People-Driven Engagement: Sustaining (or Boosting!) Engagement During Times of Change

• Why talent branding is here to stay and where you should start with your talent brand strategy • Reviewing the “faux paus” of talent brand and how to avoid them • Why some talent acquisition departments fail and how to get your ship in order with world class talent acquisition • Engaging with your candidate: discussing brand and candidate experience from attraction onboarding with engagement in mind Mary Pratt, Recruiting & Talent Brand Coach

According to McKinsey, the world economy's operating system is being rewritten. Changes happen in a speed of light in the 21st Century. It requires a different mindset to lead effectively in the 21st century. This presentation gives an overview on how you can lead effectively in the VUCA world.

The document provides information about the Driving Strategic Innovation program from IMD and MIT Sloan. It summarizes the program as follows: The program teaches senior executives how to manage innovation more effectively by integrating innovation, marketing, product development, and value chain design. It provides a comprehensive roadmap for achieving breakthrough performance across the organization and value chain. Participants learn how to speed up commercialization, navigate unpredictable value chains, foster an innovative culture, and engage in business model innovation. The program brings together the latest innovation research from MIT Sloan and leadership knowledge from IMD.

The keynote presentation discusses the changing landscape of talent management. It covers six main pillars of talent management: recruitment, learning and development, goals and performance management, career development, rewards and compensation, and succession planning. Each pillar has transitioned from traditional, organization-focused approaches to new, employee-centered models that prioritize experiences, skills development, collaboration, diversity, and flexibility. The presentation argues that these shifts are necessary for organizations to attract, engage, and retain top talent in today's dynamic business environment.

Organizations are increasingly looking to harness external talent and crowdsourcing to accelerate innovation in a cost-effective way, as there are more smart people outside an organization than within. Leading organizations strategically manage open innovation efforts by carefully planning why they are engaging external talent, which types of problems are best solved externally, and how to integrate external ideas and solutions into internal innovation processes. Successful companies have identified different scenarios for external work and have partnerships in place to access the optimal resources for each scenario to tackle challenges and advance innovation goals.

This document provides information on an upcoming women in leadership and management summit, including featured speakers, workshop schedules, and registration details. Some of the featured speakers and their roles include Suzanne Young from the National Rugby League, Catherine Powell from The Walt Disney Company, and Joanna Faux from Citi Australia and New Zealand. The summit includes keynote speeches, case studies, and workshops on topics such as developing self-leadership, overcoming challenges, and achieving career success. It will take place on December 1-4, 2015 in Sydney, Australia.

Chuck Goldstone | Strategies and Stories - It's about your story. Getting audiences to listen. Like you. Do what you want. We offer coaching, creative and strategic services to startups. Crafting persuasive, awe-stoking strategies and stories. Helping clients present confidently. Stand out. Expand markets. Get funding. Be successful. Visit www.ChuckGoldstone.com / email: mail "at" ChuckGoldstone.com / 617-738-8889

From one to one interview coaching, to team building days and digital strategy sessions, we create everything from scratch. All our learning packages are tailor made to suit corporate cultures and strategies. We won't stop by with a nice powerpoint. Instead we will design a programme that creates the change you want in your organisation. It is an intensive approach, but it works.

This document discusses strategic innovation leadership and the key factors for organizations to foster innovation. It covers the four Ps of innovation - Press, People, Process, and Product. For Press, it emphasizes the importance of organizational culture and climate in supporting innovation. For People, it discusses personality preferences and team dynamics. For Process, it outlines frameworks for creative problem solving and managing ideas. For Product, it lists characteristics of innovative products and services. The document provides models and tools for assessing and developing an organization's innovation capabilities.

Morning TED-Style talks. Richard Mackinnon (WorkLifePsych), Stuart Preston (IDG), Hazel Griffiths (Morgan Advanced Materials)

This document summarizes a presentation given by Rre Elijah Litheko, CEO of IPM, to discuss emerging trends in the HR field. Litheko discusses how the world is changing with increased connectivity, technology advances, and less ability to predict the future. HR professionals must innovate to stay competitive and collaborate to remain ahead of changes. Litheko promotes the benefits of professional recognition and membership with IPM, including credentials, career support, learning opportunities, and contributing to the profession through mentoring.

Education brochure now available! We’ve been enabling innovation for 20 years but each year brings new challenges and opportunities for us and our clients. This year we’ve partnered in the areas of Open Innovation, Disruptive Innovation & Marketing to co-develop and deliver 3 new workshops. We have also launched our Minimum Viable Innovation Strategy workshop – something we believe every organisation should have, regardless of size or industry. As Digital Innovation Platforms & Tools become more common we continue to integrate them into our consulting & training to ensure you benefit. Let us know what you think – and what else is missing!

This document provides information about an upcoming conference on identifying, developing, and retaining high potentials (top talent). The conference will provide case studies and best practices from top companies on topics like defining and identifying high potentials, designing high potential programs, and engaging high potential employees. It will include presentations from organizations like Unilever, Merlin Entertainment, and RBS. There will also be interactive discussion sessions for attendees to discuss challenges, share experiences, and learn from others. The goal is to help companies improve their processes for evaluating, supporting, and managing their top talent.

Creating Culture by Michael Eg Fausbøll discusses organizational culture and how it can be used as a business tool. It notes that culture must be strategically relevant, strong, and emphasize innovation and change. Three levers for shaping, strengthening, and changing culture are identified: recruitment and selection, socialization, and rewards. What makes culture strong is having agreement (talk-the-talk) and intensity (walk-the-talk) at high levels. Jenny Chatman's 3 C's of culture - being consistent, coherent, and comprehensive - are also referenced.

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.

Join Laura as she look at practical ways to learn from each other’s experiences, successes and mistakes. Using tips from inside and outside of the sector. Let’s evaluate and learn from our mistakes rather than repeat them.

The document discusses key findings from a 2011 global study on employer branding and social media. Some of the main findings include: 84% of companies believe a clearly defined employer branding strategy is key; 71% of employees say obtaining an adequate budget is the number one challenge in managing an employer brand; and 59% of companies leverage their career website to communicate their employer brand. The document also discusses the importance of defining an employer value proposition, using a hybrid team approach to managing employer branding, and ensuring consistency between internal and external marketing communications.

The document discusses a training company called Outside In that provides expertise in customer insight and value proposition creation. They have trained over 35,000 people from 250,000 employees worldwide in disciplines innovation methods. Their training covers topics such as generating insights, creating value propositions, and deploying insights throughout an organization's innovation process.