It’s Not About Ratings, It’s About Enabling Employee Performance: TIAA’s Journey

Recorded webinar: http://slidesha.re/1fqHvei Subscribe: http://www.ksmartin.com/subscribe Karen’s Books: http://ksmartin.com/books This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey. Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.

How to assess opportunities for functions across the business, and identify low-hanging fruits. How to identify what you "should" automate, rather than what you "can". Assessing whether to hit the ground running with an imperfect solution, or wait and go with a more robust solutions. Choosing a process for a PoC/Pilot. Identifying the quick and easy wins...

Sarah Brennan, Principal Consultant, Talent Acquisition at Cornerstone OnDemand, provides easy-to-understand insights on: o Evolution of the role of recruiting in business from reactive to strategic partners o How a unified approach to looking at talent acquisition can benefit core HR and business drivers o The impact employment branding and candidate experience have on influencing employee engagement and retention (and vice versa)

In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy. Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS. What Attendees Will Learn: The steps and best practices on how to execute Strategic Workforce Planning in your organization. How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business. How to use the tool to identify current skill gaps and forecast future workforce needs. Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans. This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.

THIS PRESENTATION WILL GIVE YOU A VERY CLEAR CUT INFO ABOUT CURRENT SCENARIO OF HIRING AND SOME TIPS TO IMPROVE NEW HIRING

The document discusses how Great Place to Work determines certification and rankings for best workplaces. It describes the methodology, which involves a large global study that surveys over 11.5 million employees across 10,000 companies in 90 countries. Companies are evaluated on 5 dimensions: trust, innovation, values, leadership effectiveness, and human potential. To be certified or make the best workplace lists, companies must meet survey distribution requirements, provide a culture brief, and may undergo an in-depth culture audit that examines distinguishing practices. The goal is to understand what drives companies' results and share best practices that benefit all employees.

The world at large is ever-changing, and our organizations and employees are doing all we can to keep up. The days of going off to a strategic planning retreat, planning a five-year vision and executing it are gone. We now operate in a world that is VUCA — Volatile, Uncertain, Complex and Ambiguous. What do you as the HR leader have to do to adapt to this new and ever-changing world? We will identify common needs of HR functions today and give tips and suggestions to align HR with the changes in the organization, ensure you gain the resources you need and establish yourself as the visionary team member that is helping to drive your organization forward. Learning objectives: What is the VUCA world? Evaluate what areas of HR will be impacted by changes. Establishing and advocating for needs of HR and your employees. Aligning processes with the new initiatives in your organization.

This document discusses how to reassess KPIs for shared services to better measure performance. It recommends that KPIs not just focus on internal metrics but also include upstream measures outside direct control. KPIs should also consider the end-to-end process and not just outputs. Developing the right KPIs requires involvement from multiple levels of the organization and customers, and is an ongoing process that considers automation and focuses on key metrics rather than a comprehensive set.

The document provides guidance on developing an effective business case to obtain approval and support for HR initiatives. It emphasizes the importance of clearly articulating the business need, determining the proposed solution, and linking the initiative to organizational priorities and goals. The business case should identify solutions, use quantitative and qualitative data, and frame the issue for the relevant decision makers. An example business case is presented that gained approval for a career development portal by demonstrating how it would increase employee engagement and retention, which are drivers of productivity, satisfaction and revenue. Developing the business case requires engaging leaders, understanding stakeholders, tailoring the presentation to the audience, and being prepared to address questions.

IBM Smarter Workforce Summit Toronto 2015: TD Bank presents: Getting Better Together: Enabling Talent Acquisition Transformation

Presented by: Mike Erlin, Managing Director, Australia & New Zealand Some questions we answer: Compliance •Where do the highest risk levels reside & why? •What are my risks if employees do not finish a course on time? Succession Planning •Which employees are ready for a new role? Career Mobility •What are possible career paths based on current role and career interests? Employee Growth •What is my employee’s potential for new roles & how can I best develop them? Learning & Development •What courses drive the most impactful development? •How can I effectively assign courses & optimise our catalog?

The document discusses how John Paladino improved his company's process for attracting, hiring, and retaining top talent. He took responsibility for recruiting, clearly defined what constituted top talent, streamlined the hiring process, and developed ongoing pipelines of qualified candidates. These changes improved hiring metrics like time to fill positions and cost per hire while increasing management confidence in the quality of new hires.

The document discusses best practices for attracting talent including investing in skilled recruiters, building relationships with hiring managers, treating recruiting like sales, and using data and tools to improve processes. It notes the top sources of candidates are job boards, internal candidates, and referrals. The presentation encourages analyzing current recruiting efforts, prioritizing areas for improvement, partnering with vendors that support goals and defining desired outcomes and ROI when selecting technologies. The speaker's company, Novotus, provides customized recruiting solutions including sourcing and recruitment process outsourcing.

Proving the impact of a single learning investment is relatively easy. Answering the broader question of “What impact is L&D having on the business?” is hard. In this Spotlight webinar, Ericsson’s global head of learning measurement and analytics will share how he’s guiding assessment, evaluation and measurement strategies that provide data to help executives understand the impact of employee learning on business performance. During this session, attendees will: Identify ways that analytics is shaping learning measurement. Describe components of a measurement map. Identify the level of measurement maturity in their organization.

Technology is EVERYWHERE! We see it in our work, in our personal lives, and certainly in HR. But can technology help HR guide and align the workforce to organization goals? Employers, HR, and workers will experience the newest technologies soon, can HR leverage it to the betterment of the organization’s culture? Join us for a look into the trending technologies that are allowing HR to build new paths to workforce development and engagement. We will examine the connection between the organizational directives, how the workforce can accomplish those goals through continuing collaboration and innovation, and how HR can be the change agent, using technology, to impact the working and personal lives of the worker. We will look into the life cycle of the worker and discuss the various technologies supporting of the various areas of Human Resources programs and what considerations might be needed to use that technology. And lastly, we will look at the NEW corporation mission and structure that is taking hold across the globe.

Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs. The learning objectives for this interactive session are: Understand the current state of leadership development in organizations Explore the reasons why LD often fails today Provide a leadership development framework to enable performance for all leader Review key metrics and enablers for leadership development

The document discusses effective performance appraisals and reviews. It provides tips for conducting appraisals, including allowing employees to review relevant data beforehand, basing appraisals on objective data, providing both positive and improvement feedback, and ending on a positive note by setting improvement objectives and giving employees a good reputation to live up to. Conducting regular feedback meetings helps address the top reasons employees leave by providing recognition, opportunities for growth, and two-way communication.

Workshop manager job description,Workshop manager goals & objectives,Workshop manager KPIs & KRAs,Workshop manager self appraisal

Performance management is an ongoing process that aligns employee performance with business goals. It has four key steps: defining goals, planning performance, coaching performance, and reviewing performance. Effective performance management provides employees with direction, benchmarks progress, and builds confidence. Regular feedback is important to motivate employees and address any issues. Formal annual reviews measure what employees have achieved against their goals and assess their behavior and development needs. The goal is to both develop and motivate high performers, as well as address issues with poor performers.

This document provides an overview of the performance appraisal process at the Foundation for California Community Colleges. It discusses the purpose of performance appraisals, the performance management cycle which includes goal setting, feedback, and reviews. It outlines how to develop SMART goals and assess performance. The foundation's performance appraisal process involves self-evaluation, supervisor assessment, and a performance appraisal meeting. The performance appraisal form sections are also summarized, including rating employee goal completion, setting new goals, assessing competencies, reviewing job descriptions, and obtaining signatures.

This document provides an overview of managing employee performance. It discusses understanding employment law and procedures for managing staff such as disciplinary processes. Typical problems with employees like lateness and errors are outlined. The importance of managing employees is explained in terms of return on investment, costs of recruitment, and morale. Proper procedures include setting standards, appraisals, warnings, and training plans. Dismissal should only be a last resort. Support services from Aventi HR are presented.