driven to help organizations improve their agility to make intelligent decisions that create value. Astute decision makers learn from the
More informationThe Future of HR: Leadership Success Through Continuous Learning & The Emergence of Analytics
The Future of HR: Leadership Success Through Continuous Learning & The Emergence of Analytics Jon Decoteau, SHRM-SCP Divisional Director West Society For Human Resources October 6, 2017 SHRM Guam Chapter
More informationPerformance Management & Learning
Performance Management & Learning Delivering a complete solution that supports organization excellence & individual fulfillment Exxceed, Inc. Dean H. Dussias President & CEO Purpose of This Presentation
More informationBest Practices in Succession Management
Best Practices in Succession Management presented by William J. Rothwell, Ph.D., Professor, Pennsylvania State University Robert Edwards, Linkage Principal Consultant Agenda Introductions What is Succession
More informationWHEN WOMEN THRIVE. Slide 1 ROUNDTABLE DISCUSSION: DEVELOPING AN EVIDENCE- BASED GENDER DIVERSITY STRATEGY HEALTH WEALTH CAREER
Slide 1 HEALTH WEALTH CAREER WHEN WOMEN THRIVE ROUNDTABLE DISCUSSION: DEVELOPING AN EVIDENCE- BASED GENDER DIVERSITY STRATEGY Slide 2 AGENDA An Evidence-based Approach to Managing Diversity (30 min) Break
More informationWorkforce Planning 20/20
2 Workforce Planning Model 1 The 6 B s of Talent Acquisition 3 Workforce Planning 20/20 Tips to Meet your Talent Acquisition Needs Elissa O Brien, SHRM- SCP What new markets or growth areas will your organizations
More informationEffective Succession Planning: Elements You Need to Ensure Regulator Happiness
Effective Succession Planning: Elements You Need to Ensure Regulator Happiness Date or subtitle Community Bankers of Iowa Peer Connection Forum 1 Session Highlights Getting the People Thing Right Understanding
More informationHelmut Schuster Group HR Director. People Capability
Helmut Schuster Group HR Director People Capability Contents 1. Context 2. BP s Integrated People Framework 3. Our areas of focus: Hire Develop Deploy Performance Manage & Reward Engage 4. Safety Operational
More informationThe High Performance Team Profile
The High Performance Team Profile The High Performance Team Profile While there are many frameworks and methodologies that can help team effectiveness, they often fail to capture the underlying beliefs
More information2013 CHRO Pulse Survey
2013 CHRO Pulse Survey Introduction Korn Ferry s Human Resources Center of Expertise surveyed over 100 Chief Human Resources Officers (CHRO) and human resources leaders from the Korn Ferry database of
More informationUniversity of Portland. Staff Classification & Market Pricing Project
University of Portland Staff Classification & Market Pricing Project 2014 Agenda Project Objective and Goals Classification Structure Compensation Philosophy Salary Structure & Market Pricing Manager Responsibilities?
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 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 informationHigh-Impact Succession Management The Performance Model: Key Drivers and Talent Outcomes Andrea Derler, Ph.D., Research Manager, Leadership &
High-Impact Succession Management The Performance Model: Key Drivers and Talent Outcomes Andrea Derler, Ph.D., Research Manager, Leadership & Succession Management Christina Rasieleski, Lead Member Advisory
More informationVice Chancellor, Human Resources District Office Kern Community College District JOB DESCRIPTION
Vice Chancellor, Human Resources District Office Kern Community College District JOB DESCRIPTION Definition Under the direction of the Chancellor, the Vice Chancellor, Human Resources provides leadership
More informationCompetency Models Eight competency models were created for each position within the training organization. These were:
W hat differentiates the BEST from the REST? How do we define exceptional performance? Competencies provide an objective platform of skills, knowledge, and behaviors that identify what is required for
More informationAchieve Business Results with Performance - Based Learning Best Business Practices and Call Center Case Study
Achieve Business Results with Performance - Based Learning Best Business Practices and Call Center Case Study Convergys Relationship Management Customer Relationships Achieve a Superior Customer Experience
More informationOur people 85% 40.5% Be a great place to work
Our people We are dedicated to building an inclusive, open and trusting organisation that embraces the skills, knowledge and unique ability of our employees. We are also committed to respecting and embedding
More informationAccion 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 informationDirector and Team Lead of the Cooperative Development Research and Resource Center of OCDC (International Cooperative Partnerships)
Director and Team Lead of the Cooperative Development Research and Resource Center of OCDC (International Cooperative Partnerships) Executive Overview The U.S. Overseas Cooperative Development Council
More informationInternal Management Consulting Competency Model Taxonomy
AIMC National Conference April 10-13, 2005 Internal Management Consulting Competency Model Taxonomy Adapted from the ASTD Competency Study: Mapping the Future New Workplace Learning and Performance Competencies.
More information