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"The Kapta team has been conducting detailed interviews with Human Resources leaders and managers in our target market: organizations with fewer than 500 employees. We have interviewed over 100 HR vice presidents, directors, and managers in the following locations: Colorado, California, New York, Massachusetts, Georgia, North Carolina, Pennsylvania, and Maryland. Globally, we have spoken with HR professionals in the UK, Germany, Egypt, Austria, Hong Kong, Singapore, South Africa, Israel and India. "

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"Nul ne peut l’ignorer, les pratiques RH évoluent à vitesse grand V au sein des organisations. Comment les entreprises font-elles face à ces changements ? Il semble que certains DRH voient dans la R&D une alternative crédible pour développer des solutions et produits innovants en matière de ressources humaines."

humanresources r&d innovation engagement employeesengagement retention risk motivation competencies talent talentmanagement

"According to Jackson (and, again, I agree with him) top talent does indeed leave for the same reasons everyone else does. If I were to distill his ‘top ten reasons’ down to one, it’s this:

Top talent leave an organization when they’re badly managed and the organization is confusing and uninspiring."

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"The race for skilled talent is picking up speed and could have long-term implications in the job market. A Human Capital Zeitgeist, is emerging as companies big and small are getting smacked with the realization that talent management is SO critical to competing in a volatile marketplace, they might actually have to throw a bit more respect at the “human” in the human capital equation."

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"With more analytics about which organizations need help and which people are available, we could create a true marketplace for people looking to donate their time and skills."

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"As business leaders pick up the post-recession pieces, I'm increasingly asked how companies can restore trust with employees. My answer: only by instituting new talent management approaches that reflect the reality of today's relationship between employees and the corporation."

management humanresources hr trust talentmanagement loyalty

"A Stanford Professor quit his job. But he doesn't plan to go to another prestigious university. Nope. He, like others, has discovered the power of teaching online; in his case, he reached 160,000 students in a single online course on artificial intelligence. This is more than a story of online learning or mass dissemination. It proves a point: What once required a badge and a title within a centralized organization no longer does.

The implications for global education are huge, of course. And that would be interesting enough. But there are also implications for organizational design and talent management for firms of all sizes. "

organization organizationaldesign talentmanagement costcutting sharedpurpose alignment

"We recently convened a team of 21 millennials from various GE businesses and functions around the world for a special three-month assignment: identify ways to attract, develop, and retain talent in the future. We named the effort "Global New Directions," and we knew we'd picked the right people almost immediately when they told us that they didn't want to retain employees, they wanted to inspire them."

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"But is there a direct correlation between employee investment and the balance sheet? As Prof. James L. Heskett wrote in his latest book The Culture Cycle, effective culture can account for 20-30 percent of the differential in corporate performance when compared with "culturally unremarkable" competitors. "

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"Vantés comme des programmes de développement personnel, la plupart des approches en matière de gestion de talent (Talent management) ne sont souvent rien d’autres que des plans d’action totalement standardisés, linéaires, ennuyeux et parfaitement interchangeables. La plupart du temps, ils n’ont d’autre objectif que de fabriquer de petits soldats disciplinés qui, un jour, prendront la relève de leur supérieur. Trop rarement, l’objectif réel et vérifié est de développer un éventail de compétences diversifiées. Le concept de Talent management, tel qu’il est majoritairement mis en oeuvre aujourd’hui dans les entreprises, n’est qu’un parcours institutionnel, sans relief, une succession d’automatismes, d’apprentissages prêts-à-porter et de stéréotypes… » "

talents talentmanagement learning training values humanresources openlearning

"

Lorsque l’on évoque Médias Sociaux et de Ressources Humaines, on pense encore trop souvent au seul recrutement. Or, les médias sociaux, parce qu’ils modifient en profondeur les méthodes de travail et les relations professionnelles entre collaborateurs, sont (ou devraient) être au coeur des problématiques de nombreux acteurs RH, et pas uniquement ceux en relation avec les candidats."

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The event encouraged healthy discussions and provocative ideas by the analysts, other speakers and an active audience around the future of organizational processes in the landscape of ground-shaking technologies like social networking, mobile, cloud and analytics

hr processes chro talent talentmanagement education P2Plearning

"These systems are great options to develop leaders and managers supposed to fill the shoes of their elders, and continue with the same type of leadership and management models. Such systems have been extremely efficient in industrial-age corporations such as General Electric, Danaher, Valeo, ...

These systems have two important shortcomings : they are selective and static. Simply put, they lead to choose between two leaders or managers and they certainly do not foster innovation (innovative skills, behaviours, gems - see this hack)."

gamification talentmanagement humanresources humanresources2.0 management management2.0

"Un forum autour des RH 2.0 soulevait récemment la question de « pourquoi laisser les employés auto-déclarer leur compétences dans le réseau social de l'entreprise? ». Cette question fait partie des quelques unes au cœur de la démarche d’entreprise 2.0 qui soulèvent de nombreuses interrogations. Elle traduit très concrètement la philosophie même du 2.0 et révèle aussi certaines craintes qui lui sont rattachées"

competences skills evaluation profile socialnetworks enterprisesocialnetworks enterprise2.0 socialbusiness talents talentmanagement problemsolving humanresources humanresources2.0

"The Human Resources world is the ‘Rodney Dangerfield‘ of the executive suite, says Bill, and doesn’t get enough respect…partially because HR gets caught up in the important but time consuming world of enforcing compliance at City, State and country levels. While the CFO’s team keeps the financial records straight, HR has responsibilities for all other aspects of staying on the right side of the law."

humanresources compliance collaboration strategy humancapital IT talentmanagement talents

"Because I think no one really knows what a large-scale transition to social computing and collaboration as core work activities really means for today’s (and tomorrow’s) human resources professionals and the management processes and practices they design, implement, coach and manage.

I say that with full knowledge that the last two decades have seen a lot of talk and activity aimed at ‘modernizing’ human resources management practices. There have been regular clarion calls for major change, and waves of interest and activity aimed at transforming HR professionals to become (for example):

* business partners with line management
* proactive change agents
* coaches to managers and professionals
* enablers of change, as opposed to (more traditional) gatekeeper roles"

enterprise2.0 talent talentmanagement socialnetwork recruitment recruitment2.0 jobdescription performance training reward remuneration humanresources humanresources2.0

"“Recovery will not be restoration of the pre-recession market. Trying to get back to where we were will be like chasing a red herring,” said Jean Martin, executive director of the Corporate Leadership Council of the Corporate Executive Board, a global business research network"

organization recession recovery information risk riskmanagement talents talentmanagement customers

How to Identify Your Employees' Hidden Talents

8:25 AM Wednesday June 24, 2009

Tags:Managing people, Organizational culture, Talent management

There's no shortage of advice about finding and attracting the best people to work for you. Or even about scouring your own organization to identify top performers within the ranks. My experience in a variety of frontline, supervisory, and other positions has taught me that important as both of those endeavors are, it's even more vital to look within individual employees for hidden strengths, especially at times when hiring and promotions are on hold.

humanresources talent talentmanagement

I've previously pondered over how we could possibly work with HR to ensure success for KM and can perhaps summarize some of the key points as follows: (I am assuming that the points below represent key components in HR strategies)

km humanresources training hiring appraisals incentive motivation satisfaction attrition retention talentmanagement humancapital rotation jobrotation competences

Que restera-t-il à la fonction RH ? Les nouvelles compétences de communication déployées par la fonction communication, l’environnement de travail développé par IT, et dans tout cela, les managers de plus en plus acteurs dans les pratiques classiques d’entretien annuel, de recrutement, de développement …

Le vrai défi, à mon sens, sera de mesurer l’impact des investissements à venir puisque la plupart seront faits dans les domaines … du talent. Identifier les populations clé, définir des stratégies sur mesure pour chacune d’entre elles tout en assurant la cohérence d’ensemble et surtout, surtout, être capables d’établir avec la Direction une conversation suivie sur l’importance et la pertinence de l’investissement dans le capital humain.

humanresources IT humancapital talentmanagement communication