Content about Human resource management

July 31, 2012
Disney English Onboarding: Cast Member Arrival at Centers

At Disney English, new hires spend the first three weeks “owned” by HR and tend to feel engaged. Then when they ultimately are transferred to their permanent work sites, they sometimes feel disconnected as they are leaving other new hires from their onboarding group. The HR team wrote a guide for managers reminding them that when these employees come to their centers, they can’t take anything for granted.

By Glen Loveland, Assistant HR Manager, Foreign Employee Relations, Disney English

At Disney English, new hires spend the first three weeks “owned” by HR and tend to feel engaged. Then when they ultimately are transferred to their permanent work sites, they sometimes feel disconnected as they are leaving other new hires from their onboarding group. The HR team wrote the following guide for managers reminding them that when these employees come to their centers, they can’t take anything for granted:

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
Talent Tips: Onboarding Recognition

There are lost opportunities when onboarding is not used as a loyalty-boosting retention strategy right from the beginning to engage employees the first day they start on the job. All it takes is some careful planning and synchronizing with all of the company’s engagement initiatives.

By Roy Saunderson

Most orientation and onboarding programs are manager-initiated or online portal-delivered sets of steps, policies and procedures, and general ground rules to function on the job. Whether it is health and safety guidelines, learning the full benefits package, taking assigned online learning presentations, or signing off on required Human Resources documents, it can turn into a lot of information cramming and a check-box mentality of task completion.

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.

March 8, 2012
Small Business Dynamics
How can women and minority business owners be most successful? Use your diversity position as reason to conduct strategic planning...dealing honestly and forcefully with the strengths, weaknesses, opportunities, and threats of your business. Thus, you will initiate more partnerships and carve a market niche.

By Hank Moore, Corporate Strategist

How can women and minority business owners be most successful?

See yourself as a plus to the business world, not as a liability. We are all minorities operating in the whole, as do professional specialties within the company’s big picture. Through diversity, each element blends and supports others, as does the corporate visioning process. Major public sector contracts require qualified minority subcontractors. Select partners, and show good faith efforts to procure and execute contracts.

February 28, 2012
Core Competencies: Setting Training Up for Failure?

Letting the Training department assume responsibility for core competencies sets you up for failure. You’re not in a position to implement organizational strategies. What you can do is provide a direct link between the core competencies your organization has chosen and your department’s specific training offerings in terms of employee competence.

By Dan Cooper, CEO, ej4.com

When it comes to training, the “competence” word gets thrown around a lot. The assumption is that everyone knows what it means, but that often isn’t the case. You need to make sure you know which of two definitions you’re talking about, and what the training department is signing up for.

Core Competence

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

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
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

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.

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.

January 25, 2012
Conference Highlight: RESPECT

Motivation is easy when you know what they want.

 

Training 2012 Conference & Expo speaker Dr. Jack Wiley explains how to give workers what they want.

Having researched workers for more than 30 years, we believe we know what they want. Not only that, we know that organizations that give workers what they want see higher levels of customer satisfaction and profits.

January 20, 2012
Performance Management: The New Rules

When people think about performance management (PM), what usually comes to mind is the formal HR system for conducting appraisals. More than 50 years of research have been devoted to designing the perfect formal PM system. Unfortunately, these attempts have failed to produce a PM system that managers and employees consistently view as working well and that yields the positive outcomes expected from PM. So here are three new rules of PM to help get back on track.

By Elaine D. Pulakos, President, and Rose Mueller-Hanson, Manager, Leadership and Organizational Consulting Group, PDRI, an SHL Company

January 4, 2012
The Year Ahead in Leadership and Training

Sluggish economic recovery, the debt crisis in Europe, and ongoing political uncertainty are creating challenges for many businesses, particularly when it comes to human capital management. As companies continue to face these challenges in 2012, effective collaboration and communication will become mission critical in maintaining a business’ health, and human resource directors and CLOs will have to adopt new practices and new perspectives to meet them.

By Halley Bock, CEO, Fierce, Inc.

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 12, 2011
Hidden Costs of Temporary Workers

The practice of applying cookie-cutter, commodity pricing to people comes at a huge cost. As the temporary staffing industry matured, the typically large disparity in pay between full-time regular employees and temps gave rise to a wide gap in the quality and dedication levels between the two types of workers.

By Randall Hatcher

During the early days of temporary staffing in the 1960s and ’70s, most companies turned to this option on a short-term, project, or seasonal basis only. As they started to increase their number of temporary workers, the enormous cost savings caught the attention of the number crunchers. Before long, some “temporary” jobs were lasting two, three, or five years, and others would end only if the business folded.

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 23, 2011
Training Today: Maximizing Organizational Productivity

In today’s competitive marketplace, few organizations believe they are capitalizing upon the full potential of their human resource capital. To maximize employee performance, it is critical to have leaders who can assist employees in moving quickly through the development levels to peak performance.

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.

November 22, 2011
Rock-Steady Leadership

As a result of this recent economic uncertainty, a new emphasis in leadership development is required. A leader needs to develop the stability of a rock to serve as the team’s foundation in turbulent times, but at the same time must be able to rock and roll, or, in other words, motivate and inspire people to do and be their best.

By Connie Charles, Founder and CEO, Strategic Solutions International Inc.

November 17, 2011
Insightful Ethics Training Can Be a Game Changer

With a tone at the top that reinforces the importance of a strong ethical culture, and employees who have participated in relevant and engaging ethics training, companies can take a significant step toward greater profitability and long-term success.

By Pat Quinn, Managing Director, and Pamela Verick, Director, Protiviti Inc.

During prosperous economic times, ethical business principles may be overlooked when the next moneymaking deal seems right around the corner. When cash is flowing, few extol the virtues of a strong corporate culture and how it contributes to long-term business success. Yet, many learn in hindsight the value of these principles.

November 8, 2011
Continual Training…Continual Growth

Often, employees feel it is the responsibility of the organization to “train them.” If you are an employee reading this, guess again! If the organization is not willing to assist you monetarily or with time to train, do it yourself. Do it foryourself. Without it, you are at a competitive disadvantage.

By Jeff Kortes, President, Human Asset Management LLC

Who should be responsible for the training and growth of an employee? Ultimately, the responsibility lies with the employee. But it also lies with several others, as well. The immediate supervisor and the organization itself also have an obligation to provide opportunities and encourage an employee to grow. Can an employee grow in a non-supportive environment? Absolutely. But it is much harder.