Newsletter Sign-up

Done right, scenario planning can help unlock the power of workforce planning-getting HR off the "talent treadmill" and out of the reactive position of scrambling to fill positions after the business identifies the need for new talent.

In this webinar, learn three things HR leaders can do to improve their workforce-planning efforts by utilizing a scenario-based approach to prepare for a range of likely futures.

Leading organizations are using strategic workforce planning (SWP) as a forward-looking tool to provide leaders with the information they need to align talent supply with demand.

Three practices emerge that separate companies that are able to strategically use workforce planning from companies that are not able to extract the same value from this talent-management practice.

In this webinar, Dr. Aaron Sorensen of Axiom Consulting Partners will describe how to:

* Gain an early read on how market conditions and changes in the labor market impact the talent-supply chain;

*Utilize scenario-planning techniques to enhance their SWP efforts; and

* Differentiate the workforce by segmenting talent around core capabilities.

Sorensen will also highlight some of the failures -- and some implications of those mistakes -- that companies have made managing talent in periods of turmoil.

In addition, he will provide practical tips and examples that companies can use to align their workforces to business strategies, regardless of the maturity of their SWP practices and processes.

The current economy has created a large professional contractor pool at a time when companies are reticent to increase their permanent staff. The concomitant blend of traditional employees and contingent or free-agent contractors in the workforce has proven to be both a talent boon and a challenge for organizations today.

Talent acquisition is changing from a job-focused activity to a talent-focused activity. Recruiters are more interested in the skills of the person than the position that needs to be filled.

Further, rather than default to the traditional practice of hiring a W2 worker for each position, leading companies are looking at sourcing for talent-filling the right job at the right time with the right person for the right cost.

Contractors were often managed by procurement, purchased like pencils, rather than considered a part of the strategic workforce. Leaders in industry, however, now look at the total workforce -- regardless of employee status -- as their talent pool. They see the capability to hire by ability as critical to their company's agility and competitive stance.

Hiring philosophies have to change to keep up with the increasingly predominant view of contractors as strategic role-fillers rather than tactical just-in-time (JIT) augmentations to the existing workforce.

In addition, recruiters and hiring managers will need the tools to source, hire and carefully monitor the ensuing blended workforce for legal compliance.

In this insightful webinar, Dr. Katherine Jones, research director at Bersin & Associates, will explain why a JIT panicked response to filling a gap in the workforce is no longer an acceptable approach today. She will also outline specific and proven steps employers can take to successfully hire -- and maximize the effectiveness of -- a blended workforce.

For the fourth year in a row, join the country's top IT, HR and Talent Management analysts and consultants for their predictions of next year's critical trends, plus their advice on how you should prepare for them.

Their predictions include:

* SaaS becomes mainstream, and IT's job becomes integrations;

* Companies will "rip and replace" legacy systems even faster than before;

* Self-service will become social, mobile and more gamified;

* Talent Management as a separate software category will disappear;

* Mobile will soon become employees' first contact with enterprise software; and

* Companies will do Master Data clean up in order to do Analytics.

Your questions will be addressed throughout the discussion.

We all know that recognition can be a powerful motivator for engaging today's workforce. Common sense and research data tell us that if someone feels appreciated, they are more likely to be engaged.

In the next five years, businesses will experience major demographic changes as far as their workforces are concerned. Just to name a few: Workforces will continue to become more diverse; millennials are projected to represent more than 50 percent of the overall workforce; and the number of contingent workers will continue to grow.

So, in light of these anticipated developments, how does a company successfully promote recognition and employee engagement?

Organizations need to begin to think about recognition differently -- both in terms of development and career-pathing. They need to take into account a number of important factors, including feedback, mentoring, education, sponsorship, career management and work/life balance.

Join Stacey Harris of the Brandon Hall Group as she shares her latest research in these key areas, detailing proven, award-winning practices of how organizations of all sizes are engaging their workforces and recognizing valuable employee assets through various development and career-pathing opportunities.

Key takeaways from this webinar will include:

* Key practices in leveraging development opportunities as a recognition tool;

* A framework for discussing development and career-pathing options by specific workforce segments;

* Practical approaches for integrating development and career pathing into existing recognition models; and

* Examples of award-winning practices at Marriott, Sodexo and others.

Please join us for a complimentary webinar as we discuss the findings from an exclusive HR-specific recalibration of Fortune magazine's 2011 Most Admired Companies rankings, as well as key HR and business practices that distinguish these companies from their competitors.

Since 1997, Hay Group has partnered with Fortune magazine annually to identify the Most Admired Companies and the business practices that make them great. In an exclusive arrangement with Human Resource Executive®, Hay Group has analyzed the Fortune data and identified the 50 companies that are most admired when it comes to HR practices and key attributes they share.

A hallmark of Most Admired Companies is consistently strong performance and reputations amid changing business conditions. To achieve both of these, many of the organizations drew heavily on the "reservoir of good will" associated with highly engaged workforces. But looking ahead, leaders will need to revisit strategies, processes and roles to ensure that they are setting their organizations up for sustained success.

During this webinar, the leaders of Hay Group's research team will explore human capital strategies and practices that enable the Most Admired Companies to elevate and sustain their performance during these challenging times.

Among other things, you'll learn how they're using innovative approaches in areas such as talent management, learning and development, and succession planning to take their businesses to a new level of performance.

Join us to be the first to learn who made the final cut on this year's list of the Most Admired Companies for HR -- and what distinguishes this elite group of employers from the rest.

We all know that the annual performance appraisal does not work. So the real question HR leaders should be asking today is, What should replace it?

Bersin research shows that modern performance management is frequent, collaborative and engaging -- and that it enables employees to get feedback on a regular basis about their performance. But the data also reveals that next-generation recognition and rewards has an important role to play in making this happen.

In this informative webinar, Stacia Sherman Garr, senior analyst at Bersin & Associates, will share the findings on the latest research on this subject and discuss:

* The impact of ongoing recognition and rewards;

* What the current rewards marketplace looks like;

* How next-generation rewards-and-recognition solutions differ from traditional rewards programs; and

* Best practices for leveraging rewards-and-recognition solutions, including case study examples.

About the Presenter: Stacia Sherman Garr brings more than five years' experience in the talent management field to Bersin & Associates. Her expertise lies in leadership development, performance management, succession management and employee engagement, based on a background in both HR consulting and instructional design work. Prior to joining Bersin, Stacia worked as a senior analyst for the Corporate Executive Board and as an adjunct history professor for Northern Virginia Community College.

Organizations today regularly use HR metrics, but struggle to get clarity and value from the data -- and then use the information to successfully drive the right kind of decision-making.

The goal of talent metrics is to not only measure and report workforce data, but to successfully link specific HR practices to business outcomes, such as increased revenue and decreased costs. Yet, as many HR leaders have learned the hard way, that's frequently easier said than done.

In this webinar, Jeff Higgins of the Human Capital Management Institute will explain why it's imperative for organizations to move beyond lagging metrics reporting and begin to leverage workforce decision-making tools that can result in meaningful productivity gains, cost savings and ROI.

Among other things, Higgins will share with participants specific examples of predictive metrics that can have a consequential and lasting impact on the business. He'll also discuss what kinds of business questions HR leaders need to be asking today.

Higgins will detail in his presentation real-world case studies that demonstrate the practical application of analytics at every stage of the talent-management lifecycle.

As the economy continues to improve, companies are looking to transition from surviving to thriving. Most companies focus their time and budget on 99 percent of the employee contract, including health benefits and pay, hoping to drive long-term engagement.

In reality, many of these high-cost, high-maintenance areas deal more with satisfaction than engagement, which is a very different kind of animal.

Water boils at 100 degrees C (212 degrees F) -- not a single degree less. It is that last 1 degree that changes water to steam. And it is that last 1 percent of your employee-engagement effort that converts your employees from being satisfied to being engaged.

Join Paul Hebert, managing director of the incentive and reward design firm I2I, as he walks webinar participants through the difference between what satisfies and what engages employees, highlights what has changed in the industry over the past few years that can seriously impact the costs associated with recognition and reward programs, and shares proven principles for engaging your employees.

Most companies spend too much time and money trying to engage their employees when they don't need to. Historical benchmarks for program costs are no longer valid and the impact of a properly designed and implemented engagement strategy can pay dividends that are exponentially higher than the costs of running the programs.

Learn how you can create a 1 Percent Solution that can drive greater employee engagement throughout your entire enterprise.