The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
This document provides an overview of strategic talent management. It discusses what talent management is, why organizations need talent development, and outlines a talent management framework. The framework includes four pillars: talent metrics, competency-based human resource management, talent planning and deployment, and performance management. It then goes into details about each of these pillars, including identifying and assessing high-potential talent, leadership development programs, mentoring and coaching, and succession planning. The document concludes with a section on retention strategies and developing a retention plan.
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
We are all learning most of the time, but we often don’t recognise this! Many people only feel they have had some development if they have been on a course. Courses can be a great way to develop people, though they can be expensive and people are not always able to put what they have learned into practice when they come back to the work place.
In this on demand webinar, Developing People with the 70/20/10 Model, Jayne McPhillimy has introduced different ways of recognising, and therefore encouraging the development of your people through a range of interventions.
These interventions are often more effective than a traditional course approach and are invariably a more cost effective option.
At the end of this practical on demand webinar recording, you will:
Understand the 70/20/10 Model for Learning & Development and how this approach could support the development of the people in your business.
Widen the scope for what is considered to be learning and development activity in your business.
Understand how you can use this approach to build a ‘Learning Culture’, where people firstly recognise the learning opportunities around them and then actively seek them out.
Be able to move people away from the idea that learning only happens on a Training Course
This webinar is aimed at all those involved in developing staff from HR Managers to Senior Business Leaders and Managers.
You can view the full webinar at the end of the slide deck and if you would like to view more on demand webinars or attend the live Shorebird RPO events, please visit http://www.shorebird-rpo.com/free-webinars
The document discusses McKinsey & Company's research on "the war for talent" - the phenomenon of increased competition among companies for highly skilled workers. It finds that having strong talent is now critical for business success given the knowledge-based economy. However, attracting and retaining talent is also becoming more difficult. The war for talent will persist for decades due to demographic trends reducing the future supply of managerial talent. While most companies recognize winning this war is important, few feel prepared to strengthen their talent pools. The document outlines five imperatives that top performing companies follow: instilling a talent mindset, creating an attractive employee value proposition, continuously recruiting talent, growing great leaders, and differentiating and affirming employees. It urges
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
Employee Value Propositions & Employer BrandingEngage Me
We answer the question, what is an EVP and Employer Brand? Outline your value offering to current and prospective employees and market your culture, to attract the best and right talent to your business.
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
The document discusses employee engagement and what managers need to know. It defines three levels of engagement that employees can experience: checked out, compliant, and engaged. It also identifies six categories that influence engagement: people, work, competitive rewards, company practices, opportunities, and quality of life. The document then outlines three imperatives for creating sustained engagement: creating real meaning, cultivating trust and respect, and balancing effort and recovery. It provides case studies of initiatives at an airline, bank, and consultancy that addressed these imperatives.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
Learning and Development Strategy and ExecutionSahil Sharma
This document outlines a two-phase process for establishing a Learning & Development (L&D) strategy. Phase 1 involves determining the current and future state of L&D by making the case for an L&D strategy, developing an L&D vision, and analyzing critical issues impacting L&D. Phase 2 involves establishing L&D strategic principles and applying the strategy across the L&D function. The process overview provides steps for completing each phase, including gathering stakeholder input, conducting a needs assessment, and identifying L&D priorities to guide the development of the strategic principles.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
The document discusses forces disrupting organizations today including demographic shifts, the ubiquity of digital technology, an accelerated rate of change, and evolving expectations of younger workers. It notes that 90% of organizations anticipate significant disruption from digital trends. Several statistics are presented about the overwhelmed modern employee including long work hours, constant connectivity via mobile devices, and the difficulty achieving work-life balance. The document advocates for organizational design centered around networks of teams rather than hierarchies and highlights trends in the importance of various human capital priorities to businesses.
Degreed LENS Event: Reinventing the Learning Experience - March 23rd, 2016, N...David Blake
Are you ready for today's learners?
According to new research by Degreed, only 18% of workers would recommend their employer's L&D opportunities to a colleague; they're disengaged and looking elsewhere for their learning and growth experiences. In this exclusive, free invitation-only event you will hear from prominent industry analyst, Josh Bersin, about innovative approaches to corporate learning in the 21st century.
Through a series of case studies and interactive discussion, you will also connect with some of the most forward thinking L&D leaders to share what they're learning about how to build more engaging, more responsive digital learning experiences.
The document summarizes key findings from a 2024 workplace learning report. Some of the main points include:
1) Aligning learning with business goals remains L&D's top focus, while helping employees develop their careers rose to the number 4 priority.
2) The report found that career development, AI skills, and learning are important for employee retention and engagement.
3) Large-scale reskilling programs have had limited success and impact according to the report, with most initiatives still in planning or early stages.
4) The report concludes that dynamic, efficient, and personalized learning tailored to individual career goals may be a better approach for building skills agility.
Survey : New forms of learning and training developed by organizationsBPI group
The changes our society is facing contain a training-related
challenge that is crucial for their success. Tomorrow’s
employees will be today’s employees, but in the interim they
will need to have taken much better control of their career—
their employability is at stake.
Beyond their legal obligations, organizations are vital to this
process and are seeking new formats that enable them to
fulfill this duty. We aspire to design new corporate university
models because they are an important a driver of skill and job
development.
These efforts will be realized on April 7 in Paris during the event
U-Spring: Reimagining the Corporate University. With this in
mind, BPI group surveyed heads of corporate universities on
their models and development outlooks.
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
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
This document summarizes the key findings of a 2015 global recruiting trends report. It finds that:
1) Hiring volumes and budgets are increasing for the first time in four years, putting pressure on recruiters to scale operations and do more with less.
2) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiters globally. Small companies prioritize these more than large companies.
3) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the top competitive threats globally.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. Three top trends are identified: 1) Social professional networks continue rising as a top source of quality hires. 2) Talent brand promotion grows on social media and online networks. 3) Quality of hire is the most valuable metric for measuring recruiting team performance. Sourcing highly skilled talent and improving quality of hire are the top priorities for both small and large companies. Competition and compensation remain the biggest obstacles to attracting top talent.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
[Webinar] BYOL: Bring Your Own LearningDavid Blake
YouTube: http://youtu.be/SBGyZHjNzHI?t=1m
The BYOD trend brought a flood of both anxieties and benefits to the workplace. Now BYOL, "Bring Your Own Learning", is upon us and has brought anxieties as learning professionals prepare for the complexities, and work to unlock the benefits. Take an in-depth look at the data behind the BYOL "Bring Your Own Learning" trend.
This presentation covers:
- Consumerization of Learning
- "Autonomy Leads to Engagement"
- How to Manage the BYOL Shift
Global Recruitment Trends - Presentation delivered by Speaker Fernando Magalhaes, Senior Manager LatAm, LinkedIn at the marcus evans Latin HR Summit May 28-29 at the Trump Ocean Club, Panama City.
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessCognizant
Corporate learning is increasingly critical to business, but traditional approaches are inefficient, overly rigid, fragmented and unconnected from employees' daily work - and thus ripe for transformation - as recent research reveals.
Similar to The Future of Corporate Learning - Ten Disruptive Trends (20)
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
Bold HR: Driving Business Value through PeopleJosh Bersin
This keynote presentation is from my keynote at the 2015 Bersin by Deloitte IMPACT conference. It describes the imperatives for HR leaders and professionals for the years ahead, and explains how innovation and creativity is needed to build business value in HR.
Ten Disruptions in HR Technology for 2015: Ignore At Your PerilJosh Bersin
This document discusses 10 disruptions that will impact HR technology in 2015. It summarizes that HR systems are aging rapidly and there are too many separate systems in use. It also discusses trends toward simplifying user interfaces and mobile access, embedding analytics into systems, using data and assessments to better understand leadership and talent, continuous feedback through employee sensing, and network recruiting platforms replacing traditional applicant tracking.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Putting MOOCs to Work: How Online Education Impacts Corporate TrainingJosh Bersin
How is the MOOC (Massive Open Online Course) market impacting corporate training? This presentation reviews Bersin by Deloitte's recent research on the trends and impact of the MOOC market on corporate training, recruiting, and skills development.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
This case study underscores upGrad's role in reshaping education through internet-driven innovation, illustrating its commitment to empowering learners and fostering career growth in the digital age.
#Digital Transformation
#Global Reach
#Industry-Relevant Programs
Mid America Trucking Show Exhibitor List 2024 - Exhibitors DataExhibitors Data
Mid America Trucking Show 2024 offers industry professionals an ideal platform to explore the latest equipment and technology through engaging and interactive exhibit displays. Reach out to your target audience with our Mid America Trucking Show Exhibitor List 2024!
IRDAI's Regulatory Sandbox - Transforming Insurance Sector in IndiaEnterslice
The IRDAI Regulatory Sandbox is a groundbreaking initiative that allows insurers and innovators to test new ideas in a safe environment before rolling them out widely. This blog explores how the IRDAI Regulatory Sandbox is encouraging innovation while ensuring consumer protection in India's insurance sector.
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...grouphirani24
Structural engineering forms the bedrock of resilient communities, especially in the face of natural disasters and unforeseen crises. At Hirani Group, our commitment to excellence in structural engineering services is rooted in the belief that robust infrastructure is fundamental to disaster preparedness and long-term resilience. Our team of dedicated professionals specializes in both residential and commercial structural engineering services, ensuring that every project is fortified against potential hazards and stands the test of time. In today’s unpredictable world, the role of structural engineering in disaster preparedness cannot be overstated.
Qatar Airways Kuwait Office serves as a crucial hub for travelers in Kuwait seeking premium air travel services. Located conveniently in the heart of Kuwait City, the office offers a range of services including flight bookings, ticketing, and assistance with itinerary planning. Dedicated staff are available to provide personalized support, ensuring a seamless travel experience. The office also offers information on Qatar Airways' extensive network, luxury amenities, and special offers. Known for its exceptional customer service, the Qatar Airways Kuwait Office is committed to delivering a high standard of service and addressing any travel-related inquiries promptly. For business and leisure travelers alike, it’s the gateway to exploring global destinations with ease.
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Cracking the Corporate Social Responsibilty Code.pptxWorkforce Group
Corporate Social Responsibility (CSR) has evolved from a nice-to-have to a strategic imperative for businesses aiming for long-term success. Understanding and implementing effective CSR strategies can transform your organisation’s relationship with stakeholders, enhance its reputation, and contribute to its financial performance.
Implementing effective CSR strategies involves more than just philanthropic efforts; it requires a comprehensive understanding of your company's role in the community and the environment.
So, how do you approach Corporate Social Responsibility (CSR)?
In this deck you will learn the underlying concept of an effective Corporate Social Responsibility (CSR) strategy.
You’ll also learn
•The various types of CSR initiatives that exists
•Popular CSR strategies deployed by socially responsible organisations
•Tips for creating a socially responsible company.
CH.3.pptx DIGITAL MARKETINGSTRATEGY, IMPLEMENTATION AND PRACTICESeventh Edi...motasem221
DIGITAL MARKETINGSTRATEGY, IMPLEMENTATION AND PRACTICESeventh Edition DDIGITAL MARKETINGSTRATEGY, IMPLEMENTATION AND PRACTICESeventh EditionDIGITAL MARKETINGSTRATEGY, IMPLEMENTATION AND PRACTICESeventh Edition
Movers near me in Dubai , Best Packers and Movers In Dubaiimranmalik114455
Movers near me in Dubai offer services to facilitate seamless relocations for individuals and businesses within and across the UAE. Finding reliable movers near you in Dubai is essential for a smooth relocation experience. Whether you're moving within the city or to another emirate, professional movers offer a range of solutions, from transport and packing to de-packing and settling in.
Dubai is home to professional moving companies known for their efficiency and reliability in handling relocations across the city and beyond. Movers near me in Dubai facilitate smooth relocations for individuals and businesses alike. Their commitment to quality service and reliability makes them indispensable partners in navigating Dubai's vibrant real estate landscape and fast-paced lifestyle.
They specialize in managing the moving process from planning and packing up through transportation to unpacking and re-packing the destination. Dubai's movers are known for their efficiency, reliability, and customer-centric approach, making them integral partners in the city's dynamic environment where relocation is common.
Many companies also provide tailored solutions for international moves, making them a valuable resource for expatriates and residents alike.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions. 𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢2024 GROUNDBREAKING CEREMONY OF SK LEAVEO PLANT
➢2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢2024 CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
➢ Daewon Pharm Year End Party
➢ Giant Lantern Festival in Ha Noi with Gamuda Land
➢ Light Festival 2019 in HCMC with Phu My Hung Corp
(etc)
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
As the world spins on its axis, the constant ebb and flow of current events, technological advancements, and social trends shape our daily lives. Here are the top five predictions for today that are set to influence various facets of our global society:
1. AI Integration in Daily Life
Artificial Intelligence (AI) continues to embed itself deeper into our everyday routines. Today, expect to see more AI-driven solutions in sectors like healthcare, finance, and education. Personalized learning experiences powered by AI algorithms are becoming mainstream, while in healthcare, AI is aiding in early diagnosis and personalized treatment plans. Financial institutions are increasingly relying on AI for fraud detection and customer service automation.
2. Stock Market Fluctuations Amid Economic Uncertainty
The stock market remains a rollercoaster, reflecting global economic uncertainties. Inflation concerns, geopolitical tensions, and shifting monetary policies are likely to cause significant fluctuations. Investors should brace for a volatile day as markets react to new economic data and policy announcements. Keep an eye on tech stocks, which are particularly sensitive to changes in interest rates and investor sentiment.
3. Climate Action and Environmental Policies
With climate change becoming an ever-pressing issue, today's headlines will likely feature significant climate action. Governments and organizations are set to announce new policies and initiatives aimed at reducing carbon footprints and promoting sustainable practices. From renewable energy investments to stricter emission regulations, these efforts are critical in the global fight against climate change.
4. Breakthroughs in Medical Research
The field of medical research is on the cusp of several groundbreaking discoveries. Today, we anticipate announcements of advancements in treatments for chronic diseases such as cancer, diabetes, and neurodegenerative disorders. Innovative therapies, including gene editing and personalized medicine, are set to offer new hope for patients worldwide. These breakthroughs not only promise to improve health outcomes but also to revolutionize medical practices.
5. Social Media Trends and Digital Influences
Social media platforms continue to shape public opinion and cultural trends. Today, expect new viral challenges, influencer endorsements, and social justice movements gaining traction online. With platforms like TikTok and Instagram driving much of the digital conversation, brands and public figures will leverage these channels to connect with audiences and promote their messages. Be prepared for a flood of new content that could spark debates and inspire collective action.
As these predictions unfold, they will undoubtedly impact various aspects of our lives. Staying informed and adaptable is key to navigating the rapid changes in today's dynamic world.
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The Future of Corporate Learning - Ten Disruptive Trends
1. Corporate Learning in 2016
Ten trends
shaping the
future
Josh Bersin
Principal, Bersin by Deloitte
February, 2016
2. Corporate Learning in 2016
The ten trends shaping learning for 2016
The New World of Work: Learning at the Center
1. Economics: The Learning Curve is the Earning Curve
2. Growth of Corporate L&D: Faster than Ever
3. Shift in the Learning Mix: Content and Curation as King
4. Managing Content: Today’s New Challenge
5. Design Thinking: Triumph of Experience over Instruction
6. 21st Century Career Management: A New Opportunity
7. Leadership Rewired: Rethink Leadership Strategy
8. Modernizing L&D: Transformation of the Function
9. Training Measurement: Shift toward People Analytics
10. The New CLO: Chief Culture, Change, and Career Officer
3. Culture and engagement
Leadership gaps
Learning and development
HR Skills and capability
87%
86%
86%
80%
Workforce capability
Performance management
HR and people analytics
Simplifying work
Machines as talent
People data everywhere
71%
57%
52%
80%
75%
75%
% VERY
IMPORTANT
50%
51%
40%
39%
35%
34%
29%
26%
20%
14%
2015 Deloitte Human Capital Trends
Importance of trends to business
4. “Our candidates
today are not looking
for a career…
They’re looking for
an experience.”
Careers have changed and so have people
5. Surveyed Millennials also …
60% think
7 months of work
means they’re “loyal”
2/3 want to be “creative”
at work in their job
80% want to give
performance
appraisals to the boss
Their “team mates”
are the most important
people at work
Expect feedback
weekly and
progression
annually
6. Average
3.1
What are these
companies doing?
Glassdoor ratings of employer recommendations — 200,000+ respondents
Engagement appears to be a global challenge
7. Culture, value, leadership, and career (The Big Four)
The issues that matter to employees
0.00
0.12
0.13
0.22
0.28
0.30
0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35
Year founded (age)
Compensation & benefits
Work life balance
Career opportunities
Senior leadership
Culture and values
Correlation of employment factors to glassdoor recommendations as place to work
Culture and leadership are 3X more important
than salary in your employment brand.
Career development and learning are almost
2X more important than comp, benefits,
and work environment.
8. Training is key to Millennial engagement
Millennials are desperate for development
6%
6%
8%
14%
19%
22%
0% 5% 10% 15% 20% 25%
Greater vacation allowance
Retirement funding
Free private healthcare
Cash bonuses
Flexible working hours
Training and development
The alliance: Millennials in the workforce
For Millennials, “Training and development” is the most coveted job benefit
Source: KPCB
Percent indicating job benefit in first place
9. Sources: Deloitte Human Capital Trends 2014 and 2015
The overwhelmed employee
The “average” US worker now
spends 25% of their day
reading or answering emails
Fewer than 16% of companies have
a program to “simplify work” or help
employees deal with stress.
More than 80% of all
companies rate their business
“highly complex” or “complex”
for employees.
The average mobile
phone user checks their
device 150 times a day.
The “average” US worker works
47 hours and 49% work 50 hours
or more per week, with 20% at
60+ hours per week
40% of the US population believes
it is impossible to succeed at work
and have a balanced family life.
10. Productivity is suffering — is technology helping?
US productivity last ten years
1 billion
smartphones
i-Phone
launched
100 million
Twitter users
11. Performance management
The process is broken
Only 12% of companies believe their
existing performance management
process is “worth the time put into it.”
— Deloitte Human Capital Trends 2015
12. We are here
The industrial
corporation
Hierarchical
leadership
Collaborative
management
Networks
of teams
<1950s 1960s-80s Today1990s
Andrew Carnegie
Henry Ford
Netflix, Google,
Facebook, Amazon
Jack Welch
Peter Drucker
Howard Schulz
Steve Jobs
Profit, growth,
financial engineering
Customer service,
employees as leaders
Mission, purpose,
sustainability
Operational
efficiency
2020
Purpose,meaning,
andempowerment?
Industrial age
people as workers
Management by
objective
Servant leadership
work together
Empower the
team
The corporation
is king
The executives
are king
The teams and
team leaders are kings
The people are
king(s)
Historic perspective on performance and management
The evolution of management thinking
15. The economics of learning
Income inequality drives demand
Top 1%
8% of wealth
Bottom
50%
18% of wealth
US economy in 1980
Levelofearnings
Top 1%
20% of wealth
Bottom
50%
12% of wealth
US economy in 2012
Levelofearnings
16. “Over 300 years of economic history,
the principal and most enduring
mechanism for distribution of wealth
and reduction in inequality is the
diffusion of skills and knowledge.”
Why learning is so important to employees
The learning curve is the earning curve
17. 1975 2014
“In 2015, only 50 percent of college graduates were
working in the field they studied and over a third
indicated they would have chosen a different major.
Nearly 40 percent of college graduates believed that
their school did not prepare them well for employment.”
— GSV 2020 Report
“By 2020, India is expected to have more college
graduates (200 million) than the entire US Workforce.”
—GSV 2020 Report
Education leads to employment
US education falling short
19. L&D spending has grown in double digits for
four years in a row
Leadership development spending grew by
14% YTY in 2014, highest growth in decade
Learning technology (LMS) spending grew by
21% in 2014, representing a major “technology
replacement” cycle beginning
More than $6.4 billion of financing invested in
education and training companies in 2015 (up
from 3.2 Billion in 2011)
The corporate learning market
A hot growth marketplace
20. Consumerization of education has arrived
MOOCs are explosive
400+ universities. 2,400+ courses.
16-18 million students.
Harvard has an in-house course production studio with over 50 staff, including
specialists in instructional design, production, research, technical operations,
and program support
21. 35 Million people have enrolled in
MOOCs in the last four years, with 2015
enrollments doubling 2014
Self-authored video (ie. Snapchat) is now
>55% of all internet traffic (KP Internet
Trends 12/2015)
India alone is estimated to be a $3-4 billion
market for corporate learning and MOOCs
Expert and user authored video is taking over
Explosive growth in video content
22. 12%
6%
26%
13%
Using MOOCs Advanced media (video, gaming,
mobile)
2015 2016
110%
Growth 130%
Growth
Companies rapidly maturing their approaches
(% of companies rating their practices “excellent”)
Source: Deloitte Global Human Capital Trends 2016, n=7,000
Digital content everywhere
Companies are adopting MOOCs and video
23. Trend 3: Shift in the
learning mix
Content and curation
as king
24. 77%
53%
32%
4%
6%
13%
10%
15%
26%
4%
14%
15%
5%
10%
13%
2009
2012
2015
ILT
Virtual ILT
Online self-study
On the Job
Collaboration
ILT shrinking in volume,
growing in importance
Online and collaborative
learning Is finally working
OTJ and apprenticeship
is growing rapidly
Today only 16% of L&D spending is allocated to instructor
delivery, vs. 21% in 2011 and 33% in 2006”
Bersin Corporate Learning Factbook® 2015
Shifting resources away from ILT, toward online and on the job
Huge shift in content strategy
28. Spaced learning, gaming, and adaptive learning
Game based safety training
Walmart associates log into the system daily and spend a
couple of minutes receiving safety culture content, often in
the form of questions.
The system provides instant feedback, so associates know
which questions they get right and where they need
improvement.
The system also shows associates how they measure up
against their peers.
The next time associates log in, the system remembers their
responses and asks questions to reinforce information they
know, to ensure learning progresses, behaviors improve and
associates don’t forget what they learned previously.
58% improvement in safety measures in the first year.
29. # Top 22 best practices Impact Area
1 Coaching: formal or well established coaching programs for employees. 48% Performance management
2 Consolidating staffing requirements across the organization 42% Sourcing and recruiting
3 Ability of current workforce planning process to identify current and future talent gaps 38% Workforce planning
4 Competencies maintained through annual maintenance process 34% Competency management
5 Staffing metrics: measuring time to hire, cost to hire, and quality of hire 33% Sourcing and recruiting
6 Cascading goals: aligning goals to manager or corporate goals 33% Performance management
7 Development planning: creating consistent development plans across the organization 33% Performance management
8 Establishing goals: establishing clear and measurable goals for all employees in organization 32% Performance management
9 Job functional competencies well established and used throughout the organization 32% Competency management
10 Competencies used in recruiting process for assessment and interviewing 32% Competency management
11 Managed recruiting process: carefully monitoring and tracking interview process 31% Sourcing and recruiting
12 Assessing performance: delivering an annual performance appraisal and evaluation 30% Performance management
13 Internal sourcing: internal job postings, career planning, and promotion to recruit from within 29% Sourcing and recruiting
14 Leadership competencies well established and used across the organization 29% Competency management
15 Performance based compensation: consistently linking compensation to performance ratings 27% Performance management
16 Competencies used in performance management for assessment, review, and development 27% Performance management
17 Developmental training: training tied to developmental goals of individuals & organization 27% Learning and development
18 Competencies used in leadership development programs for training 24% Competency management
19 Pre-hire assessment: assessing candidates against competencies for a position 23% Competency management
20 Employer brand: using web, collateral, and marketing to position well for recruiting 22% Sourcing and recruiting
21 University recruiting: working with educational institutions to obtain qualified candidates 22% Sourcing and recruiting
22 Maturity level of leadership development: Strategic Leadership Development (level 4) 21% Leadership development
Bersin & Associates
High-Impact Talent
Management, 2007
Coaching is the process most
highly correlated with impact.
Coaching and development model
Data proves coaching pays off
30. Many companies are desperately looking for ways to build
leaders from Millennials
Mentors and mentor programs are often among the
hottest programs to build new leadership
When asked “how would you like to learn to lead,” more
than 60% of Millennials surveyed say “I’d like a mentor.”
Salesforce found that 95% of leaders who have mentors
were promoted within 18 months
What millennials likely want (and need)
The mentor next door
34. Blogs
Ratings
Mentoring
Wiki’s
Video
Podcasts
Discussion
boards
Social networking
Tagging
Micro-blogs
Virtual worlds
Stretch assignments
Communities
of practice
Collaboration
Search
Simulations
Surveys
Whitepapers
Case studies
Articles
Visual aids
Presentations
Books
Corp websites
Manuals
Performance support
Product
demonstrations
Instructions
Observations
Journaling
Standard
operating
procedures Newsletters
Corporate
communications
Marketing
collateral
Business process
documentation
Programs
Role playing
Classroom Conferences
eLearning
Coaching
Webinars
Lunch ‘n learns
Chalk talks
Onboarding
Debates
Consulting
Lectures
Experiments
Labs
Teaching
Courses
Workshops
Interviews
Feedback
Mistakes
Successes
Job rotations
Peers
Project post-mortems
Meetings
Role models
Job shadows
After action
reviews
Customer data
Goals
Play
Conversations
Dialogue
Reports Memos
Appraisals
Business performance data
CRM records
Proposals
Content explosion
35. 80% of utilization use 1% of the
learning programs
The “Long Tail” of content usage in training
People cannot absorb all we give them
Typical learning portfolio: Lots of waste
37. Run the business WIN in the market
Custom
to you
Off the
shelf
IT Training
Desktop Skills
General Management Skills
Project Management
Sales Techniques
Customer Service Techniques
ERP Rollout
Call Center Application Training
Product Introduction
Your secret sauce
Business critical
Skills, competencies,
and processes for
your company
40%
10% 20%
30%
Focus here
Outsource
Training Investment Model®
“The Blended Learning Book,” by Josh Bersin
Training investment model
Need for portfolio analysis
44. Trend 6: 21st Century
career management
A new opportunity
45. Careers today are different
21st Century careers: No longer for life
People change jobs: average tenure at work is <4 years
Part time and contingent: “Uberization of Work:
• 55 Million people (32%) in the US work part-time, contingent, or as
contractors
Skilled workers in high demand:
• 30% of Tech workers believe they could get a better job within 60 days if
they looked (Dice)
This means:
• Without a facilitated talent mobility strategy good people will likely leave
• Alumni networks, external mentoring, job rotation inside and outside the
company are all important today
46. Career development means
upward progression
Career development means
growth through new experiences
New positions
are offered to me when I am ready
I seek out and assess myself
against new positions and jobs
Development funding focuses
on senior leaders
Development funding is applied to
all roles and functions
My manager decides
when I am ready for a new position
I decide when I’m ready to move, with
support from the organization.
My manager helps me with career
when he or she has time
My manager, mentor, and others
help me find job opportunities
Taking a new assignment can be risky if I
fail or the project fails
Moving to new positions is respected and
considered key to everyone’s growth
Career management today
Building the new career
48. Back office, operational, contingent employees
Top
Management
Senior management
First line management
SMES
(Consultants)
Senior specialists
Functional specialists/front-line employees
Middle management
Career management
The traditional view
49. Back office, operational, contingent employees
Top
Management
Senior management
First line management
SMES
(Consultants)
Senior specialists
Functional specialists/front-line employees
Middle management
Career management
The reality
Contract
hire
Job
intern
Developmental
assignment
Lateral
promotion
Stretch
assignment
External
assignment
Upward
promotion
Lateral
assignment
New
assignment
Part time
loan
New
candidate
New
leader
Exec
succession
50. Open job descriptions,
levels, and job demands
Job assessments online
for self-assessment and
development
Professional career
counselors in HR
Career explorer tools
are available for all
employees
Wide variety of online
learning for technical,
professional, and
managerial growth
Apprenticeship model
adopted internally
Cross functional
projects are valued as
development
Line / Staff / Line / Staff
transitions are valued
and managed carefully
Development includes
industry, company, and
functional training
Career Resource
Center available
All external positions
are posted internally
Internal candidates
given fair or preference
to external
“Job rotation” programs
into and out of
functions are valued
Specialist roles are
valued, rewarded,
celebrated
Storytelling celebrating
career paths of varied
types
“HIPO” programs are
not sacrosanct as the
only way to get ahead
Clear and agile goal
setting
Managers rewarded for
“talent production” not only
“talent consumption”
Managers measured by
engagement and
progression of team
Learning funded and
valued by top
management
Tolerance of failure
without blaming the
people
“Career Advisor” or
“sponsor” separate
from manager
Return guaranteed
for risky
assignments
Network building
rewarded for
progression and
leadership
Managers rewarded for
coaching and
development
Design thinking about
lifecycle of employee in
a role for first 2 years
Onboarding and
performance support
valued part of manager
and L&D role
Professional Ladder
separate from
Management Ladder
Rewards for New
Assignments and
stretch assignments
Inclusive culture
enables anyone to take
any job
Making mistakes is
valued as learning and
discussed openly
Tolerance of staff who are
“incompetent” and
new at job
Promotions and Salary
Increases for Non-
Management Jobs
Meritocracy as culture
of reward and growth
PM process focuses on
development and
coaching
All jobs defined
around similar
competency model
Active mentoring
program with internal
and external mentors
Mentoring is valued,
institutionalized, rewarded,
and mentor development
programs exist
Multi-year management
or career development
programs exist and are
honored
Social and video
sharing tools are used
for learning
Job Seeking Career Advice Management Culture
L&D and Talent Mgt. Job Transition Culture and Reward Systems
Career management in the digital age
New culture of management
51. • Identify career
goals
• Maintain profiles
• Demonstrate
values
• Socialize
interests
• Create internal
network
• Share
specializations
Employee
• Define job
profiles
• Provide
coaching
• Assess potential
• Identify
development
opportunities
• Provide candid
feedback
• Share talent
openly
Manager
• Provide tools &
resources
• Develop career
models
• Facilitate
process
• Offer career
coaching
• Offer Career
development
training
• Integrate with
talent mgmt
HR
• Develop
Infrastructure —
process,
technology,
people
• Create culture
of mobility
• Communicate
expectations
• Create
transparent
marketplace
Company
Only 11% of companies surveyed have a clear strategy for career development
Talent mobility takes a complete commitment
53. Fuel50
Example of career management solution
Results
After a 3 month program, the following
was achieved:
50% reduction in voluntary attrition
46% strongly agree with Transcom
cares about my career (compared to
29% in April)
16% reduction in involuntary attrition
Absenteeism decreased from 16.12%
to 12.13%
93% would recommend Transcom as
employer (an increase from 86.6%)
76% have had a career conversation
with their team leader within the last
week (compared to 43% in April)
56. Percent of companies rating
leadership “important” jumped
from 87% in 2015 to 89% in
2016.
Percent of companies rating the
problem “urgent” jumped from
51% to 57% from 2015 to 2016.
The problem is getting more urgent Yet progress is uneven and inconsistent
61% of companies are revamping
or just revamped their leadership
program in the last year and 30%
are doing it this year.
Yet 38% have no plans and 21%
have no leadership development
programs at all.
Deloitte Global Human Capital Trends
Leadership trends in 2016
Deloitte 2016 Human Capital Trends n=7,000
57. Inconsistent Management Training
Content Available • No Development Process • Benefit to Employees
Level 1
Structured Leadership Training
Core Competencies • Well-Defined Curriculum • Developing Individuals
Level 2
Focused Leadership Development
Culture-Setting • Future-Focused • Developing Organization
Level 3
Strategic Leadership Development
Championed by Executives • Talent Management Integration
Level 4
BersinbyDeloitte
25%
38%
28%
10%
Leadership rewired
Why is the leadership market so broken?
59. 8%
15%
9%
6%
13%
20%
15%
7%
Global skills and experiences in leadership
program
Leadership programs for all levels (new, mid-
level, senior)
Experiential leadership programs
Targeted Millennial leadership programs
2016 2015
Maturity growth in global and experiential programs,
but not enough focus on Millennials
(% companies who are “excellent” at these areas)
Deloitte Global Human Capital Trends 2016, n=7,000
70%
of Millennials
tell us they are
receiving no
leadership
development
at all.
Focus areas
Weakest area seems to be Millennial programs
60. New model for leaders
Creativity, not planning
Quick decision-making
Getting closer to customers
Globalization, diversity
Continuous change
Manage unexpectedness
Agility, not control
“We have to push young
professionals into
leadership positions
before they’re ready.”
Global Pharma
The concept of a HIPO
or “readiness” has now
become obsolete.”
Global Tech Company
21st Century leadership models
Leading in a network of teams
65. Level 1: Incidental Training
Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused
Level 2: Training & Development Excellence
Source of Designed Instruction | Evolving Governance & Operations
Improving L&D Core Processes | Program Focused
Level 3: Talent & Performance Improvement
Source of Talent Development & Performance. Consulting | Integrated with HR/TM
Development Planning | Career Models | Leadership vs. Professional
Level 4: Organizational Capability
Source of Business Performance Capability & Learning Agility
Executive Driven | Cultural & Systemic Focus
Utilitarian
Training &
Job Shadowing
Formal Design,
Architecture
Talent Driven
Learning
Cultural
Continuous
Career
High-Impact Learning Organization® Maturity Model
Evolution of the L&D Function
66. The “full stack” L&D professionalLMS
Design Thinking
X-API
Employee Engagement
Analytics
Learning experience
design
Video
Social systems
MOOCs
Performance SupportContent tools
Product Management
Professional Development
Coaching
Content Management GamificationMetadata Taxonomies
UI Design
Instructional design
Mobile app design
Career
management
Adaptive Learning
Spaced learning
Culture
Neuroscience
Digital HR hits L&D
The new skills and roles for L&D
67. Design thinking and product management for learning
The need for learning product management
71. Recruiting &
Workforce
Planning
Comp and
Benefits,
Rewards
Performance
Succession
Engagement
Learning &
Leadership
HRMS
Employee
Data
Engagement &
Assessment
+
Sales Revenue
Productivity
Customer
Retention
Product Mix
Accidents,
Errors, and Fraud
Quality
Downtime
Losses
Groundbreaking new insights and tools for
managers to make better decisions (not HR)
Data management, Analytics, IT,
and Business Consulting Expertise
+
=
Location,
Travel,
Meeting Time
Organizational
Network Analysis
Sentiment, Heart
rate, Voice
+
This is NOT HR ANALYTICS!
The new world of people analytics
72. Operational reporting
Reactive reporting of operational & compliance measures •
Focus on data accuracy, consistency & timeliness
Level 1
Advanced reporting
Proactive reporting for decision-making • Analysis of trends
& benchmarks • Customizable, self-service dashboards
Level 2
Advanced analytics
Statistical analysis to help solve business problems • Identification of
issues
& actionable solutions • Centralized staffing & integrated data
Level 3
Predictive analytics
Development of predictive models • Scenario planning • Integration
with business & workforce planning • Data governance model
Level 4BersinbyDeloitte
56%
30%
10%
4%
What our research discovered
Bersin by Deloitte Talent Analytics Maturity Model
78. The Chief Learning Officer
is also…
The Chief Capability Officer
The Chief Culture Officer
The Chief Change Officer
The Chief Engagement Officer
The Chief Career Officer
You:
The bold CLO
The findings
The name of this trend—“people analytics”—brings together HR and business data to improve and inform management, business, and HR decisions throughout the company.
While HR organizations have been talking about building analytics teams for several years, in 2016 we see a major leap forward in capabilities.
Why is this?
Driven by competitive pressures and the greater availability of more integrated systems, organizations are aggressively building people analytics teams, buying analytics offerings, and developing analytics solutions.
First, companies are rapidly adopting more integrated cloud-based HR systems, enabling them to examine HR data in an integrated way for the first time. Nearly 40 percent of all global firms are either replacing or plan to replace their core HR systems over the next two years.
Second, people with analytics backgrounds are coming into HR.
Third, nearly every ERP vendor and talent management provider now offers off-the-shelf analytics tools, and many include embedded models.
Experienced consultants are sharing ideas and bringing expertise to companies new to the domain.
Finally, CEOs are pressing their CHROs to build this capability
What’s needed?
We expect the trend toward analytics-driven HR to continue gathering strength over the coming year. As this happens, analytics will penetrate deeper within HR, extending beyond talent acquisition to learning and development and operations.
However, providing great data and insights is only part of the solution. The real value is in turning that insight into change that delivers business value, which requires sound change management practices.
Rewrote Lady Gaga Video and used “Can I get some Hands”- which is a cheesesteak culture. Used to have a culture of “no cell phones” in front of guest, in Kitchen we don’t allow it for safety reasons. They do this at the end of their shift, beginning of shift.
“New Restaurant Openings” – we send 50 high performers to open a new restaurant. Hype. Tiger Team – stocks, sets up new systems, builds an amazing community. New restaurant which is opening can keep all this info. How we roll the perfect strawberry for a cheesecake. “learning channel” to look for videos.
If we embed video into training, they get credit for it. They’re all excited to be publishing this.
Right now we’re doing a video on culture, and we want the consistency across all sites, so we’re created the “you’re so cheesecake” channel – “why you’re so cheesecake” I take pride in the food that I make for every guest.
What are you using – are you using these?
The findings
Data and analytics are key to solving many of the top challenges we identify in these trends: engagement, leadership, learning, and recruitment.
Still too few organizations are actively implementing people analytics capabilities to address complex business and talent needs.
Three in four companies (75 percent) believe using people analytics is important, but just 8 percent believe their organizations are “strong” in this area—almost no change over 2014.
Why is this?
Leading companies are using analytics to gain a competitive advantage by understanding all elements of the workforce, including to:
Understand and predict retention
Boost employee engagement
Expand talent sources and improve quality of hires
Profile high performers in sales and customer service
Yet, our survey confirms that most organizations have been slow to get started, showing very little progress in implementing analytics. In fact, this year’s study shows that there has been little year-over-year improvement in analytics capabilities.
What’s needed?
People analytics, a capability built over years, is one of the biggest differentiating factors for high-performing HR organizations today. Without early, substantial investments, it is difficult to get traction. Companies must therefore make a serious commitment to this discipline, search for robust solutions from their core system vendors, and hire people into HR who have an interest and background in analytics and statistics.
(c) Bersin and Associates
The full Human Capital Trends 2016 report goes much deeper. You’ll find stories of how leading companies are leveraging these trends for competitive advantage. And if this all seems overwhelming, we’ve incorporated practical advice for companies and HR leaders on where to start.
Our advice is straightforward: [Josh, I need your help here, too.]