This document introduces beyondboarding, a three-phase talent development approach for employee recruitment, onboarding, and retention. It aims to help organizations effectively integrate new hires, attract the right talent, and retain top performers in today's competitive environment. Beyondboarding begins with pre-boarding talent acquisition and mobility planning, continues with onboarding programs to boost productivity and engagement, and concludes with post-boarding development initiatives to nurture employees long-term. Adopting this strategic approach can decrease costs from employee turnover while creating a culture that attracts and retains talent.
Talent management refers to the processes that organizations use to attract, develop, and retain employees with high potential or who are critical to the organization's success. It involves identifying key talent, developing their skills through training and career opportunities, and implementing programs to encourage talent retention. An effective talent management strategy is important for long-term organizational performance and is integrated into the overall business strategy rather than being solely the responsibility of the human resources department.
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
The document discusses talent acquisition and recruitment. It defines talent acquisition as a strategic process of attracting and developing the right people with the right skills. Talent acquisition focuses on long-term strategies and developing a talent pipeline, while recruitment focuses on filling open positions. An effective talent acquisition strategy involves conducting workforce planning, building an employer brand, sourcing and recruiting candidates both internally and externally, using recruiting technology, developing onboarding programs, and utilizing data analytics.
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
Atrivision is a human capital services provider that offers corporate learning and talent management solutions. They help organizations align learning, talent, and technology strategies to business goals. Their services include learning program management, content development, learning technologies, and performance support. Atrivision also assists with building integrated learning functions within organizations using maturity models that range from ad-hoc to corporate academy models. Their goal is to help companies manage learning for innovation and competitive advantage.
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
The document discusses the importance of talent management for companies' global competitiveness. It highlights that top CEOs like Bill Gates and Jack Welch spend over 50% of their time recruiting and developing talent. Talent management involves identifying, developing, and retaining the best people. The CEO's role is crucial, as they are responsible for connecting people to the business vision, identifying top talent, and creating a learning culture where employees can continuously upgrade their skills. Effective talent management processes, like those at IBM, Volkswagen, and Shell, help companies develop diverse leadership pipelines and tie compensation to developing talent.
Check out stories on VF’s “brand” new approach to global talent, a sampling of illuminating findings from the Global Leadership Forecast 2014ǀ2015, and the need for retirement management. The issue also includes articles on embracing the people side of lean in manufacturing, highlights from a survey showing how HR is perceived by business leaders, a cup of coffee with Fast Company’s Robert Safian.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
The Home Team Advantage: Achieving Results With Talent MobilityHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin by Deloitte defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join Bobby Morris, talent solutions strategist at SumTotal Systems, as he discusses how several large global organizations achieved the benefits of talent mobility, including:
The key elements of successful talent mobility programs.
Key process requirements your business should embrace to have an effective talent mobility solution.
How integrated talent technology can help your business create a successful talent mobility solution.
How to get started today, and the results your organization can expect.
IEC is a management consulting firm based in San Jose, California that specializes in employee development, workforce performance, and change management services. They take a "human approach to consulting" to help companies address issues like resistance to change, attrition, and hesitation to adopt new technology. IEC has provided strategic, results-oriented consulting services to many companies including Cisco Systems, Hewlett Packard, Harrah's Entertainment, and Xilinx. Their services include training needs analysis, curriculum design, performance planning, and change readiness assessment.
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Coaching And New Employees Shortening The Ramp To Productivity TranscriptTom Floyd
One of the biggest challenges for any manager is to rapidly and effectively integrate new workers into the workforce.
This show discusses how professional coaching can expedite the on-boarding process by helping new hires strengthen core skills and adjust to the company culture.
Guests
* Joanne Dustin, Executive and Career/Life Transition Coach
* Dr. Michael O'Connor, Thought Leader
* Sue Schaefer, Certified Coach
Summary
Research shows new hires who were put through a structured onboarding program were more likely to remain with their company three years after being hired. Other studies show 90% of companies believe employees make their decision to stay within the first 6 months.
But what role can professional coaches play in reducing attrition and keeping new hires onboard?
From increasing employee overall engagement to motivating new hires for success, our guests discuss how coaches can keep employees focused, productive, and meeting expectations.
You want to be a Learning and Development Professional? Find out what knowledge, skills and behaviours you needs to adopt to be really good at it. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.
This document discusses the evolution of corporate universities from their origins to present challenges. It begins by outlining shifts in expectations from CEOs and macroeconomic conditions that have impacted corporate universities. Specifically, CEOs now expect stronger alignment with strategic objectives and measurable ROI while facing pressures to reduce costs. The document then profiles the history of corporate universities from their origins in the 1990s to periods of growth and consolidation. It outlines changing talent and learning needs driven by workforce demographics, skills shortages, and demands for alignment, efficiency and speed. The presentation calls for redefining corporate universities, developing robust operating models, and positioning them to contribute strategically and to academia through research. It encourages participants to discuss views and ideas to help corporate universities
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
The document discusses several human capital trends that are expected to shape the workplace:
1. Organizations will focus on designing work for well-being by restructuring work to help workers feel and perform their best through a holistic approach to mental, physical, and financial wellbeing.
2. Unleashing worker potential through reskilling and empowering workers with agency, choice, and opportunities to explore passion areas to create a more sustainable workforce.
3. Setting new directions for work and using workforce insights not just to improve old patterns but explore uncharted opportunities through bold questions and decisions on human capital risks.
4. Collaboration will increase through "superteams" leveraging people and technology capabilities.
The document discusses the business case for strategic talent onboarding. It argues that effective onboarding leads to improved business outcomes like faster time to productivity for new hires, higher employee retention rates, and decreased costs from reducing attrition. Specifically, it notes that strategic onboarding that treats the process as ongoing rather than an event and leverages an organization's employment brand can help accelerate productivity, increase retention in the first year, and improve overall business results.
This document provides an overview and preview of Joan Graci's 2015 Talent Trends presentation. The presentation discusses key talent acquisition obstacles in 2014 like talent shortages, cultural differences, and outdated recruiting methods. It also covers engaging a multigenerational workforce through defining company culture, understanding generational motivators, and the importance of employee engagement for business outcomes. The presentation aims to help organizations transform their human capital strategies for 2015.
This document discusses talent management and its key processes. It defines talent as innate skills or abilities that allow above average performance. Talent management is defined as the skillful management of conscious or discovered talents. The key processes of talent management include defining talent needs, identifying talent within the organization, attracting and retaining talent, managing talent through development and evaluation. Talent management is important because talented employees deliver significantly higher performance and drive innovation, competitiveness, and the ability to adapt to changes. Organizations must focus on all stages of the talent management process to successfully source, develop and retain top talent.
The document provides best practices for attracting and retaining top talent. It recommends treating hiring as a critical business process with planning, recruiting, and selection steps. Companies should consider fit as well as skills, and articulate what new hires will achieve. Talent acquisition can strengthen branding if done well. Total rewards packages should include competitive pay, job security, training, and flexible benefits to engage employees.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
The document discusses the importance of onboarding for new employees. It defines onboarding and lists some key elements of an onboarding program such as orientation, training, coaching, mentoring, and establishing a 30-60-90 day plan. Effective onboarding helps new employees learn about company culture and values, reduces turnover, and leads to higher engagement and performance. The document provides strategies for onboarding excellence such as personalized programs and using onboarding portals. It also discusses getting onboarding back on track and provides a case study of Zappos' intensive 5-week onboarding program.
Data-Centered Talent Management Is A Must For Sustainable Success!aNumak & Company
The skills gap has expanded as a result of new technology. Artificial intelligence (AI), data, and advanced analytics all necessitate people working successfully and ethically alongside and managing machines. Talent management planning should help establish and then support an organization's ideal path, whether it's through recruiting, training (including an evaluation and skilling effort), the external market, or an ecosystem partner.
Customers and employees alike want more effort, responsibility, and transparency, therefore diversity and inclusion must remain a top concern. Because research continues to show that a more diverse workforce produces better business results, personnel management strategies should track the progress of DEI programmes and encourage additional action. This includes managing a multigenerational workforce, eliminating unconscious bias in recruiting and the employee life cycle, and evaluating candidates based on their potential rather than their resumes.
Talent Management (HRM) by Abdul Muneeb KhanMuneebKhan156
The document discusses talent management, which it defines as the systematic process of identifying open positions, hiring suitable candidates, developing their skills to match the roles, and retaining employees to achieve long-term business goals. It outlines the talent management process, including planning, attracting, selecting, developing, retaining, and transitioning talent. The benefits of talent management include helping organizations compete effectively, develop future leaders, and maximize employee performance as a competitive advantage.
Untuk me retain executive yang tepat yang dibutuhkan organisasi, sebuah organisasi perlu memiliki sistem pengelolaan Career & Talent Management yang baik. Sistem pengelolaan karir yang baik akan membuat setiap karyawan yang ada di Perusahaan mempunyai kejelasan mengenai apa yang akan ia peroleh di dalam karir nya di Perusahaan tersebut.
The document discusses talent management in the manufacturing industry. It defines talent management as processes to attract, develop, motivate and retain productive employees. It notes that effective talent management requires having the right people in the right roles at the right time. The document then outlines some common talent management practices like recruitment, training, performance management and succession planning. It discusses challenges in the manufacturing sector, such as skills gaps and negative perceptions of careers in manufacturing. It concludes by presenting some strategies to close skills gaps, like expanding talent searches, offering ongoing training and re-evaluating employee value propositions.
The document discusses talent management, defining it as attracting, developing, and retaining people to meet current and future organizational needs. It outlines the purpose of talent management as developing leaders internally, maximizing employee performance, and empowering employees to reduce turnover. Benefits include placing the right people in jobs, retaining top talent, better hiring, understanding employees, and making better development decisions. The document then outlines the processes involved in talent management and recent trends, such as talent wars, increased technology use, and internal talent promotion.
The document discusses recruitment and provides definitions, purposes, and factors affecting recruitment. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment include determining staffing needs, increasing the applicant pool at low cost, and reducing unqualified applicants. Factors like company policies, size, growth and external conditions like the job market affect recruitment. Effective recruitment provides quality applicants while ineffective recruitment increases costs. The recruitment process includes finding applicant sources, attracting candidates, and generating applications. Internal sources like current employees and external sources like job sites and ads are used.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
This document presents the training and development strategy of Next HR Consultancy. It outlines objectives to enhance service quality and team culture through leadership and communication skills training. It proposes a training needs assessment and plan involving requests, monitoring, and evaluation. The performance management system focuses on goal setting, coaching, appraisals, improvement, and rewards. Key performance indicators include employee satisfaction with learning opportunities, development assignments, and percentage undergoing regular training.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
The document discusses talent management, defining it as a strategic process of attracting, developing, and retaining the right people to meet organizational needs. It outlines key aspects of talent management including defining talent, the purpose of talent management, benefits like retaining top talent and better hiring, processes involved like recruitment and performance management. Recent trends discussed include the talent war, increasing role of technology, focus on internal talent promotion, and impact of demographic changes. Effective talent management requires finding competent candidates, employee development planning, and a system to identify and track high potentials.
Similar to Business Case For Beyonboarding(Tm) (20)
1. Business Case for beyondboarding™
(pre-boarding • onboarding • post-boarding)
2. "Layoffs, cutbacks and stress inflicted on
employees in the economic downturn have left
many of them discontented and disengaged. As
this pent-up frustration is released, the impact on
businesses, their work forces and their customers
will be pronounced."
- Jon Picoult, New York Times
"Turnover Storm"
3. Given The Landscape
How Does Your Organization Ensure It...
• Effectively integrates acquired and hired employees
and builds engagement?
• Attracts the right talent with the right skills, in the right
locations, at the right times?
• Retains top talent in a globally competitive talent
market?
4. Companies must respond to these
challenges with…
innovative sourcing, recruitment,
onboarding and
development programs.
5. Current Landscape
Did You Know…
• Manpower's 2010 Talent Shortage Survey revealed that 31
percent of employers worldwide are having difficulty filling
positions due to the lack of suitable talent available in their
markets, an increase of 1 percent over last year's survey. The
immediate problem is not the number of potential candidates –
it is a talent mismatch. There are not enough sufficiently skilled
people in the right places at the right times.
• Employers are seeking more specific skill sets and combination
of skills, and it's not just technical capabilities alone. It's a
combination of critical thinking skills or other qualities that will
help drive the company forward. (
Manpower's 2010 Talent Shortage Survey)
• Key talent findings from PwC's 14th Annual Global CEO Survey
show that talent is the top priority for CEOs, moving up from
third on the agenda in last year's survey.
6. Current Landscape
And Consider This…
• 89 percent of new hires lack the institutional knowledge required to get up to speed
quickly and become effective on the job within their first 90 days. (DDI White Paper)
• Nearly 15 percent of new employees consider quitting after the first day because of a
poor initial experience. (Taleo: 10 Talent Management Best Practices for 2011)
• More than 20 percent of employee turnover occurs in the first 45 days. (Wynhurst Group,
an Arlington, Virginia based Human Resources firm)
• New employees who went through a structured onboarding program were 58 percent
more likely to be with the organization after three years. (Wynhurst Group, an Arlington,
Virginia based Human Resources firm)
• Some 27 percent of employees deemed "high potential" said they plan to leave within the
year. That rate of dissatisfaction is rising "precipitously" as the economy stabilizes, says
Jean Martin, executive director of the CEB's Corporate Leadership Council, up from just 10
percent in 2006 and increasing at twice the rate of the general employee population. (
How To Keep Your Star Employees)
8. What is beyondboarding™?
• A talent development approach, that
goes beyond orientation and takes a
strategic and long-term approach to
employee and organizational growth
and development.
• Gives companies the tools and
processes to develop valuable
employees that can grow with the
organization.
• A three-phased initiative to talent
management and development.
9. ?
Why beyondboarding™?
Organizations today must create a company culture that
nurtures employees throughout their career with them. This
begins with an understanding of what's needed when
selecting new talent, continues through the hiring process,
and for the duration of the employees' service to the
company.
•Provides companies who are facing competitive challenges with
innovative recruitment, retention and development programs.
•Helps create talent ambassadors among employees to increase an
organization's hiring power.
•Goes beyond the day-to-day, longer-term support to truly nurture
people.
10. beyondboarding™ Components
Pre-boarding Onboarding Post-boarding
The first phase of The second phase of The third phase of
beyondboarding™. beyondboarding™. beyondboarding ™
Incorporates talent Starts once an Takes over once the
acquisition/staffing individual accepts the formal onboarding
and assessing or job offer or new process is complete
creating a global assignment and and includes
mobility (globility™) continues through the innovative techniques
strategy. first 180 days – first to incorporate in the
year of employment. development process.
11. beyondboarding™ Snapshot
Pre-boarding Onboarding Post-boarding
• It is critical to identify • Onboarding programs • Talent management
the type of talent you impact a new must be a key
need before recruiting. employee's decision to organizational
• 24 percent of hiring stay with your initiative.
managers said a single organization. • HR and learning
bad hire cost their • Gaining company and professionals should
business more than job knowledge from Day own talent
$50,000 in the last year. One helps employees management for the
• Spend time vetting become productive. enterprise.
potential employees and • Creating a culture of • Investment in learning
hiring only folks that commitment and remains stable.
mesh well with the engagement leads to
company's culture, to organizational success.
avoid costly hiring
mistakes.
12. beyondboarding™:
A Best-in-Class Process
• Begins during the acquisition/staffing process and
incorporates mobility and talent planning
• Improves employee retention, satisfaction and productivity
• Decreases time to productivity
• Provides simple tools that are flexible and easy to use
• Ensures a new hire’s first 90+ days are productive, effective
and motivating
• Incorporates talent development and retention
13. Why it is beyondboarding ™
Critical for Your Organization?
• Provides a strategic integration process for immersion
into your business and culture
• Clearly translates the value proposition and our
attractiveness as an employer
• Helps to attract, retain and develop new talent while
inspiring existing employees
• Strategically integrates new hires quickly and effectively
into the organization, thus reducing time to productivity
• Enables your organization to be recognized as a global
“Employer of Choice”
14. Reaps the benefits of
beyondboarding™
I T
• Organizations that integrate beyondboarding™ realize a
culture of:
– attraction
E F
– engagement
E N
– learning and development
– inclusion
B
– empowerment
S
– community
Pre-boarding Onboarding Post-boarding
15. To learn more about changing your culture with
beyondboarding™…
Contact: WOW! transformations
info@wowtransformations.com
www.wowtransformations.com