Amidst a tight economy and increased rate of change and complexity in the PC industry, AMD led the way with a smart investment in its sales enablement operations and learning to provide a competitive edge. This investment, however, came with a challenge: they had to move quickly, it had to work and there were limited resources available. Sound familiar? In other words, AMD had three imperatives:
• Do it faster.
• Do it smarter.
• And do it cheaper.
Use of behavioral assessments in talent management has grown rapidly in recent years. How can talent managers ensure they’re using them right?
Your employees are becoming increasingly reliant on their mobile devices for information both on and off the job to address this trend an increasing number of learning and development teams are investing in mobile learning technologies and content to improve learning outcomes, save time & money training employees, and to track training success. How are they doing it? In this report, discover four key trends in mLearning that your business should be planning for now.
IN THIS INTERACTIVE REPORT ON EMERGING mLEARNING TRENDS, YOU’LL LEARN:
Tuesday, December 9, 2014 11:00 AM Eastern Standard Time
Live and Interactive: Complimentary Virtual Panel Discussion
Without HR analytics, organizations will lose the race for talent. HR leaders recognize they must change how they recruit, engage, develop and retain people in order to improve business performance in today’s increasingly competitive environment.
Talent management solutions comprise the most rapidly growing area within human capital management (HCM) software today. This report reviews the trends in integrated talent management solutions and the solution providers that offer them.
Compliance is not an easy issue to tackle, especially when it comes to meeting training requirements for wide-ranging, complex regulations. An organization can invest time and money into a training program but receive minimal impact in overall effectiveness. ￼ The success of a training program should not be measured by how many employees check a box for every completed lesson, but should ultimately be measured by how the information is implemented in the workplace culture, ethics and behavior.
One of the most evident goals of compliance training is to avoid violations that could lead to legal liability. However, the long-term objective of compliance training should be to cultivate a positive change to employee behavior and workplace culture in order to achieve lasting impact. Positively changing workplace culture includes transforming one’s way of thinking and behaving in the context of integrity. Obviously, changing an individual’s behavior is difficult — let alone the behavior of an entire workforce.
Being a Best Place to Work means that your employees vouch that they want to work for you. It doesn’t mean that you have to be a Facebook or a Google. Glassdoor’s Best Places to Work list is not vertical specific. In fact, the list covers every vertical.
The Power of Values-Based Leadership
Values-based leadership (VBL) ambassador and named one of the 100 Top Thought Leaders in Trustworthy Business 2014 by Trust Across America, Mark Fernandes, Chief Leadership Officer of Luck Companies, has a true passion for inspiring people to reach their highest potential. In this conversation with Mark, we explore the powerful practice of VBL and how it helps create sustainable organizations by igniting human potential.
The Five Key Questions for Creating High Impact Succession Management Programs
Advances in technologies, including social, mobile, and even artificial intelligence, provide nearly countless possibilities to transform how we learn at work. But which of these advances gets turned in functionality that's actually adopted and proven useful?
For TM we can add the following:
• Talent Management Systems 2014 – Comparisons and Profiles
Yum! Brands, the world's largest restaurant company, is the umbrella organization for well-known quick-service restaurants including KFC, Pizza Hut, and Taco Bell. Its 40,000 restaurants around the world are staffed by more than 1.5 million associates. Learn how YUM! uses Saba to deploy learning, training, and virtual classroom to its associates around the globe, reducing turnover and increasing customer satisfaction.
If making hiring, promotion and similar decisions is part of your responsibility, you must ensure that they help meet your organization's overall objectives and also comply with Affirmative Action (AA) and Equal Employment Opportunity (EEO) laws and regulations. Staying in compliance requires an understanding of not only the spirit of these laws and regulations, but also of the various mandated forms of record-keeping and reporting. Difficult under most circumstances, it is even more so if you have limited training or experience.
Workforce compliance is an increasingly complex issue. With an all-time high of nearly 100,000 charges filed with EEOC in each fiscal year from 2010 to 2012 and OFCCP strengthening its enforcement efforts, the risk of discrimination claims is heightened for all types of employers. To combat the complexity and reality of risk in today’s workforce compliance environment, particularly when it comes to issues of compensation equity, employers can take two important steps: understanding the current regulatory landscape and taking advantage of compliance solutions and expertise.
Only 29% of North American employees are emotionally engaged: they’re prepared, produce greater revenue, and deliver better customer service. That leaves 71% of employees who are not engaged or actively disengaged. What does this have to do with leadership? While development is critical to engagement, performance, and succession, its overall effectiveness is determined by the quality of an organization’s leaders. Download this white paper to learn the 3 things to keep in mind when building your leadership development strategy.
Learning professionals are often the first to admit that when it comes to technology, they love the idea of the newest shiny product. But successfully implementing the latest toys for mobile learning, video streaming and social collaboration may be another thing altogether.
For a company that outfits customers for the pursuit of outdoor adventure, Recreational Equipment Inc., or REI, once hardly dared to venture outside of the conservative order, especially when it came to its performance management process.
Business leaders love the cliché, “our people are our most valuable asset.” But how much insight do companies really have into their workforce? Get the insights paper, Increase Your Talent IQ, which shares 4 ways to get better knowledge about your employees so you can make smarter decisions, as well as eye-opening stats you might not know about your workforce!
o How to get reliable data about your employees
o How to revamp your hiring and performance management
o How to achieve 31% lower voluntary turnover
Enterprise HR departments are using social technology to improve employee recruiting, onboarding, knowledge sharing, merg-ers and acquisitions, and learning and development. These innovative applications lead to measurable improvements in job sat-isfaction, employee retention and the bottom line.
Want a better performing team? Of course you do.
In business, you rely on the successful performance of teams, but performance reviews only look at the strengths and weaknesses of individuals. How do you bridge the gap?
If you want a better performing team, then review them as just that…a team.
When you do you can:
➢ See the whole team picture
➢ Drive better team performance
Determine how individual contributions drive team success
The dreaded annual performance review: whether you’re on the giving or receiving end, it can be an uncomfortable experience for both managers and employees. But it doesn’t have to be.
See how great organizations use reviews to:
➢ Motivate employees
➢ Increase employee productivity
➢ Create an on-going dialog between employees and managers
➢ Support overall organizational goals
Being a manager is hard. Being a great manager is even harder. Learn simple things you can do as a manager to increase performance from both individuals and teams.
Simple strategies like:
➢ Talk less, listen more
➢ Play to your (and your team's) strengths
➢ Manage teams, not individuals
➢ Accentuate the positive
With all the job options out there, today’s candidates are even harder to source. Job Ads enable employers to get in front of candidates where they search for jobs and research companies. Download this ebook to find out what you might be doing incorrectly when it comes to job ads and how to fix them.
The economic recession caused workforce trauma and changed employment tactics from a best employee for the job approach to best employee for the big picture or for the immediate bottom line.
Today, more than ever, talent management is an important component of an organization’s success. To help HR professionals and other business leaders succeed in evolving their approach to talent management, we have developed The Talent Management Cookbook. We have designed this report to read like a typical cookbook and have provided “recipes” for the core “entrées” necessary for an updated talent management approach.
Feeling like all the top tech talent is at a party and youíre not invited? Finding the cream of the crop in an industry as competitive as tech is no easy feat. This guide explains not only where to find top technical talent, but also how to attract and keep the field's most sought after candidates. From advanced search techniques to creating an external buzz about your company, go beyond run-of-the-mill recruiting and become the life of the tech party.
When Melissa Halverson, the benefits and human resource information system manager at Waxie Sanitary Supply, first learned of the compa- ny’s intention to move its HR system to the cloud from its on-premise servers, her first instinct was, “If it’s not broke, don’t fix it.”
By now, virtually all learning leaders know they should provide programs that affect their organization’s ultimate goals: boost- ing revenue, streamlining expenses, in- creasing customer satisfaction, improving safety or making sure there’s enough talent to take the reins when the time comes. But how should learning leaders measure how well they do those things?
In naming Mary Barra as its next CEO in Decem- ber, General Motors Co. provided a rare trifecta in today’s world of leadership succession. First, Barra’s rise to the top of GM made her the first female CEO of a major automaker. Second, with Barra’s tenure at the company in its third decade, she became a rare “lifer” to earn access to the coveted corner office.
Social media has become a fixture in our lives. Look no further than 1 billion Facebook users, 175 million professionals on LinkedIn and 72 hours of video uploaded to YouTube each minute. So how can Chief Learning Officers harness the collaborative nature of these platforms? The key is to match the tool with the challenge at hand.
During the last two years we have seen how knowledge management and leadership development via learning are being incorporated more frequently as strategies to increase organizational agility. Additionally, learning organizations that act as strategic enablers for the business are more focused on connecting people to people and content through knowledge management and social technology.
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