I want to offer a positive view of HR s 2016 value by discussing HR s POT: Perspective, Outcome, and Transformation. Dave Ulrich
|
|
- Brett Webb
- 5 years ago
- Views:
Transcription
1 By DAVE ULRICH
2 I want to offer a positive view of HR s 2016 value by discussing HR s POT: Perspective, Outcome, and Transformation. Dave Ulrich 2
3 Perspective HR does not start with HR. In leading companies, HR shapes business value because HR starts with the business. The scorecard of good HR is the scorecard of the business. HR investments help deliver product innovation, geographic expansion, and customer intimacy growth strategies. But beyond strategic HR where business strategy is a mirror in which HR reflects business goals; strategy can be a window so that HR work is being connected to external customers and to investor confidence (called HR outside-in). Customers are increasingly involved with staffing (sourcing and interviewing candidates), training (designing, attending, and teaching), performance management (doing 720 more than 360), and leadership (leadership brand). Investor confidence increases when they monitor quality of leadership through a leadership capital index assessing individual leaders and human capital systems. Often those critiquing HR are like those who wonder why the twenty year old telephone, computer, or television does not deliver against modern standards. The dated strawman of HR as an administrator of benefits or policy police is out of date. With an HR outside-in perspective, HR starts and delivers customer and investor value. STRATEGIC HR ACTIVITIES BUSINESS STRATEGY MIRROR BUSINESS STRATEGY WINDOW CUSTOMERS INVESTORS 3
4 Outcomes HR is not just about talent. For 20 years, HR has been focused on talent (called labor force, workforce, employees, staff, and people). The war for talent has been the dominant metaphor for HR as fueled by the McKinsey study War for Talent. Some even want to change the name from human resources to talent. However, leading organizations are now pivoting from an exclusive focus on war for talent to a perspective called victory through organization. Individuals are champions, but teams win championships. I would advocate that there are three generic outcomes of great HR work: talent, leadership, and capability. Talent audits mean that employees have the right competence (knowledge, skills, and abilities), commitment (behavioral engagement), and contribution (emotional engagement and meaning). Capability refers to the organization which may be called culture, systems, process, or teamwork. Capability audits ensure that the organization has the right systems and culture to meet stakeholder requirements. Leadership bridges talent and capability. Employees (talent) will often do what leaders do. Leaders embody the culture or capability of the company and perpetuate it through their thought and actions. Leadership audits ensure that leaders at all levels make choices for future success. TALENT LEADERSHIP CAPABILITY 4
5 Transformation HR for HR has arrived. HR investments emphasize governance, practices, competencies, and analytics. HR governance is handled increasingly through professional services units within their organizations where HR experts turn their insights about people, performance, information, and work into line manager client value. They deliver foundational work through HR technology and strategic work through business partnerships. Additionally, innovative HR practices have facilitated business results by focusing less on bureaucratic processes and more on simple and integrated solutions. Complex performance appraisals are replaced with informed conversations which ensure accountability. Technology-enabled hiring, training, and compensation help deliver the administrative work of HR so that more attention can be focused on strategic HR. HR competencies ensure that HR professionals have the unique skills to deliver business results and demonstrate personal credibility. HR analytics have helped make HR investments that have business impact. Strategic HR Investments will drive business results GOVERNANCE PRACTICES COMPETENCIES ANALYTICS BUSINESS RESULTS 5
6 After decades of research, we know how to invest in HR governance, practices, competencies, and analytics so that HR shapes talent, leadership, and organization outcomes that deliver strategy and build customer and investor value. Dave Ulrich is a professor at the Ross School of Business at the University of Michigan and the co-founder of The RBL Group. When it comes to helping HR realize its full potential, he sets the agenda, and we re constantly building his latest research and ideas into products and services that work for your business. Click the link below or visit to see how we can help. Learn More 6
Dave Ulrich outlines underlying (HR) principles and practice, their development and how they are likely to shape up in the future.
Financial Times 12 Oct 2001 Dave Ulrich outlines underlying (HR) principles and practice, their development and how they are likely to shape up in the future. The evolution of a professional agenda Dave
More informationThe RBL White Paper Series. Next Generation HR DAVE ULRICH
The RBL White Paper Series Next Generation HR DAVE ULRICH Next Generation HR Dave Ulrich Tell us about your business. That s how we like to start when we sit down to work with senior HR professionals.
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 informationEmerging trends in HR value creation
Emerging trends in HR value creation GMASHRM Madison, Wisconsin May 2016 Dave Ulrich dou@umich.edu www.rbl.net Ideas About new business realities and how HR professionals add value Future What s next?
More informationDreams: Where Human Resource Development Is Headed to Deliver Value
EDITORIAL Dreams: Where Human Resource Development Is Headed to Deliver Value My psychologist wife has taught me that to understand our past, we can read our journals. To understand our present, we need
More informationThe future of HR: HR value creation
The future of HR: HR value creation Human Resource Summit, The Shift: Enabling HR Renewal and Graoth Management Centre Turkiye February 2012 Dave Ulrich dou@umich.edu www.rbl.net Overall Goals 2 Think:
More informationMiddle East Consortium
Middle East Consortium Middle East Consortium CONSORTIUM OVERIVEW Focusing the genius of your organization. What is the RBL Middle East Consortium? This consortium is a senior executive think tank dedicated
More informationFrom Shared Services to Professional Services
The RBL White Paper Series From Shared Services to Professional Services DAVE ULRICH AND JOE GROCHOWSKI From Shared Services to Professional Services Dave Ulrich and Joe Grochowski We are frequently asked,
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 informationThe world s greatest training the world s best.
Consulting Consulting The world s greatest training the world s best. OUR EXPERTISE We are idea generators and development accelerators. We help organizations find results-based answers to their most challenging
More informationWhere HR is Headed to Deliver Value
THE RBL GROUP WHITE PAPER SERIES HR Dreams Where HR is Headed to Deliver Value Dave Ulrich These dreams are rooted in the challenges of businesses today and how HR professionals should respond. They also
More informationHR PROFESSIONALS NEED TO TRANSLATE BUSINESS PLANS INTO ACTION
HR PROFESSIONALS NEED TO TRANSLATE BUSINESS PLANS INTO ACTION Interview with Dave Ulrich, professor at the University of Michigan by ERNESTO USCHER, JOSÉ MANUEL ALCARAZ, JOSÉ RAMÓN PIN Interview with Dave
More informationCREATING A WINNING CULTURE: THE ROLE OF HR PROFESSIONALS. Dave Ulrich
CREATING A WINNING CULTURE: THE ROLE OF HR PROFESSIONALS Dave Ulrich Wayne Brockbank Executive Summary Michigan Ross professors Dave Ulrich and Wayne Brockbank have conducted research on the impact of
More informationIndividual Report for Maria Sample
Individual Report for Maria Sample 360 Table of Contents 2 3 Section 1: The New HR Competency Model 6 Section 2: Understanding Your Report 7 Section 3: Demographic Information 9 Section 4: Summary of Domains
More informationHR4ICT 2013 South Africa 27 November 2013
HR4ICT 2013 South Africa 27 November 2013 Overview The new era in context The new era - drivers & processes HR new era roles & skills The Way Ahead The new era Fast-moving, technology-led society & workplace;
More informationCompetency Model for HR Professionals
Business Partner Mission Oriented Strategic Planner Systems Innovator Understands Team Behavior Leader EthicalTakes Risks NAPA Competency Model for HR Professionals Ethical Decisive Develops Staff Creates
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 informationDigital Disruption, Big Data and HR. Embrace or Avoid? August 2017
Digital Disruption, Big Data and HR. Embrace or Avoid? August 2017 Presentation Agenda 2 What trends are we seeing? What are business' expectations for HR? What the Competencies of HR in the new economy?
More informationHistory of HR Competencies: Evolution of the Profession
History of Competencies: Evolution of the Profession By Dave Ulrich University of Michigan/RBL Group dou@umich.edu David Kryscynski Brigham Young University Michael Ulrich Utah State University Wayne Brockbank
More informationTHE BENEFITS OF TECHNOLOGY FOR THE STRATEGIC CHRO
A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT THE BENEFITS OF TECHNOLOGY FOR THE STRATEGIC CHRO Copyright 2016 Harvard Business School Publishing. sponsored by SPONSOR STATEMENT IT Leadership in the
More informationCompetencies for HR Professionals. By Dave Ulrich University of Michigan/RBL Group David Kryscynski Brigham Young University
Competencies for HR Professionals By Dave Ulrich University of Michigan/RBL Group dou@umich.edu David Kryscynski Brigham Young University Michael Ulrich Utah State University Wayne Brockbank Ross School
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 informationVictory Through Organization: How HR can best create value? Logic for the session
Victory Through Organization: How HR can best create value? Montreal HR conference March 2018 Dave Ulrich dou@umich.edu ww.rbl.net Logic for the session 2 0 to 10: how much value do I create? How could
More informationCoaches are not measured by what they know but how they help others change because of what they know and do. Dave Ulrich Co-Founder, The RBL Group
Executive Coaching Executive Coaching Coaches are not measured by what they know but how they help others change because of what they know and do. Dave Ulrich Co-Founder, The RBL Group Coaching should
More informationGreek HRM: Building the Critical Competencies
The RBL White Paper Series Greek HRM: Building the Critical Competencies ALLAN FREED, JUSTIN HYATT, ANTONIS PAPACHRISTOU, AND NANCY PAPALEXANDRIS This article discusses results of the 2012 global Human
More informationDevelopment. 01 Leadership Code Workshops 02 The Leadership Academy. 03 HR Strategic Partnering Skills Workshops 04 The Strategic HR Academy
Development Leadership Development 01 Leadership Code Workshops 02 The Leadership Academy Strategic HR Development 03 HR Strategic Partnering Skills Workshops 04 The Strategic HR Academy Organizational
More informationHR Transformation. HR Transformation The RBL Group
HR Transformation BY DAVE ULRICH & JUSTIN ALLEN THE RBL INSTITUTE MINI FORUM WHITE PAPER NOV 2009 As the pace of change increases in global markets, economic uncertainty, technological advances, leaders
More informationManagerial positions in Directorate General Human Resources
Managerial positions in Directorate General Human Resources Reference 2016-139-EXT Type of contract Fixed-term contract which may be converted into a permanent contract after five years subject to individual
More informationHow Often Should Companies Survey Employees?
How Often Should Companies Survey Employees? Emerging Trends and Practical Considerations. 2017 Perceptyx, Inc. 28765 Single Oak Drive, Suite 250, Temecula California 92590 951.676.4414 www.perceptyx.com
More informationTHE HR BUSINESS PARTNER MODEL: PAST AND FUTURE PERSPECTIVES
THE HR BUSINESS PARTNER MODEL: PAST AND FUTURE PERSPECTIVES Dave Ulrich Rensis Likert Professor of Business at the University of Michigan Partner, The RBL Group Wayne Brockbank Clinical Professor of Business
More informationHow HR Can Add Value?
How HR Can Add Value? Today, no market is more competitive than the market for employees. The challenge for organizations is not only to make potential employees aware of their company as a good place
More informationRESEARCH SPOTLIGHT. How PREDICTIVE ANALYTICS Can Improve Your Recruiting Outcomes
RESEARCH SPOTLIGHT How PREDICTIVE ANALYTICS September 2017 Table of CONTENTS TABLE OF CONTENTS Why Not Use Predictive Analytics for Talent Acquisition? 3 Defining Predictive and Prescriptive Analytics
More informationINTANGIBLES IRRUPT INTO HR AND LEADERSHIP DEVELOPMENT
1 INTANGIBLES IRRUPT INTO HR AND LEADERSHIP DEVELOPMENT Interview with Norm Smallwood, co-founder of RBL and Professor at the University of Michigan by JOSÉ RAMÓN PIN, JOSÉ MANUEL ALCARAZ Interview with
More informationA Talent Benchstrength Strategy
A Talent Benchstrength Strategy What Is It and Why Do You Need It? You ve been bombarded with information about Talent Management in recent years. More and more people are in Talent Management positions
More informationThe Vowels of Strategy: Behaviors and Responsibilities in the Strategic Process
The RBL White Paper Series The Vowels of Strategy: Behaviors and Responsibilities in the Strategic Process MICHAEL PHILLIPS AND DAVE ULRICH The Vowels of Strategy: Behaviors and Responsibilities in the
More informationTOOL 8.1. HR Transformation Milestones Checklist. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT
HR TOOL 8.1 HR Transformation Milestones Checklist The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT 84604 801.373.4238 www.hrtransformation.com TOOL 8.1 HR Transformation Milestones Checklist In
More information2017 University of Southern California Presentation only. Not for distribution.
All listener lines will be muted. Want to speak during the discussion? Please click the Raise Hand button. Please click the button again (it will read Lower Hand ) once you are finished speaking. Have
More informationHUMAN RESOURCE MANAGEMENT STRATEGY AND. Week 3 ANALYSIS
HUMAN RESOURCE MANAGEMENT STRATEGY AND Week 3 ANALYSIS STRATEGIC MANAGEMENT PROCESS (1) Goal-Setting and the Planning Process Plan: a course of action from getting from where you are to where you want
More informationBuilding Culture from the Outside-in
THE RBL GROUP WHITE PAPER SERIES Building Culture from the Outside-in Dave Ulrich, Justin Allen, Norm Smallwood, Wayne Brockbank, and Jon Younger In a volatile world of speed and change, organizations
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 informationYou Know You Have Leadership Brand When...
You Know You Have Leadership Brand When... Dave Ulrich Norm Smallwood Steve Snyder Strong and effective leadership throughout an organization, a Leadership Brand, becomes an intangible confidence builder
More informationexecutive summary workplace trends guide
executive summary workplace trends guide Insight from leaders within: Engineering Finance & accounting Healthcare Human resources IT Legal Life sciences Manufacturing & logistics Office & administration
More informationDiscerning the future of Career Management brings us more challenges than opportunities, more questions than answers.
Discerning the future of Career Management brings us more challenges than opportunities, more questions than answers. Long ago, Peter Drucker (1997) was asked how he could predict the reunification of
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 informationHR certification: basic course
HR certification: basic course What makes the program unique: It is a modular program covering all major areas of the integrated talent There are trainings for different levels of HR professionals (basic
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 informationStrategic t Measurement: What s Your Value Proposition
Strategic t Measurement: What s Your Value Proposition William Schiemann, Ph.D. CEO, Metrus Group, Inc. SHRM Morris County June 2009 Four Things You Will Take Away! How to be more strategic in your role
More informationThe Central Address for a Connected Workforce. Human Capital Management Report. The Reinvention of HR: Managing HCM Trends and the Evolving Workforce
The Central Address for a Connected Workforce Human Capital Management Report The Reinvention of HR: Managing HCM Trends and the Evolving Workforce By 2025, Millennials will account for 75% of the global
More informationThe Management Process
1-1 The Management Process Planning Organizing Staffing Leading Controlling 1-2 Management Process Planning Goals and standards Rules and procedures Plans and forecasting. Organizing Tasks Departments
More informationMorgan International Workshops
Morgan International Workshops 2017 Morgan International s Workshops As a leading professional training provider, Morgan International is dedicated to offering our clientele the latest and most relevant
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 informationORGANIZATIONAL EFFECTIVENESS
EB-00-00 Exhibit F Tab Schedule Filed: 00 Aug Page of ORGANIZATIONAL EFFECTIVENESS INTRODUCTION Organizational Effectiveness ( OE ) provides a range of services in the areas of organization development;
More informationFive Steps to Predictive Analytics
Five Steps to Predictive Analytics Karen O Leonard, Vice President, Benchmarking & Analytics Research Bersin by Deloitte Kathleen Blake McCann, Ph.D., Vice President, Human Resources and Administration;
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 informationInnovating for Today s New Workforce
RETHINKING PROCUREMENT TALENT MANAGEMENT: Innovating for Today s New Workforce Presented by: Don Dougherty, Partner Executive Vice President Marrena Anderson Senior Vice President AN APPROACH UNHEARD OF
More informationALL-IN-ONE HR SOFTWARE
ALL-IN-ONE HR SOFTWARE Roubler manages the entire employment life-cycle in one seamless cloud based system for simpler workforce management and better business performance. Table of Contents. One System.
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 informationADVANCED HUMAN RESOURCE EXECUTIVE PROGRAM
EXECUTIVE EDUCATION ADVANCED HUMAN RESOURCE EXECUTIVE PROGRAM The World s Preeminent HR Executive Program TOP 10 GLOBAL PROVIDER Financial Times, 2017 HR is not about HR; it is about helping a business
More informationWhen it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative
KORN/FERRY INTERNATIONAL Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative By Charles B. Eldridge and Kenneth R. Brousseau, Ph.D. As organizations of all sizes struggle to
More informationWorkforce Strategy Overview. May 4, 2017
Workforce Strategy Overview May 4, 2017 Workforce Strategy Center of Excellence Employment Team (3) Classification and Compensation Team (3) Front Desk (1) Workforce Strategy Manager (1) 2 Employment Team
More informationFundamentals of Human Resource Management 12th Edition Test Bank DeCenzo
Fundamentals of Human Resource Management 12th Edition Test Bank DeCenzo Completed downloadable package TEST BANK for Fundamentals of Human Resource Management 12th Edition by David A. DeCenzo, Stephen
More informationADVANCED HUMAN RESOURCE EXECUTIVE PROGRAM
EXECUTIVE EDUCATION ADVANCED HUMAN RESOURCE EXECUTIVE PROGRAM The World s Preeminent HR Executive Program TOP 10 GLOBAL PROVIDER Financial Times, 2018 HR is not about HR; it is about helping a business
More informationA How-To Guide: Best Practices for Properly Organizing, Managing and Paying Your Freelance Workforce.
A How-To Guide: Best Practices for Properly Organizing, Managing and Paying Your Freelance Workforce www.workmarket.com Any business that is engaging an independent workforce needs to take steps to ensure
More informationAre. Competencies. Still Alive? By Tomas Chamorro-Premuzic CEO, Hogan Assessment Systems. This content first appeared on
Are Competencies Still Alive? By Tomas Chamorro-Premuzic CEO, Hogan Assessment Systems This content first appeared on Over 40 years have passed since David McClelland first proposed that the most sensible
More informationorganizational effectiveness and performance tend to be associated with measuring HR departmental efficiency and the quality of its services?
BY JOHN W. BOUDREAU AND EDWARD E. LAWLER III ILLUSTRATIONS BY CHRISTINA CHUNG How do human resources organizations measure their efficiency, effectiveness and impact? W hat human resources measurement
More informationExcellence in Action: Division of Human Resources Summary Response to the Human Resources Assessment. Division of Human Resources
Excellence in Action: Division of Human Resources Summary to the Human Resources Assessment Division of Human Resources March 26, 2010 Introduction The Human Resources Assessment was conducted in response
More informationEmployer Engagement Assessment Instrument
Employer Engagement Assessment Instrument September 2013 Produced by Coffey Consulting, LLC for the U.S. Department of Labor, Employment and Training Administration, Office of Workforce Investment, Division
More informationVICTORY THROUGH ORGANIZATION: Why the War for Talent is Failing Your Company and What You Can Do about It
VTO, ch. 1, Why HR Why Now, p. 1 VICTORY THROUGH ORGANIZATION: Why the War for Talent is Failing Your Company and What You Can Do about It Dave Ulrich, Wayne Brockbank, David Kryscynski, Mike Ulrich CHAPTER
More informationPORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY
PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY January 2013 Overview Portland Public School District (the District or PPS) contracted with AKT to create a new vision and values for their
More informationGetting Strategic with HR Technology
Getting Strategic with HR Technology Objectives 1. Current Trends in HR Technology 2. Getting Strategic with Technology 3. Building a Business Case for Technology Who Is This Guy? HR Strategist HR/Payroll
More informationMetropolitan College of New York School for Business
Metropolitan College of New York School for Business Healthcare Management Purpose 6 Handbook Managing Human Resources In Healthcare Contents OVERVIEW OF THE PURPOSE Purpose deliverables, competencies
More informationTHE FEDERAL RESERVE BANK OF DALLAS VICE PRESIDENT HUMAN RESOURCES
THE FEDERAL RESERVE BANK OF DALLAS VICE PRESIDENT HUMAN RESOURCES www.dallasfed.org The Organization: The Role: The Federal Reserve Bank of Dallas is one of twelve regional Reserve Banks in the Federal
More informationBUILDING CREDIBILITY. For internal use only
BUILDING CREDIBILITY Overview Topic Overview Being a credible business partner is critical to our ability to lead and develop trusted relationships, as well as to influence and deliver results. A key element
More informationProfessional and Managerial Assessment
Professional and Managerial Assessment Assess is a web-based talent assessment platform that provides in-depth assessment for selection and development of managers and professionals. Developed by organizational
More 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 informationBusiness 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 informationTHE ART OF LEADERSHIP
Park City 2016 THE ART OF LEADERSHIP A leadership development experience for high-potential leaders *Accelerating Results Together OVERVIEW Most leadership development approaches are inside out. They start
More informationMANAGEMENT SUCCESSION AND TALENT MANAGEMENT
MANAGEMENT SUCCESSION AND TALENT MANAGEMENT November 14, 2016 Robert R. Messer Stephanie L. Verner Patty Gorzycki In 1997, The McKinsey & Company consulting firm proclaimed that the war for talent would
More informationThe 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 informationThe Question: We are frequently asked, What is next
RBL Institute From Shared Services to Professional Services DAVE ULRICH & JOE GROCHOWSKI THE RBL INSTITUTE MINI FORUM WHITE PAPER JULY 2011 Participating RBL Institute Members: Alejandra Brandolin, Accenture
More informationWorkforce Planning and Talent Management Award
2019 HR EXCELLENCE AWARDS SUBMISSION REQUIREMENTS Workforce Planning and Talent Management Award CPHR Manitoba s HR Excellence Awards submissions must provide all the information requested to complete
More informationEmployee Engagement: Strategy and Practices. Contents are subject to change. For the latest updates visit
Employee Engagement: Strategy and Practices Page 1 of 11 Why Attend Employee engagement is not just an HR issue, it is primarily a business challenge that modern organizations are increasingly facing.
More informationGain leaders trust to sharpen the human capital agenda. Navigate across contexts to create tangible impact
Gain leaders trust to sharpen the human capital agenda Navigate across contexts to create tangible impact Understand business imperatives, connect people initiatives Alumni refer someone for an AHLC course
More informationTalent How diversity contributes to business success Joanna Abeyie
Talent How diversity contributes to business success Joanna Abeyie Managing Director, Hyden Talent, UK Strength lies in differences, not in similarities Stephen Covey What does the creative industry
More informationThe 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 in 2021: Models & Competencies Fall 2017 CAHRS RA Project - White Paper Chris Kelly & Katie Rapp
The HR Function in 2021: Models & Competencies Fall 2017 CAHRS RA Project - White Paper Chris Kelly & Katie Rapp I. Methodology The findings of this research project are based on interviews with 57 Human
More informationRecruiter Sentiment Study
Recruiter Sentiment Study 2013 2nd Half Conducted by MRINetwork, a division of CDI Corporation CDI Corporation proprietary information. Use or dissemination without prior consent is strictly prohibited.
More informationDeloitte s High-Impact HR Operating Model: Business HR. Deloitte Consulting LLP
Deloitte s High-Impact HR Operating Model: Business HR Deloitte s High-Impact HR Operating Model: Business HR The business of Human Resources (HR) is the business HR has a mission: High impact. A new Operating
More informationCan HR Evolve Faster? What's in Its Way? - and
Can HR Evolve Faster? What's in Its Way? - and How to Remove It John Boudreau April 19, 2010 Extending the Paradigm Compliance Maintain compliance and control Services Provide effective services Human
More informationMERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY
HEALTH WEALTH CAREER MERCER LEARNING EMPOWERING TOMORROW S HR LEADERS TODAY BUSINESS PARTNERING 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 informationCERTIFICATIONS IN HUMAN RESOURCES» 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 TM EXAM CONTENT OUTLINE SPHRi EXAM CONTENT OUTLINE AT-A-GLANCE SPHRi EXAM WEIGHTING BY FUNCTIONAL
More informationA NEW ERA IN CAMPUS RECRUITING: LEVERAGING TECHNOLOGY TO RECRUIT TOP STUDENTS
Madeline Laurano Co-Founder & Chief Research Officer Aptitude Research Partners A NEW ERA IN CAMPUS RECRUITING: LEVERAGING TECHNOLOGY TO RECRUIT TOP STUDENTS As job openings hit a record high with unemployment
More informationMaster of LEADING THINKING LEADING ACTION LEADING HR. Human Resources. moore.sc.edu/mhr #MooreSchool
Master of Human Resources LEADING THINKING LEADING ACTION LEADING HR moore.sc.edu/mhr #MooreSchool LEADING THINKING LEADING ACTION LEADING HR The strong education and practical experience you will receive
More informationRequired Courses ACCT 710 Managerial Accounting for Decision Making and Control FIN 750 Financial Management ECON 708 Managerial Economics
Required Courses ACCT 710 Managerial Accounting for Decision Making and Control This course focuses on the role of management accounting in planning, controlling, evaluating performance and decision-making.
More informationWorkforce Planning to Meet Critical Business Needs
Workforce Planning to Meet Critical Business Needs TEXAS PUBLIC POWER ASSOCIATION 2016 Annual Conference July 26, 2016 - Austin, TX Presented by: Yvonne Morales Pelayo, CPS Energy Patricia Cruz, Leidos
More 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 informationJOB DESCRIPTION: EXECUTIVE DIRECTOR PIVOT LEGAL SOCIETY
JOB DESCRIPTION: EXECUTIVE DIRECTOR PIVOT LEGAL SOCIETY Pivot works in partnership with communities affected by poverty and social exclusion to identify priorities and develop solutions to complex human
More informationJourney to Excellence
Journey to Excellence 42 Deloitte A Middle East Point of View Fall 2015 Operational excellence The excellence agenda in the Gulf countries is increasingly changing the context in which governments operate
More information