Insight Driven - Talent Management Unbundled

The document discusses the importance of recognizing "Invisible Employees" - those who contribute significantly to an organization's success in less transparent ways. These can include past superstars who now mentor others, people who manage key relationships or projects, and advisors who help the organization run smoothly. Without a performance management system that identifies these employees, companies risk cutting them accidentally during downturns when focusing only on measurable metrics like sales. The document urges companies to develop ways to recognize Invisible Employees and make informed staffing decisions, as talent remains critical even in tough economic times.

1) The document explores the concept of "effectual reasoning" as an alternative to causal reasoning commonly taught in business schools. 2) Effectual reasoning begins with a given set of means and allows goals to emerge over time from interactions, rather than beginning with a predetermined goal. 3) The author conducted interviews with 30 entrepreneurs and found they relied more on effectual reasoning in the early stages of ventures, using their networks and expertise to imagine possible outcomes rather than plan predetermined goals.

This document provides an outline for a chapter about analyzing resources and capabilities for strategy formulation. It discusses how analyzing a firm's internal resources and capabilities, rather than just focusing on external factors, can provide a more stable basis for long-term strategy. Firms can develop competitive advantage by exploiting their unique portfolio of tangible and intangible resources. The chapter will cover identifying, appraising, and developing a firm's resources and capabilities in order to formulate strategies that create sustainable competitive advantage.

The document discusses building capabilities for future growth through innovation. It mentions assessing innovation approaches, managing global networks, validating business cases, and developing absorptive capacity and market learning capabilities. The goal is linking relationships, networks, and the different parts of innovation to stimulate progress across three time horizons through peer-to-peer support and developing entrepreneurial mindsets.

HR Delivery; Ensuring focused, committed and competent workforce. The document discusses three key elements of HR delivery: 1) building a diverse workforce through recruitment drives and talent pipeline programs, 2) nurturing and developing top talent through leadership development programs and performance feedback, and 3) improving bottom performance through performance improvement plans. The goal is to ensure a focused, committed and competent workforce.

This presentation explores some common denominators that bond professionals, such as economic environment and career planning, and variations that distinguish each one, like individual’s whole person and career path. On top of the list for planning one’s own career is to understand one’s self as a whole person. What is important to you? Do you have a balanced outlook of life? Are there risk factors that might tip you off balance? What constitutes a rewarding career? Do you take charge of your own career? The new career reality reflects that professionals face less opportunity to obtain advancement in the midst of downsizing, outsourcing, offshoring, restructuring and delayering. A new trend in employment also emphasizes the selection of candidates for the best ‘fit’ (not best ‘qualified’) with a position, boss, team, and company culture. Do you keep an open mind to learn, adapt, take action, and choose the future? The career coach introduces a framework for planning professional career and personal actions. Despite uncertainties, take inventory of your behavioral repertoires and knowledge portfolio in terms of strengths and weaknesses. These competencies are assessable and improvable for desired career results and outcomes.

The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.

This document summarizes best practices for employee retention based on a white paper. It discusses determining which employees to retain by assessing uniqueness, performance, leadership potential, and risk of leaving. Managers should empathize with employees, communicate clearly, and recognize performance to boost retention. Calculating turnover costs can demonstrate the financial case for investing in retention strategies. Treating exiting employees respectfully is also important for motivating remaining staff.

This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.

The document discusses planning for human resources and the resourcing process. It outlines analyzing an organization's current resources and future needs to develop a vision. The resourcing process involves job analysis, descriptions, specifications, recruitment, selection interviews, tests, and administrative procedures to make a job offer. External factors like technology, economics, and demographics must be considered during resource planning.

A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.

This is the first ever publication that introduced the term "Humantalents" in place of "Human Resources" Author is the founder of Humantalents International

This document discusses strategic tools for tomorrow's entrepreneurs, risk-takers and pirates. It introduces concepts like strategic innovation, innovation thinking modes like pirate thinking, and tools like the innovation pyramid. It emphasizes the importance of strategic creativity and learning from innovative companies like those started by people under 30. It encourages developing an innovation strategy, such as for a fictional company called Villgjærs, using the different levels of the innovation pyramid as a framework. The document promotes an experimental and future-oriented approach to strategy.

The document provides an overview of internal analysis and the resource-based model. [1] It defines internal analysis as identifying and evaluating an organization's characteristics like vision, mission, and strategies. [2] The resource-based model views firms as unique bundles of resources and sees resources as the most important factor in gaining competitive advantage. [3] Key aspects of the model include identifying valuable, rare, inimitable, and exploitable resources that can be leveraged to develop core competencies and distinctive capabilities.

The document discusses various aspects of human resource management including definitions of HRM, job analysis, recruitment, selection, and interviews. It provides details on the meaning and scope of HRM, the process of job analysis and its outputs, different recruitment sources and strategies, factors affecting selection, and types of interviews conducted during the selection process. The overall document serves as a guide to the basic concepts and processes within the human resource management function.