Nothing can be more important to an organization’s success - particularly in these recessionary times - than a fully engaged workforce. Most leaders and organizations know the difference between a fully engaged worker and one that is marginally engaged or disengaged. Engaged workers are significantly more productive and contribute to innovation. Disengaged workers cost organizations money in many ways, including customer retention and drain the motivation of those around them. Identifying behavioral indicators of engagement provides managers with insight to developing highly engaged behaviors throughout their team. This webcast will reveal emerging research findings on engagement useful to those who have responsibility for productivity and energizing innovation.  Compelling research will be presented in today’s webcast by Allan Schweyer , Exec. Director & SVP, Research , Human Capital Institute (HCI), and Rodger Stotz , Chief Research Officer , Incentive Research Foundation.   I hope you’ll add your comments, questions and insights below- or join or start a related discussion group at www.humancapitalist.org

Smart companies have prepared more than one workforce scenario to respond to changes in the economy. Business Roundtable’s recent quarterly CEO Economic Outlook Index, which polled 100 U.S. CEOs between March 16 and March 27, indicates that 71% expect to cut their workforces over the next six months. So how can companies make reductions and realign their talent to drive their business forward? Decisiveness and agility build goodwill with talent and shareholders.  Webcast presenters Renee Romulus  and Mark Atkinson, Directors at Pricewaterhouse Coopers, will share their insights on research done at PWC… they’ll discuss talent strategies for the economic downturn, so that your company emerges with a workforce competitive advantage.

Don’t miss these webcast take away’s:

1. Understand fundamental organizational changes in divestitures, outsourcing, mergers, and recasting products and services
2. Leverage structural and productivity metrics to harvest value and reduce costs during restructuring
3. Apply data-based talent segmentation for critical retention and deployment
4. Invest in upgrading talent and accelerated development of pivotal talent , high performers, and mid-level managers
5. Utilize creative cost-reduction alternatives in talent management
6. Ensure knowledge transfer and traction with survivors before restructuring

HCI members we invite you to add your insights, questions and comments below or join (or start) a related discussion group at www.humancapitalist.org

HCI members ask:

Todd asks: Do you recommend putting together a “playbook” with tools for evaluating talent, determining slating processes, and training on managing survivors, etc? Any suggested resources for one?

Maria comments: this really supports the idea that valuable talent records and proper talent segmentation is done and constantly updated.
Todd asks: Recommendations on guiding sr. leaders in the discussion in understanding the desired outcomes and alternatives (ROI, etc.)?

Todd asks: Do you recommend putting together a “playbook” with tools for evaluating talent, determining slating processes, and training on managing survivors, etc? Any suggested resources for one?Maria comments: this really supports the idea that valuable talent records and proper talent segmentation is done and constantly updated.

Todd asks: Recommendations on guiding sr. leaders in the discussion in understanding the desired outcomes and alternatives (ROI, etc.)?

Whether a company is going public, expanding into new markets or operating through a downturn, investors want to know the talent is in place to make it successful. The balanced conservative approach to investing in a mutual fund also applies to investing in future leadership. A strong fund manager analyzes stocks before adding them to a mutual fund in order to predict performance. Talent managers analyze the performance of promising individuals to build a talent pool and succession pipeline.

This webcast covers how talent managers can regularly evaluate and rebalance their talent portfolios to evolve with changes in business strategy.
Hear insights from Mark Walker , Sr. Consultant, Leadership , Hay Group, Inc. and Andrew Stevens , Organizational Development Manager , Northern Trust Bank about how to:

1. Identify characteristics of high potentials
2. Distinguish critical attributes for your culture, industry and market
3. Discover emerging roles critical to business performance

HCI members please add your comments below and start or join a related discussion group at www.humancapitalist.org

HCI members ask:  To what extent does Northern Trust coach its managers to develop talent beyond the checklists in the presentation?
 
How often do you do talent reviews?  What level of employee within the organization are talent review performed?  Who facilitates the talent reviews?
 
How long of a vision does Northern Trust take when looking at it talent?  1 yr, 3 yrs or beyond?
 
What changes in your business over the past year have led you to adjust your talent strategy?

HCI member, Sue asks:  Question: How do you identify the future needs of company based on business strategy? Where & how do you get the specific data that at best is a 3-5 year guess of the business leaders?

Question: slide #18 makes me think to ask: how do individuals’ development goals match and align to meet more immediate business needs? (develop and address business needs today prepares talent to meet business challenges tomorrow)

It’s common sense: Companies that understand their individual workers and their workforce as a whole maintain a competitive advantage. Why? Because they can identify and invest in the specific programs that matter to people and influence how they perform on the job. Without that understanding, they may be following common practice, which may not be best practice where their organization is concerned. And their investment is far less likely to yield a measurable return on investment.
But in this day and age, it’s far more challenging for organizations and managers to really know their employees. Globalization and demographics have created a highly diverse and broadly dispersed workforce, with segments of people that have very different needs, expectations and motivations. So how do you break through these barriers not only to get to know your workers, but also to use that knowledge to drive engagement?

This webcast will look at the emotional, rational and motivational drivers of engagement for differing segments within a diverse workforce.  Samira Kaderali , Senior Consultant , Towers Perrin
Adam Zuckerman, Phd , Regional Executive Director, Towers Perrin share examples from well-known companies about mistakes, course corrections, and successes. If your responsibilities include workforce insights, talent and performance, knowing how to engage talent is a must.

HCI members, we hope you’ll add your insights, comments and questions below and start or join a related discussion group at www.humancapitalist.org

Every manager knows they are in the midst of new competitive pressures not previously experienced, and faces declines in demands for their company’s products and services. They see that the talent they manage are “missing” previously planned targets. Astute managers know there is a tremendous opportunity for growth in new niches and want to be ready to scale their business. Although the game of business is tougher, winning companies manage to improve business results in a challenged economy.  Our webcast presenters from the Hay Group, Dale Stanway, Paul Ashley and Rick Lash examine success stories of how three companies focused on leadership and culture change to achieve successful business results. Hear how they fine-tuned their operating models, revised their organizational structures, jobs and roles, and enabled their leaders to execute and deliver value to the bottom line. 

HCI members, we’re interested in your questions, thoughts and experience about:

1. How you assess the circumstances that confront your business
2. How to help your leadership team reposition the business for success (whether you are in a downsizing, growing or sustaining mode)
3. Factors that make the difference in successful turnarounds 
4. Actions you don’t want to do in response to today’s economic challenges

Please post your comments below and start or join a related discussion group at www.humancapitalist.org

HCI members ask:

Does improvement in engagement and organizational climate follow improved business results or contribute to improving business results?

How can leaders educate their teams about which part of what they do brings the most value?

What helps leaders determine how long to give feedback on the most critical areas (vs always switching targets)?

Can leaders learn to adapt and choose (from among several) leadership styles that work best according to the needs of the business?

What actions can leaders take to protect and rewaqrd talent innovation?

How can leaders coordinate consistent efforts across the enterprise to meet shared priorities?

Execution is critical from leaders who commit to turnaround performance from their organization. In this economy, execution must reflect adaptability to new opportunities and requirements. Those who are successful use metrics to assess their organization’s readiness and ability to deliver on a turnaround plan. The most effective leaders take on the challenges to deliver turnaround performance with the depth of character needed to strengthen talent morale and commitment. 

 Webcast presenter Duncan Mathison will address the capabilities of leaders who can make tough decisions and win talent commitment to rapidly rebuild and reposition organizational capability for turnaround performance.

HCI members, we’re interested in your comments, questions and insights about:
1. Choosing the right leaders for turnarounds
2. Preventing destruction of employee engagement during cost cutting and job losses
3. Maintaining moral leadership to recover during tough economic times
4. Putting execution first (and support it with leadership that delivers performance)
5. Leading to the unknown future, to win support during times of ambiguity 
6. How people choose to follow a leader during challenging times)
7. Assessing execution readiness with metrics to analyze organization and leadership’s ability to deliver on a turnaround plan

Please post your comments below and join or start a related discussion group at www.humancapitalist.org

Because engaging top talent is a more vital competitive advantage than ever, companies are reviewing their rewards practices to make sure they have desired impact. Talent is concerned about salary reductions and freezes. Organizations are concerned they retain critical skills. Since every rewards dollar invested needs to have motivation impact, organizations want to ensure their talent is incented by reward potential. Executive and managerial compensation rests upon the performance of talent in their business units. And compensation committees want to know what equity options to offer executives. I’d like to know how your total rewards strategy is meeting these challenges and requirements…  HCI members hope you’ll post your thoughts and questions below and engage in discussion with our webcast presenter, Eric Turzak, Senior Consultant from the Hay Group.  

Join or start a related discussion group at www.humancapitalist.org  about   

Sometimes what one learns from a movie (Jerry McGuire in this case) catches up with you… -and that’s a good thing.  Real time matters, when new and re-deployed leaders are asked to ramp up within 30 days, and their engagement, productivity and retention is on the line, not to mention the effect a new leader has on talent throughout their organization. Whether a leader is hired or re-deployed internally, a new leader has a huge impact on talent. Organizations focus on supporting executive effectiveness beginning with customized onboarding.

With each hello exchanged, every key introduction is critical to fostering meaningful relationships. For organizations who measure time to productivity, onboarding milestones correlate with performance and development goals and impact achieved in the first year. Of course all this success depends on coordination amongst multiple stakeholders.

We hope you’ll join a lively discussion with webcast presenters

Louise Korver-Swanson , Global Head of Enterprise Executive Development, EMC Corporation, and
Shelli Hendricks, Sr Organizational Development Consultant, EMC Corporation, and 

other HCI members below, by adding your insights, experience and questions– better yet, join or start a related discussion group at www.humancapitalist.org

Effective leadership means more than being a figurehead whether in the public or private sector. Both the public and private sectors need the next generation of leaders prepared to be innovators and stand up to the complexity of 21st century challenges. It is critical that talent believes their leaders today and tomorrow generate motivation, encourage integrity and promote development and empowerment. I was looking for examples of organizations who use talent development to grow talent potential through on- the- job challenges, stretch projects and mentoring and felt fortunate to meet today’s webcast presenters– Tom Fox , Director, Annenberg Leadership Institute, and Robert J. Lavigna , Vice President, Research , Partnership for Public Service,  have worked with emerging leaders in federal agencies to improve their operations and the quality of their leadership. Their results, published in a long list of best places to work, are the proof!  

HCI members, please post your thoughts, questions and insights below, and join or start a related discussion group at www.humancapitalist.org

Engaged talent are the most likely to innovate. Since innovation is a sound financial investment, what are companies doing to draw out hidden ideas and recognize their talent who offer a competitive advantage?  Today’s Masters webcast presenter,  Philip Newbold, President and CEO of Memorial Hospital and Health System in South Bend Indiana initiated an Innovation Cafe that is getting alot of attention in health care and beyond.    Has your leadership inspired innovations that are new to your organization, new to your industry or new to the world?   What are the related leadership and organizational competencies?

HCI members we hope you’ll post your experiences, insights and questions below about how your organization innovates (new to your organization, new to your industry or new to the world).

 We hope you’ll start and join a related discussion group at www.humancapitalist.org

 HCI members ask:

For companies who have had R&D and are now askingn other departments to embrace innovation, what process has Memorial Hospital and Health SB used to develop innovation as a talent competency?   

Do demonstrations of innovation factor into talent recognition, promotion and talent retention?
What process has Memorial Hospital and Health SB used to develop innovation as a leadership competency?   
Your R&D policy goes a long way to show innovation being adopted as part of an organization’s strategic plan?    How do leaders keep this alive?

This is a culture change and early adopters of change initiatives typically meet with resistance?  How was this planned for and addressed in your organization?

How will you know you are innovative?  Do you have key success factors identified?  If so, what are they?