Content about Corporatese

June 26, 2012
Onboarding as Part of Talent Management Strategy

PricewaterhouseCoopers’ extensive internship program produces strategic results. Some 90 percent of PwC’s interns transition to full-time hires. Former interns who work full-time for the firm are retained longer as PwC employees; they achieve higher performance ratings than non-interns; and they are promoted to manager with a higher frequency.

Big or small, every company has to onboard new employees. Some organizations manage the process better than others. A select few take onboarding to the next level and integrate their onboarding program into their talent management process. The result of this integration is that onboarding becomes a key component of a company’s talent strategy.

March 27, 2012
The Art of Negotiation

Many people think William Shatner is the master negotiator based on his priceline.com commercials, but I believe my husband actually owns the title.

Many people think William Shatner is the master negotiator based on his priceline.com commercials, but I believe my husband actually owns the title. His dad was in auto sales, and he has continued the family tradition. In fact, he practices his wiles—I mean skills—on me on a regular basis.

February 20, 2012
Miami Children’s Hospital Puts People First

Miami Children’s Hospital (MCH) faced a steep challenge: a doubling of the demand for talented people in health care coupled with a labor supply that continues to dwindle. The hospital answered that challenge with initiatives that attract, train, and retain the kind of talented people the organization needs to lead it into the future.

By Margery Weinstein

With the health-care industry currently the largest employer in the United States and its labor market expected to achieve a 49 percent growth in the next five years, Miami Children’s Hospital (MCH) faced a steep challenge: a doubling of the demand for talented people in health care coupled with a labor supply that continues to dwindle. The hospital answered that challenge with initiatives that attract, train, and retain the kind of talented people the organization needs to lead it into the future.

February 20, 2012
Training Today: Partnerships and Alliances (Jan/Feb 2012)

The latest training industry mergers, acquisitions, partnerships, and more.

>> Management Concepts Inc., a provider of training to the federal government, announced its exclusive collaboration with the Society for Human Resource Management (SHRM) to develop and offer HR training curricula for federal agencies. Six courses initially will be offered and will focus on federal market HR, talent acquisition and development, HR as a strategic business partner, building credibility in HR, human capital effectiveness metrics and workforce planning.

November 1, 2011
6 Salesperson Onboarding Mistakes That Can Lead to Disaster

Top-performing companies don’t think of adding headcount to the sales team as hiring. They see it as an investment in revenue. Use onboarding as your strategy to protect the investment and ensure a high rate of return.

By Lee B. Salz

When a sales candidate accepts a job offer, everyone is all smiles. Yet, those smiles can quickly turn upside down if you are making any of these salesperson onboarding mistakes:

July 25, 2011
Benefits of Onboarding

Do your onboarding practices give new employees a clear sense of their job responsibilities and your organization’s mission? Our research indicates two important practices may accelerate new employee engagement. Of the common onboarding practices we surveyed, two appeared to make the biggest difference in a smooth transition.

Do your onboarding practices give new employees a clear sense of their job responsibilities and your organization’s mission? Our research indicates two important practices may accelerate new employee engagement. Of the common onboarding practices we surveyed, two appeared to make the biggest difference in a smooth transition:

July 22, 2011
Everything Disc Pulse: Onboarding Success

We surveyed 2,829 recent training participants about onboarding in their current company. People who received a summary of the organization's mission said they were able to “significantly contribute to the organization” four weeks earlier (on average) than those who did not. They also were able to figure out how important decisions got made in the organization six weeks earlier than those who did not.

By Mark Scullard, Director of Research, and Jeffrey Sugerman, President and CEO, Inscape Publishing