The document identifies the top 6 talent development trends in 2014:
1. Connecting development to business priorities like decision making and coaching.
2. Implementing coaching training programs to improve employee performance.
3. Addressing challenges with leadership succession planning as companies failed to select the right talent 82% of the time.
4. Focusing on engaging and developing millennial employees who will make up 46% of the workforce by 2020.
5. Running employee engagement programs which 78% of businesses were actively doing.
6. Improving retention efforts as 58% of employees planned to change jobs in the next year.
The document discusses strategies for effectively managing and working with millennial managers. It recommends respecting your millennial manager and their qualifications. It also suggests getting social media savvy by following your manager online to understand their perspective. Additionally, the document advises emphasizing your strengths and assets to your manager, using concise communication like texting given millennial preferences, and being open to coaching your manager when needed.
This document traces the evolution of organizational decision making from top-down hierarchies to more distributed models. In the past, decisions were made at the top of traditional bureaucratic structures, but starting in the 1980s, organizations began flattening hierarchies and empowering employees. Today, matrix structures involve decision making across departments, while future models will break down divisions further and require even greater autonomy. As decision making authority spreads, organizations need to prepare employees to make rapid, informed choices.
Any attempt to improve human performance starts with the InsideOut Mindset. People have the capacity to learn and perform at a higher level. It’s a manager’s job to draw out that high performance.
The document discusses innovation challenges and best practices according to CEOs and business leaders. It finds that 61% of CEOs see innovation as a primary focus but they face challenges like lack of processes, budget constraints, and limited resources. The most innovative companies implement ideas quickly, set ambitious goals, and recognize employees for their contributions. Fostering an innovative culture requires allowing creativity from all employees, strong visionary leadership, and a willingness to take risks.
The document describes updates to the InsideOut Coaching 4.0 participant experience. Key updates include:
- Enhanced workshop preparation with a new eLearning module to better prepare participants.
- Updated participant materials including a new workbook and job aids to better connect learning to real-world scenarios.
- A newly designed learning sequence to anchor and thread content throughout the workshop.
The workshop continues to be led by a senior facilitator and includes engaging activities, videos, and coaching practice. New features aim to improve learning stickiness and sustainability to enhance the overall participant experience.
The document discusses the 7Cs of good leadership - Communicate, Collaborate, Care, Create a Culture, Concentrate, Credit, and Coach. Mastering these skills can significantly improve employee engagement, performance, and satisfaction. Regular communication, collaboration, recognition, and coaching help employees feel valued and empowered.
The document discusses a lack of effective leadership in many organizations. Only 27% of organizations believe they have the leaders needed for the future. It introduces the concept of "enterprise leaders" - leaders who achieve their own goals while also improving performance across their organization by building connections between teams. True enterprise leaders are still rare, comprising just 10% of leaders. The document advocates for assessing leaders on their network performance and benchmarking against peers to identify enterprise leaders, as well as training programs to develop more leaders with this mindset.
Do your leaders miss the big picture?
Discover the insight and actions you need to take for your leaders to drive stronger business results.
For more information visit cebglobal.com/leadership
Team building events have numerous benefits for organizations, such as improving leadership skills, uniting staff networks, and increasing staff retention. They help employees feel more engaged and valued, which improves productivity and creativity. Team building also allows organizations to clarify goals and objectives, identify strengths and weaknesses, and improve teamwork, communication, problem solving abilities, and overall company culture.
The document summarizes research on the benefits of executive coaching. It found that executive coaching improved working relationships, teamwork, job satisfaction, and conflict reduction for executives. Organizations saw benefits like improved productivity, quality, organizational strength, customer service, and retention of coached executives. Studies found an average return of $7.90 for every $1 spent on coaching, with some companies seeing returns over 500% of the investment in coaching.
Infographics on the link between effective leadership and business performance. Stats include development, employee engagement and emotional intelligence.
Make Change Work: Leadership Strategies to Build Support and Overcome ResistanceBizLibrary
Seventy percent of change efforts fail to achieve their desired results. The reasons have very little to do with change management and almost everything to do with change leadership.
This webinar will share specific, practical ideas to help your organization be more effective at change. You will walk away with ideas to help you:
Build buy-in and support for change
Overcome resistance to change
Equip your leaders and managers to lead and manage change
Change your organization’s mindset about change and its importance in achieving success
The State of Performance Management: What’s Broken and How to Fix ItBizLibrary
Let’s face it – performance management, as used in most organizations is broken.
In fact, for many people the words “performance management” cause dread, anxiety or at least cynicism. These systems have been created with good intentions, but the outcomes that we are getting are far from meeting those intentions.
The good news is that while the systems may be broken, there are ways to make them work without overhauling the software of forms.
In fact, in this fast paced practical webinar, leadership expert Kevin Eikenberry shares specific ways to change the mindsets, habits, conversations and outcomes related to performance management in your organization.
You will leave being able to work within your organization’s existing systems, and still create real, lasting improvement in your performance management conversations.
By the end of this session you will be able to:
Determine the misunderstandings and get everyone on the same page
Make sure people know it isn’t really about performance “management”
Help people see what is really required for success with these processes
Know the skills required to make this transformation work
Change the culture to make the changes really work
Shift the focus to the outcome and not a form
10 Dead Simple Ways to Improve Your Company CultureBonusly
The document outlines 10 steps to build a great company culture: 1) embrace transparency, 2) recognize and reward valuable contributions, 3) cultivate strong coworker relationships, 4) embrace and inspire employee autonomy, 5) practice flexibility, 6) communicate purpose and passion, 7) promote a team atmosphere, 8) encourage regular feedback, 9) stay true to core values, and 10) devote effort and resources to building culture. Following these steps such as being transparent, recognizing employees, and encouraging autonomy can help engage employees and create a strong organizational culture.
Building Leadership Development from Scratch - ASTD 2011Benjamin McCall
This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,
5/22 Effective Communications and the Employee Experience WebinarLimeade
This document summarizes a presentation about effective employee communications and the impact on employee experience. The presentation discusses how communications should support the whole person, whole ecosystem, and whole company. It emphasizes reaching all employees, including those not connected digitally. The presentation then shares a success story about how TE Connectivity used a mobile app called myTE to directly communicate with about 38,000 employees who did not have TE emails. The app allowed for targeted messaging, engagement features, and reporting capabilities. Key learnings included having local champions and using scheduling to boost efficiency. The presentation concludes that engaged workforces have better business results and organizations should prioritize what matters to employees and their goals.
HOW TO CREATE AN AWARD WINNING ENVIRONMENTJosh King
The document provides tips for creating an award-winning environment, including dreaming big and working hard, having clearly defined and measurable goals, constantly assessing performance and striving to achieve more, becoming a partner rather than just an agency by working with the best in the business, reinvesting in your team, creating a culture that breeds success, celebrating successes, and actively researching and applying for applicable awards.
1. The document discusses how work and leadership are changing as work becomes more complex, teams more diverse, customers more dispersed, and technology advances faster. This requires updating how we prepare leaders for their new roles of leading learners.
2. Leading learners is very different than traditional management and requires breaking old habits and learning new skills. Managers must motivate creativity through psychological safety, relationships, and self-direction rather than traditional methods like evaluation and competition.
3. There is a growing gap in engagement for new managers who need more support in their transition, costing organizations millions. We must do better supporting leaders as both managers and their teams continuously learn and adapt.
Join HR manager at BambooHR, Adriana Clark and senior manager of customer success and support at Northpass, Paula Naba, as they explore the onboarding factors that help new hires form deep connections with your organization, their coworkers, and their future career.
Mercantile Bank Ltd identifies talented employees based on superior performance, meeting targets, strong client relationships, and consistent promotions. They develop talents internally through on-the-job training where employees face challenges and problems to continuously increase their job knowledge, leadership skills, performance, and cognitive abilities. While they face some challenges, Mercantile allocates 10-20% of their budget to arrange training programs for entry-level, mid-level, and top-level employees to nurture talents for future roles and increase retention. The HR manager believes their approach of on-the-job learning and responsibility-giving has proven effective in developing previous employees into branch managers.
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Human Capital Media
Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and efficiency. Historically, many workforce professionals have not had the background or experience to approach talent from a business perspective. Moreover, many CFOs and CEOs, unsure of what really can be expected from HR, have not demanded that it be held to the same management standards as other functions.
TDRp provides standard statements and reports as well as definitions for more than 600 measures, much like GAAP or IFRS does for accounting. TDRp, however, also provides guidance in how these reports and metrics should be used by talent leaders to manage the function like a business. The TDRp framework has been developed for all important workforce processes including learning and development, leadership development, talent acquisition, capability management, performance management and total rewards.
In this webinar, Dave Vance will share the TDRp framework and challenge you to think about the benefits of a more business-like approach to talent in your organization. We’ll talk about using TDRp to:
Show alignment of HR initiatives to your organization’s goals.
Better plan HR initiatives, especially with regard to expected impact and value.
Better execute HR initiatives.
Report results and show the value of your HR initiatives.
Bottom line, TDRp can help you become a more valued business partner making a significant contribution to the success of your organization.
Exploring the Expanded Talent Development EcosystemDavid Kelly
In nature an ecosystem refers to the combination of a community of living things, the non-living elements that make up their environment, and the many ways in which those individual elements interact. In order for an ecosystem to thrive, the individual components must connect and support one another, balancing each other so that the whole is greater than the sum of its parts. In the context of talent development, ecosystems also exist in the workplace. Understanding the structure and dependencies of an organizational ecosystem can help you build a better talent development strategy.
These slides were used during a session exploring the expanded scope of a learning and performance ecosystem, examining the numerous components that contribute to talent development. Attendees learn how these individual components can be combined into a single cohesive strategy, and leave with a new perspective on how to view talent development in their organization and the role learning professionals play in supporting it.
If you're interested in bringing this talk/workshop into your event or orgainzation, please contact me at LnDDave@gmail.com.
Todi presentation 2012 measuring roi talent development preso kimJosh Davis
This document outlines LPL Financial's journey to align talent development with business priorities and metrics. It discusses how LPL evolved its Talent Council to shift culture and shape a talent development framework. The document also shows how LPL uniquely quantified culture to demonstrate the effect on engagement and performance. Finally, it discusses measuring the ROI of leadership development by outlining Linkage's model and key findings from studying over 20 companies.
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!
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!
Creating a Talent Development Culture: How "Chunked" Learning Can Boost Perfo...Rapid Learning Institute
1. The document discusses how to create a talent development culture by training managers to effectively deliver training to employees using a chunked learning approach.
2. It explains that traditional training often fails because managers are not properly trained in assessing needs, building curricula, delivering curricula, and following up.
3. The chunked learning approach breaks content into short, digestible modules to avoid cognitive overload and makes training seem more manageable for managers, increasing engagement, retention, and results.
This document lists 12 notable events from 2015, including Disney dominating the box office with films like Inside Out and Star Wars, Tesla debuting driverless cars, and the New York Mets reaching the World Series. It also mentions popular cultural phenomena like the "Whip and Nae Nae" dance craze, the "Face with Tears of Joy" emoji being named word of the year, the final season of Mad Men, McDonald's introducing all-day breakfast, and Adele's new album selling over 3 million copies in its first week.
The document discusses competency-based talent development and provides information on developing valid competency models, assessing competency proficiency, creating competency-based development plans, and examples of developmental activities. It contrasts reactive versus competency-based training and provides samples of competency assessment reports and development planning processes. The goal is to help organizations build top-performing teams through competency-based talent development.
An Intro to Talent Development and Talent AnalyticsCoachSource LLC
The Center for Talent Reporting has produced a number of excellent webinars on trends in talent analytics. These slides provide an excellent introduction for those who are talent managers, or interested in the cost of human capital. For more details look at http://www.centerfortalentreporting.org/ or join us at https://www.linkedin.com/groups?home=&gid=6792888&trk=anet_ug_hm
ThankYou for being our #1 reason to celebrate in 2014. Here's to even more wins in the new year! The document then lists 10 things to celebrate from 2014, including clients helping individuals achieve business results, the ALS Ice Bucket Challenge raising awareness for a good cause, the success of Frozen and "Let It Go", soccer growing in popularity in the USA during the World Cup, the comeback of Lego thanks to The Lego Movie, a 101-year-old woman seeing the ocean for the first time, The Tonight Show becoming more social under new host Jimmy Fallon, the addition of "selfie" to the dictionary due to increased self-portrait taking, the European Space Agency landing a probe on a comet for the
This document lists the top 10 things to celebrate in 2013, including the first person to swim from Cuba to Florida, the viral Harlem Shake video, the birth of twin pandas in Atlanta, a 5-year-old being named "Bat Kid" in San Francisco, the beards of the Boston Red Sox, the birth of two royal babies, the song "What Does the Fox Say?", the return of the Twinkie, and a company freeing over 1,000 employees to do their best work. It thanks the reader for being the #1 reason to celebrate in 2013 and wishes a happy holidays.
Men, Women and Impostor Syndrome: Why Your Rockstar Feels Like a FraudInsideOut Development
Despite ongoing success and positive feedback, many of your top performers are suffering from impostor syndrome, i.e., the oft-overlooked phenomenon of feeling unqualified even if you are a high-achiever. So what’s the secret to eradicating self-doubt and boosting your team’s confidence? View this infographic for a series of critical coaching tips that will ensure your good employees become even better.
Workshop HRD & Talent Development towards a more contemporary Talent 2.0 mindsetAlexander Crépin
This document discusses the need for HR and talent development to adopt a more contemporary mindset to keep up with changes brought by technologies like social media and the internet. It notes that the modern career paradigm requires individuals to take responsibility for their lifelong learning and employability. Web 2.0 and online learning have created a global village where learning is continuous, sharing knowledge is easy, and individuals can curate their own learning experiences. HR and talent development practices need to shift focus from controlling employees to fostering guidance and allowing individuals to learn through networks in a learnscape.
Organizations that conduct strategic training for staff are able to develop employee talents, attract talented staff, and retain top performers. When an individual's talent is identified, such as Okello's skills in communication and public relations, strategic training should be provided to cultivate that talent for the benefit of the organization. Strategic training ensures employees have the knowledge, skills, and understanding needed for their roles and decision-making authority.
Richard Atuhairwe's curriculum vitae provides biographic details including his date of birth, languages spoken, religion, and contact information. He received a Bachelor's degree in Arts with Social Sciences from Kyambogo University in 2006 and is currently pursuing a Master's degree in Organizational Psychology from Makerere University. His work experience includes serving as a part-time Teaching Assistant at Kyambogo University since 2010 where he assists with tutorials, practicals, and marking exams. Key skills listed include the ability to work independently and in a computerized environment with strong communication and time management abilities. Three referees are provided for employment verification purposes.
Company talent development presentation (public)Ramil Mastiyev
This is a sample presentation on delivering a speech to the management in your company or a client. It features the main arguments and a kick-start scenario for creating a company-specific talent development program.
This document provides 3 leadership hacks for managing fear and maintaining composure during times of change. The first hack is to speak often through clear and frequent communication. The second is to listen more to understand employees' perspectives and reduce uncertainty. The third hack is to focus employees forward by helping them make a plan with goals, prior efforts, potential options, and next steps. Regular communication, active listening, and forward planning are presented as key strategies for leaders to reduce interference caused by fears of change.
This document describes a 3-hour training workshop called InsideOut Breakthroughs that is designed to help employees achieve their full potential and increase productivity. It promotes an approach that closes the gap between knowing what to do and actually doing it. The workshop uses a 3-part learning process and toolbox to help employees improve focus, solve problems better, and experience more breakthroughs in their work. Research shows this type of training can significantly increase employee and organizational performance.
Talent leaders increasingly see quality of hire, employee referrals, and retention as top priorities. While quality of hire remains the most important performance metric, few organizations effectively measure it. Employee referrals and social networks are the most common sources of quality hires. As employer brand rises in importance, talent acquisition teams partner more with marketing but few organizations excel at employer branding. Retention also emerges as a growing focus, requiring alignment between talent acquisition and other HR functions.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Competition and compensation remain the biggest obstacles to attracting top talent.
2) While internet job boards remain the top source of quantity of hires, social networks are becoming increasingly important for sourcing in some countries like Canada, US, Brazil, Spain and Mexico.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiting leaders globally but small companies place more importance on
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Internet job boards remain the top source for quantity of hires.
2) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the biggest competitive threats seen by leaders.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiting organizations, though small and large companies differ slightly in their focus areas.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Internet job boards remain the top source for quantity of hires.
2) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the biggest competitive threats seen by leaders.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities, though small and large companies differ slightly in their focus areas.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important in 2015.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
Recruiting Trends Global Linkedin - 2015Ajumal Khan
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document provides a summary of key findings from a 2015 global recruiting trends survey of over 4,000 talent acquisition leaders in 31 countries. Some of the main findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is typically measured by new hire performance, retention, and hiring manager satisfaction.
4) Both candidates and companies are increasing their use of mobile for recruiting activities like job searching and optimizing career sites for
Over the next decade, 28.6 million US workers will leave the labor force as 10,000 workers retire every day and 4 million retire every year. However, only 39% of companies offer leadership development programs and only 15% of employees feel such programs prepare them for their next role. As a result, 85% of HR executives are not confident in their leadership pipelines and 30% struggle to fill senior roles. Companies with strong leadership development programs are much more likely to have high-quality leaders, engaged employees, and strong financial performance. To address the looming leadership shortage, companies must invest in growing future leaders from their current workforce.
The document summarizes recruiting trends in India for 2016 and beyond. Some key findings include:
- Quality of hire is considered the most valuable performance metric by talent leaders. It is primarily measured through new hire performance evaluations and time to productivity.
- Employee referrals have re-emerged as the top source of quality hires. India leverages referrals extremely well compared to other countries.
- Employer brand is growing as a shared priority and responsibility between talent acquisition and marketing. Social professional networks remain effective for employer branding.
- Employee retention has become a top priority, but internal hiring is not prioritized at the same level. Many companies lack formal internal hiring programs.
Hiring volumes and budgets are increasing in South Africa, with over half of recruiting leaders projecting growth. Internal hires are the top source of quality hires. While most companies believe talent brand is important, fewer measure or invest enough in it. Mobile behaviors are rising globally, and companies are adapting by optimizing for mobile. Passive candidate recruiting and job matching technologies may reshape the future of recruiting.
1) Social professional networks are the top source for quality hires for staffing firms in Southeast Asia, as well as globally.
2) Brand is a high priority for staffing firms, and Southeast Asian firms prioritize building their brand more than global counterparts. However, more can still be done to measure brand health.
3) Passive candidate sourcing and social professional networks are expected to be long-lasting trends that will shape the future of staffing, according to Southeast Asian staffing leaders.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
To truly influence business decisions, you
need to understand where the industry is
going. This 5th annual report uncovers
worldwide recruiting trends that will move
your organization forward, and help position
you as a strategic business partner.
Truly influence business decisions with emerging recruiting trends worldwide.
Learn top recruiting priorities, upcoming challenges and opportunities ahead in LinkedIn’s annual report.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends highlighted include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends highlighted include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
Similar to Top Talent Development Trends of 2014 (20)
This document provides coaching tips and information for managing and mentoring different generations in the workplace. It identifies the core work values of Generation X as time and productivity, Baby Boomers as success and loyalty, Millennials as individuality and contribution, and Generation Z as inclusion and opportunity. The document then provides generation-specific coaching mantras and tips, such as communicating face-to-face with Baby Boomers, offering variety and stimulation to Generation X, blazing new trails for Millennials, and building confidence in Generation Z.
The Unintended Outcomes of Unconscious Bias in Performance ManagementInsideOut Development
Managers' performance reviews of employees are often unreliable and biased. Unconscious biases can account for 61% of a performance rating reflecting the manager, not the employee. The document discusses six common biases: the halo effect, horns effect, recency bias, similarity bias, contrast bias, and conformity bias. It provides examples of how each bias might influence ratings and recommends practices like using evaluation matrices, frequent check-ins, and customized evaluations to design performance management systems that minimize the effects of these biases.
5 Coaching Essentials To Look For In Your Next Performance Management SystemInsideOut Development
This document discusses the shortcomings of traditional annual performance reviews and promotes more frequent coaching conversations as an alternative. It notes that negative feedback during annual reviews does not motivate employees, and that organizations focusing on quarterly goal conversations are more successful. Regular feedback is preferred, as 65% of employees want it more often than annual reviews provide. Coaching that emphasizes strengths and future goals improves engagement and performance over checklists and rankings.
People have a lot to say about Millennials. They're lazy, poor communicators, incapable of independent thought—and let's not forget entitled. In this infographic, we're melting myths about the "special snowflakes" in your office. Guess what? These "negative" traits might not be so bad.
Leaders have many misconceptions about coaching. “You have to be an expert.” “It’s time-consuming.” “It’s only for underperformers.” But done right, coaching can impact every aspect of your business for the better. Use this infographic to get the bottom on how coaching benefits your bottom line.
How do your leaders manage remote workers? It can be challenging for managers to coach a team they don’t see every day. Meet Brad. He’s not only a great leader, he’s a great coach, even from afar. View this infographic to see how you can be more like Brad.
1) Managers who hold regular meetings with employees have more engaged staff, yet many managers cancel or reschedule meetings due to being too busy.
2) Bad managers simply tell employees what to do, while great managers involve staff in decision making. However, many managers are uncomfortable giving feedback or having difficult conversations.
3) Research shows employees want more constructive criticism and information from their boss on what to improve, yet over 60% report receiving too little feedback and a quarter get no feedback at all.
The document provides tips for new managers on how to succeed in their new role. It advises managers to enable their team to do the work instead of doing it all themselves, listen more than talking, make quick wins a priority, avoid overconfidence, and focus on their team's success rather than themselves. The document emphasizes building strong connections with their team through weekly meetings, following through on commitments, and preparing for tough conversations.
Howard Wilner of Sudbury MA Advocates That Conflict and Problem-Solving Compe...jimcarns
Howard Wilner of Sudbury MA advocates that conflict and problem-solving competence are essential qualities for effective leadership. Drawing from his extensive experience in industries ranging from automotive dynamics to inventory management, Howard emphasizes the importance of leaders mastering these skills to foster team cohesion and drive organizational success.
Distributed leadership in Ghorahi Cement Industry.pptxEr. Kushal Ghimire
Distributed leadership has gained significant traction in the Cement Industry of Nepal (Ghorahi Cement Industry), offering numerous advantages such as improved decision-making, enhanced employee engagement, innovation, organizational agility, and enhanced safety.
2. ?
Which talent development topics were organizations
most focused on
in2014
Drawing on research and our work with clients,
we’ve identifed the top trends of the year and
why they should be on your radar in 2015.
3. 6Employee Retention
58% of employees
report plans to change jobs in
the next 12 months.
Source: Forbes
4. Engaging Employees
78%
of businesses are actively
running employee
engagement programs.
5
Sources: Deloitte and Forbes
5. Developing Millennials
66% of
companies say they
are weak in developing
Millennial leaders.
By 2020, Millennials
will make up
46%
of the workforce.
Sources: Deloitte and Forbes
4
7. Improve
Results
Source: i4cp report “Creating a Coaching Culture“
2Coaching
53%
of high-performance
organizations now
provide coaching training
to internal employees.
8. Connecting Development
to a Business Platform
Companies recognize that,
“identifying a small number of
leadership qualities essential for
success in its business—such as
high-quality decision making or
stronger coaching skills—
achieves far better
outcomes.”
1
Source: “Why leadership-development
programs fail” – McKinsey Quarterly
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