Content about Talent management

February 23, 2012
A Unified Vision for Talent Management

A holistic approach to Talent Management would be to put all these functions— Recruiting, L&D, OD, Talent Management/Development, Content Management (Knowledge), and Performance Management—under one roof and have it report to the C-suite. Some will say that many of these functions already exist under one area, usually HR, but is there a unified vision and an integration of how and why all these units work together?

By Richard Lynell

February 23, 2012
A Unified Vision for Talent Management

A holistic approach to Talent Management would be to put all these functions— Recruiting, L&D, OD, Talent Management/Development, Content Management (Knowledge), and Performance Management—under one roof and have it report to the C-suite. Some will say that many of these functions already exist under one area, usually HR, but is there a unified vision and an integration of how and why all these units work together?

 

By Richard Lynell

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

Human Resources (HR) executives know all too well that despite continued high unemployment, one of the major risks to a business is the difficulty in locating and attracting the right talent. When it comes to shaping the future health of a business, the ongoing practice of retaining and hiring top talent is crucial. Recent research from Heidrick & Struggles supports the idea that as the economy improves, competition to find and keep this top talent will only become fiercer.

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

Human Resources (HR) executives know all too well that despite continued high unemployment, one of the major risks to a business is the difficulty in locating and attracting the right talent. When it comes to shaping the future health of a business, the ongoing practice of retaining and hiring top talent is crucial. Recent research from Heidrick & Struggles supports the idea that as the economy improves, competition to find and keep this top talent will only become fiercer.

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

 

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

February 21, 2012
The Battle for Great Talent

Heidrick & Struggles recently commissioned a survey in partnership with The Economistof more than 400 CEOs globally to tell us about their attitudes on hiring prospects for the future. The survey results, along with other data and input from global economists, formed the basis of the Heidrick & Struggles Global Talent Index, which shows that the demand for talent across the globe is outstripping supply.

 

By Judy Braun,VP, Global Talent Development, Heidrick & Struggles

February 20, 2012
The Main Drivers of Employee Engagement

There are two types of employee engagement—emotional commitment and rational commitment —with emotional commitment being four times more powerful than rational commitment in driving employee effort. Employees stay with their organizations when they believe it is in their self-interest (rational commitment). But they exert discretionary effort when they believe in the value of their job, their team, and their organization (emotional commitment).

By Dr. Mee-Yan Cheung-Judge, Founder of Quality & Equality Ltd., and Linda Holbeche, former Research and Policy Director, CIPD

January 31, 2012
Assessing Human Potential to Predict Future Success

Objectively assessing potential and identifying an individual’s ability to succeed when faced with future challenges is difficult for many companies. But identifying employees who have the right characteristics and attributes—and specifically agility in learning, adapting to changing situations, understanding the business models, and building networks of useful contacts—should be part of every organization’s plan and will contribute to a high-performance organization.

By Roger Edwards, Senior Vice President, Strategic Consulting, Pilat HR Solutions

When the economy is in turmoil, it’s important to retain talented individuals to maintain business momentum and survive through the tough times. Coming out of a recession, it’s even more essential to have skilled talent in the right job to support growth.

December 23, 2011
Why Companies Need a Strategic HR Partner

More leaders need to use Human Resources as a strategic plant, says Rajeev Pershawaria, author of “Too Many Bosses, Too Few Leaders.” The first step is to choose the right HR leader, someone who can help, as well as challenge. Instead of choosing a comfortable confidante, leaders should look for someone who understands both business and human capital trends, and is able to contribute intelligently to C-suite discussions about business strategy.

By Rajeev Peshawaria

December 5, 2011
UPS Tranforms Its Talent and Performance Management Process

The changes UPS made in performance management included the creation of job models that focus on both job duties and job-specific competencies. They were intended to help set goals related to an employee’s work and aid in developing appropriate performance measures.

By Margery Weinstein

Over the last few years, UPS has transformed its Talent Management and Performance Management Process to align job models and leadership competencies to attract, develop, retain, and reward its future leaders. In late 2009, the company implemented training to all U.S. full-time management to give them a clear understanding of why the changes were made, demonstrate the link between performance and pay, and to help everyone identify their skill gaps and areas of strength.

November 22, 2011
Creating a Holistic Talent Management Team

Before creating a holistic talent management team, organizations have to be more honest about what kind of environment is wanted and what exists (inclusive, collaborative, separate, self-preservation). What type of leadership style is wanted and what exists? Is all leadership held to the same standards with regard to producing the optimal work environment?

By Richard Lynell

What does a holistic talent management team look like?

Well, that answer varies, depending on your organization and its leadership, culture, and environment. But regardless of this, I believe a talent management team should be an independent function of the organization, similar to an internal audit team.

September 26, 2011
Improve Morale AND Results: Invest in Your Workforce in Tough Times

Despite budgetary challenges, St. Joseph’s Addiction Treatment & Recovery Centers took the approach that the best way to ensure the highest quality of care for the people who come to it for treatment was to demonstrate the greatest care for the people who work for the organization.

When the Great Recession began early in 2008, both for-profit and not-for-profit companies struggled to react to the uncertainties of a prolonged economic challenge. A common response was entrenchment through reducing salaries, benefits, and positions.

And this approach seemed to make sense. After all, for most companies, payrolls represent one of the largest, if not the largest, cost centers. Additionally, people—unlike most other assets—can be relatively flexible, and when asked to work longer for less, are generally grateful during hard times to be employed.

September 22, 2011
Are We Listening to the Right People?

Have we been coddling the big organizations and thought leaders in our profession too much and not spending enough time seeking out the people who are producing top-notch training with limited personnel and budgets?

By Richard Lynell

I’m going to digress, a little, from my last article (http://trainingmag.com/article/holistic-approach-talent-management). I’m still thinking about a holistic approach to talent management, but instead of sharing some personal experiences and models, something caught my eye the other day and got me to thinking. It was an opinion piece in The New York Timesfrom Warren Buffett regarding what he felt was a “coddling” of the mega-rich with regard to taxes.

September 14, 2011
Vi Changes Its Workforce Culture with Learning Management

Thanks to its creative use of learning management technology, Vi—the owner and operator of older adult living communities—has enjoyed dramatic results: Online course use has grown more than 1,000 percent, learning costs have fallen by 28 percent, and the company has enjoyed a 5.5 percent increase in customer satisfaction.

By Michael Boese, Sr. Vice President, Taleo Corp.

Thanks to its creative use of learning management technology, Vi—the owner and operator of older adult living communities—has enjoyed dramatic results: Online course use has grown more than 1,000 percent, learning costs have fallen by 28 percent, and the company has enjoyed a 5.5 percent increase in customer satisfaction.

September 14, 2011
What Do High-Potential Leaders Want?

Are organizations putting the right resources behind their high-potential programs? Many organizations assume compensation will keep their employees around. However, according to a PDI Ninth House Pulse on Leadersstudy, high-potential talent consider non-tangible elements such as stimulating and engaging work and a belief in the organization’s mission much more important in a job. Smart organizations are looking for new, more innovative ways to keep them engaged and committed to their organization.

By Stu Crandell, Senior Vice President, Solutions Portfolio Group, PDI Ninth House

High-potential leaders provide an impressive impact to their organizations’ bottom line. In fact PDI Ninth House Pulse on Leadersresearch shows that high potentials can provide their organizations with a 20 percent increase in project success, or approximately $25 million in increased revenue.

August 23, 2011
A Holistic Approach to Talent Management

There is a need for an integrated talent management approach and a change in the way we think about aligning with the organizational goals. A holistic approach to talent management would be to put all these functions—recruiting, L&D, OD, employee relations, and performance management—under one roof. I’d also like to add a function to performance management: performance evaluation.

By Richard Lynell

“I read your last article. Are you outta your mind?” my friend exclaimed.

“Not at all,” I replied. “It’s time for HR and L&D to get back to the forefront of leading an organization, and one of the ways to do this is to take control of as many impacts on employee development and performance as we can.”

August 5, 2011
Top 5 Do’s and Don’ts of Talent Development

According to the Talent Management Survey conducted in 2009 by the Best Practice Institute, more than 82 percent of companies surveyed utilize either a formal or informal talent management program, indicating an awareness that human capital considerations must be among the foremost goals of strategic planning. Less common, however, is consensus on what talent development strategies and methods yield the best results.

By Louis L. Carter, CEO of Best Practice Institute,and Brian Fishel, Senior Vice President, Enterprise Leadership Development, Bank of America

July 25, 2011
Soapbox: A Strategic Approach to Role-Based Talent Management

Talent management can be approached tactically or strategically. The ultimate goal is to create a high-performing organization for today and tomorrow. A tactical approach to talent management focuses on the processes, systems, and components, while a strategic approach to talent management begins with desired business results. The whole must be more and produce more than the sum of the parts.

By Nancy Q. Smith

We are designing a talent management system. Our first priority is to…

How would you complete that statement? The most typical answer is:

“Design quality components of a talent management system and identify a technology provider.”

What we don’t often hear is this:

“Decide what business goals we’re going to support and ensure the talent management system we design results in the achievement of those goals and equips us for near- and longer-term needs.”

July 25, 2011
Strategies for Success (July-August 2011)

Trainingmagazine taps 2011 Training Top 125 winners and Top 10 Hall of Famers to provide their learning and development best practices in each issue. Here, we look at strategies for onboarding and professional development.

Employee Onboarding

By Darren Short, Director, Global Learning & Development, Avanade

October 11, 2010
Communication Tops Skills Sought by Employers

Communication skills--the ability to synthesize and transmit ideas both in writing and orally--is likely to be the top employee development priority for the immediate future, according to a survey of more than 2,000 senior managers and executives by the American Management Association (AMA).

Communication skills--the ability to synthesize and transmit ideas both in writing and orally--is likely to be the top employee development priority for the immediate future, according to a survey of more than 2,000 senior managers and executives by the American Management Association (AMA).