25 years of workplace culture research — now open and free. Explore 470+ webinars, articles, blog posts, case studies, and research papers from the institute behind Most Loved Workplace®.
The BPI Knowledge Archive represents one of the most comprehensive collections of workplace culture research available anywhere. Built over 25 years by Best Practice Institute — the independent research organization behind Most Loved Workplace® — this archive contains peer-reviewed research, practitioner insights, and real-world case studies from Fortune 500 companies, global enterprises, and pioneering startups.
Every resource in the archive is grounded in BPI's validated methodology: the SPARK Model (Systemic Collaboration, Positive Vision, Alignment of Values, Respect, and Killer Achievement) and the Love of Workplace Index™ (LOWI) — the psychometric instrument that measures emotional connectedness at work. Unlike traditional engagement surveys that capture satisfaction snapshots, LOWI measures the structural conditions that predict retention, performance, and discretionary effort.
The archive features contributions from world-renowned thought leaders including Marshall Goldsmith, Dave Ulrich, Beverly Kaye, Jim Kouzes, and Fons Trompenaars, alongside original research from BPI's team of organizational psychologists and data scientists. Topics span leadership development, executive coaching, talent management, organizational development, change management, employer branding, diversity and inclusion, hybrid work culture, and AI-powered people analytics.
Whether you're a CHRO benchmarking your culture strategy, an executive coach seeking evidence-based frameworks, a talent leader exploring retention science, or an organizational development practitioner designing culture interventions — this archive provides the research foundation you need. All resources are free, open, and searchable by topic, format, and presenter.
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Showing 112 of 647 items
Ed Franzone, former Senior Director of Worldwide Learning and Development at BD (Becton, Dickinson and Company) will present the design, implementation and outcomes of an innovative program designed to accelerate the development of BD’s early career high-potential population.
By Edward Franzone
Best practice sharing, discussion, peer networking, and expert advice
By Best Practice Institute · Best Practice Institute
Join the critically acclaimed Best Practice Institute staff as they bring you through the experience that is only available to a select group of executives throughout the globe. Experience what it is like to lead, innovate, manage, develop yourself and others, and network with the leading minds and executives from the worlds best organizations.
By Best Practice Institute · Best Practice Institute
The Best Practice Institute Global Talent Solutions Research reflects the interests of the BPI Senior Executive Board, representing various Global Senior Leaders from 16 organizations including MasterCard, Wal-Mart, Pfizer, Merck, BP, Aramco, Hilton Worldwide and more. Survey results focus on global leadership, high potential talent, career development, diversity and inclusion, and learning, which all fit under the umbrella of talent solutions. Learn the next practices in leadership development, standardization, social community management and more. This session will be streamed from the BPI Senior Executive Board meeting at BlackRock in New York City
Kim Janson, Vice President of Global Leadership and Organization Development at H.J. Heinz will present the business need, design, and implementation of programs and practices that support the people development strategy at H.J. Heinz. Her effective approach to implementation is an excellent example of how to achieve a goal that has become critical to the success of the enterprise as well as to the field of talent management.
By Kimberly Janson
Imagine for a moment a business environment where Talent Management not only had a surplus of budget resources but that you also had the unwavering public support of managers and executives. You should know that not every HR function struggles for support and not all have to continually operate in a “do more with less environment”. If you have struggled with metrics and making the business case and you are interested in learning and adapting the best practices for proving the business impact of Talent Management, this powerful session is perfect for you. The webinar will cover both the factors and the type of numbers that convince cynical executives of the business impact of recruiting, retention and development. The session will also provide examples on how you can demonstrate that different Talent Management areas can directly impact corporate strategic goals including revenue, profit, customer service, innovation and product quality. It’s time for HR professionals to realize that there are proven methods for successfully “making the business case” and noted metrics expert and Talent Management thought leader Dr. John Sullivan will reveal them in this interactive webinar.
By John Sullivan
Traditional talent management programs often fail because much essential infrastructure to support it is missing. (About 70 percent of all talent management programs fail in the first 3 years.) Accelerated talent management (ATM) is a planned approach to accelerating the success of talent management by speeding up the process of building the essential infrastructure needed to support a talent management program. Examples of such infrastructure includes clear and measurable talent management goals, alignment of management thinking with the goals, clarity on role responsibilities, clarity on accountability systems, competency models, assessment methods, and much more. In this webinar William J. Rothwell and Roland L. Sullivan focus on rethinking talent management by pairing up the components of best-practice talent programs with so-called Whole Systems Transformational change.
By William Rothwell
You’ve hired the best. Now how do you get them up to speed? Join us to learn the latest in on-boarding best practices, including the use of scalable gamification technology and other self service platforms for engaging the new hire so they can grasp the knowledge and skills they need to perform in the new job – fast! Why waste time? Dr. Ware will show us how to leverage this "lost child of talent management" (on-boarding) to get them up to speed immediately so that they can rapidly contribute to the achievement of your desired business results.
By B. Lynn Ware, PhD .
Recent surveys continue to show levels of job satisfaction and employee engagement to be at record lows. This is a crisis for business and individuals alike. Based on his NY Times bestseller, We: How to Increase Performance and Profits Through Full Engagement, Kevin Kruse presents conclusions from surveys of over 10 million workers in 150 countries and based on his own experience as a former Best Place to Work award winning CEO. Kevin reveals the surprising ways that emotions at work spill over to other areas of our life, and shows how Growth, Recognition and Trust are the three keys to gaining massive emotional commitment and loyalty.
By Kevin Kruse
Talent management encompasses many HR processes and touches every aspect of the employee life cycle. This webinar provides a high level overview of talent management and its importance to the performance and success of the company. Each aspect of talent management is briefly highlighted, providing key areas of focus, plus misconceptions and pitfalls that should be avoided. Finally, the special case of high potential employees will be discussed along with a framework for creating and sustaining effective talent management processes.
By Scott Esposito
You can buy a person's backbone but you cannot buy his heart, they say. Surely, there has to be a way for the organization to keep the performers going and the inner fuel burning. Why is it that some people seem to only have the paycheck in mind at work while others will work for free? Why is it that some people are loyal while others are not? Why is it that some will last a decade while some won't last a week? In this webinar, Bjorn Martinoff will share timeless wisdom on how to attract, keep and grow talent. He will discuss the principles of fulfilling six human emotional needs and help you create actual strategies to be put in place. Make your people aware they count and have them work purposefully with your organization, products, and services and for the reasons of its existence.
By Bjorn Martinoff
Keeping in mind the current challenges being faced in the Middle East as well as the local ideal form of leadership, leadership development efforts in the Middle East must take into account critical differentiators from other global contexts. While Atif mentions the similarities, he states that the Middle East is a huge region and large differences exist within it.
By Atif Rahim Khan
Over the past several years, the global economy has sunk into recession, the financial services industry has experienced extreme challenges, and Bank of America is reshaping itself to meet new economic realities. Much has changed since the Crack the Code recommendations were presented yet implementation of the teams’ recommendations has continued with appropriate adjustments given the environment. The goal of optimizing the investment in and management of key learning processes, tools, programs and learning technology for Lines of Business and the enterprise, to ensure effectiveness and efficiency, remains valid but is perhaps more of an on-going challenge than a one-time event. The need to develop a cadre of leaders for the future will continue to be an equally significant business challenge for the foreseeable future and action learning programs are certainly a tool to use to accomplish both the solving of real business problems as well as developing key talent for the future.
By Eryn O'Brien
Christopher Henry is Vice President of Talent & Organizational Development at MGM Resorts International. Vickie Kolias is Corporate Director of Learning & Instructional Design at MGM Resorts International.
By Christopher Henry
Smart employers use stories to amplify the effectiveness of all aspects of their talent management and development process, including employer branding, new hire orientation, employee engagement, training, and coaching. Companies with great Employer Brands use stories to communicate what makes them a great place to work. Employers with inspiring, engaging new hire orientation programs use stories to communicate “You made a wise choice”, “You can be proud to work here”, “Employees can make a difference here” and other important messages new employees need to hear. Leaders who inspire passion and commitment avoid “death by PowerPoint” and instead tell stories that inspire a “can do” attitude. Training and Organizational Development professionals who use storytelling and analogies are able to make their ideas more compelling, understandable, and “sticky”…to use Made to Stick authors Chip and Dan Heath’s terminology. Stories also make training programs far more interesting and effective. They make your ideas come alive. While storytelling makes all types of learning more effective, it especially shines—and is especially important to master—in the emerging arena of eLearning. Because opportunities for leaving “learners” bored, distracted, and disengaged is much higher in the eLearning medium, it’s even more important for those involved in talent development to master the art of storytelling. In this webinar, you get both a Big Picture and a Drill Down view of storytelling. In the first half, you will learn how to apply storytelling to all aspects of the talent management process, along with examples of each. In this second half, you will learn how to apply storytelling to training, with an emphasis on the eLearning medium.
By Diane Senffner
Most research has proven that the first 90 days are critical to the success of a new leader. Too often they fail to make an impression, or come on too strong, neither of which is effective. Getting oriented to a new job, new culture, new people is key. Most onboarding programs do not provide all the support a new leader needs to hit the ground running. This webinar will give you an overview of what’s required.
By Deborah Slobodnik
The vast majority of corporate training activities are waste; 85% to 99% waste by some estimates. They don't improve learning and retention and don’t lead to performance improvements. With slashed budgets and staff levels at all time lows, executives can’t afford employees sitting in classrooms, taking online courses or roaming around virtual environments that don’t deliver measureable results. Lean, the philosophy and methods of eliminating non-valued activities and increasing delivered value, is used extensively in manufacturing, software development and other business applications with great success. In this webinar, learn how Lean thinking and methods can help executives make knowledge transfer a key organizational competency that can contribute to the organization’s performance and bottom line right away.
By Todd Hudson
It is your choice. During that prospect's first ‘contact’ with your recruiter, their first trip to your firm's website to research you or, at the very least, when your ‘Candidate’ presses the submit button on their completed application with crossed fingers and an optimistic notion they will be fairly considered, you have an opportunity few firms have adequately managed… until now. Join the conversation with a speaker who studies how culture defines recruiting in different countries, applies each year to hundreds of firms under false pretenses and is sought out by staffing leaders in the world’s most competitive firms.
By Gerry Crispin
As the economy attempts to crawl out of recession and businesses begin to focus on growth and opportunity, recruiting leaders are faced with new challenges in regards to attracting and recruiting top talent in an increasing competitive environment. Whether your organization needs to cultivate a high volume of prospects, or is struggling to compete for hard-to-find talent, there are more options than ever available to inform, engage and build relationships with both active and passive candidates in your recruiting efforts. So how do you evolve your recruiting strategy to effectively meet the needs of your organization in the “new normal”? In this webinar, Jennifer will share practical steps individuals and organizations can use to evolve their recruitment strategies and employee branding.
By Jennifer McClure
The Talent Landscape is changing rapidly with 5 forces coalescing into a "Perfect Storm". 1. Imminent Retirement of Baby Boomers 2. Disenfranchised Employee Engagement 3. C-Suite and Board Disatisfaction with Human Capital 4. Intense Competition for "Hot Skills" incumbencies 5. HR Domestic Competencies lack suitability in a Global Environment In this webinar Tom will share his research driven intersections of the talent landscape. The research was conducted with 150 Global CEOs and over 2,000 executives on their aspirations for their enterprises, Human Resource discipline and themselves.
By Tom Casey
Businesses today rely on 4 generations (Traditionalist, Baby Boomers, Gen X and Gen Y) working productively together in the workplace. This presents many challenges but if you understand what each generation values most (and each is very different), you can create a generationally desirable workplace, build stronger teams and improve customer relationships. In this webinar, Kim will present on research and the work related to her book “GENerate Performance: Unleashing the Power of a Multigenerational Workforce.” Managing multiple generations in the workplace with different preferences and expectations about their jobs and careers is no easy task. As Traditionalists and Baby Boomers retire and the workforce shrinks, leaders need to make business sense out of the next generation of workers. As companies become increasingly dependent on both younger and older talent, generational issues will become an increasingly important workplace diversity topic for managers and for HR professionals alike.
By Kim Huggins
Live Webinar with Q&A
By Mary Sue Handel
This session explores a powerful foundation for driving fundamental business and culture change through integrated talent management. Based on performance standards linked to functional career paths, we will cover the business logic, architecture, development, and implementation methodology as well as dos and don’ts from real world case studies.
By David White
Having the right kind of leaders to help you drive global growth is essential to beat the competition. But what do great global leaders do that sets them apart? We have all witnessed situations where having the wrong leader in global environments has led to real business disasters. Join this webinar and learn the 5 dimensions of global leaders - how you spot them, how you nurture them, and how you retain them. Dr. Sharkey, co-author of Winning with Transglobal Leaders, will take you through her new book and what it takes to ensure you have the leaders you need to compete globally. No company will be able to escape the growing globalization of the business world - learn what you can do to make sure you are ready! Specifically she will cover the behavioral dimensions in detail, how to assess your company's global capability and how to assess yourself or someone you are considering for a global assignment.
By Linda Sharkey
Ask any successful CEO on what basis s/he hires and promotes people and you will hear “integrity”, “passion for the work”, “imagination”, “entrepreneurial drive” and an array of similar qualities often known – neither helpfully nor correctly – as soft skills. In this webinar Paul Basile will examine these qualities that do, in fact, generate high performance at work and will describe the hard science that explains why. He will deconstruct the current popular approaches to hiring and promotion, exposing the fundamental errors of substance and irrelevancies of their component parts. Paul will illustrate how you can leverage proven, reliable, verified science to improve markedly the likelihood of people being placed in roles where they will be high performers. When you do this, everyone wins.
By Paul Basile
Live Webinar with Q&A
By Andy Rice
With globalization and the growing economy, recruitment professionals have their hands full. What is impacting the demand on recruiting top talent? Nancy Zentis will share her experiences in creating strategies that provide an effective way to recruit the top talent to your organization. Learn how workforce strategies, competitive marketing strategies, and recruitment strategies can work together to create an easy roadmap to impactful recruitment inside your organization.
By Best Practice Institute · Best Practice Institute
While Talent Management Suite implementations are all the rage these days, often companies do not realize all that is involved until they are in the middle of the implementation, leading to increased costs, delayed Go Live dates and poor change management. In this session, Janna Hartsock, HRIS Manager at The American Institutes for Research (AIR), will present on AIR’s implementation of a Talent Management Suite, and what she wishes someone had encouraged them to have worked on before the implementation even started.
By Janna Hartsock
In today’s competitive marketplace, talent management is a critical element in organizational success. Companies are now recognizing the value in attracting and retaining the best and the brightest employees in order to achieve higher than average market share and elevated profits. In the era of the knowledge worker, “talent” – narrowly defined as a core group of leaders, technical experts, and other key contributors – are quickly becoming an organization’s most important asset. As companies continue to compete for the top tier talent, their strategies must become more integrated. This presentation emphasizes strategic systems and processes to attract and retain talent in an increasingly competitive market and presents practical strategies with a holistic framework. The days of the recruiting function operating from a silo are slowly fading thanks to integration by top performing companies.
By Debbie Phillips
The vast majority of corporate training activities are waste; 85% to 99% waste by some estimates. They don't improve learning and retention and don’t lead to performance improvements. With slashed budgets and staff levels at all time lows, executives can’t afford employees sitting in classrooms, taking online courses or roaming around virtual environments that don’t deliver measureable results. Lean, the philosophy and methods of eliminating non-valued activities and increasing delivered value, is used extensively in manufacturing, software development and other business applications with great success. In this webinar, learn how Lean thinking and methods can help executives make knowledge transfer a key organizational competency that can contribute to the organization’s performance and bottom line right away.
By Todd Hudson
Facing a range of complex worldwide issues, from increasing competition to political and economic turmoil and climate change, Monsanto has taken a global approach to developing leaders with the new capacities and skills needed to be successful in this turbulent environment. To this end, the company has helped leaders grow from “heroic” achievers into “agile” systems-savvy collaborators who build participative, empowering cultures. While Monsanto’s leadership development processes had a previous track record of success, this new focus on leadership agility has resulted in a significant shift in thinking and behavior that is noticeably improving results in a challenging business environment. For example: more consistent use of systems thinking in framing and leading initiatives, involving team members in strategic decision-making, more effective coaching of direct reports, and more proactive solicitation and utilization of feedback. In this webinar, Bill Joiner, President of ChangeWise and co-author of the award-winning book, Leadership Agility, and Pam Caraffa, seasoned leadership consultant and former VP, Organizational & Leadership Development for Monsanto, will describe the global leadership development challenge, the combination of blended learning methods utilized, including the Leadership Agility 360, and the results achieved.
By Bill Joiner
The world of work at the dawn of the new decade is one where leaders are functioning in an increasingly complex, diverse and dispersed business environment. It’s an environment marked by economic upheaval, global competition and global collaboration, breakneck technological advances and multiple work option, all of which mean different strategies will be needed to drive performance. However, sixty-percent or fewer executives and senior HR leaders surveyed believe that C-Suite leaders are skilled in most of the key leadership capabilities needed for their organizations to succeed in the next decade.
By Edith Onderick-Harvey
In the business world constant “change” is inevitable and many organizations are finding themselves unprepared to implement the transformation required to address what’s becoming the greatest challenge facing industries worldwide. This element of “change” impacts every aspect of the organization and decisions made by organizational leaders to address this changing environment is more often becoming the factor that ultimately determines the success or failure of an organization. In this webinar, Ricardo will address the challenges of organizational transformation and the many facets of developing effective transformational leaders.
By Ricardo Bullock
Global organizations face complexity in the dynamics of multiplicity, interdependence, ambiguity, and flux. These forces are driving an increased need for global leaders who possess new competencies that enable them to respond and lead effectively. Many global organizations are finding that their supply of global leaders, or even individuals with the potential to become global leaders, does not match the demand. In this webinar, Steve Terrell will present the results of his research into the developmental experiences global leaders identified as being important in their development as global leaders, as well as what and how they learned from the experiences. Conclusions from this study indicate that global leaders (a) develop through first-hand, cross-cultural and global leadership experience; (b) learn the importance and value of cultural sensitivity, relationships and networks, and curiosity or desire to learn as a result of their developmental experiences; (c) require a unique set of global leadership competencies to effectively fulfill their roles; (d) are driven by curiosity, openness, and a desire to learn; and (e) develop and learn intuitively, dynamically employing ad hoc learning approaches. Implications of these significant findings for global leadership development practitioners in all industries will be discussed.
By Steve Terrell
Having the knowledge of “who you are” and “who you are not” from a cultural perspective, can support the creation of an employment experience that is both authentic and congruent. By paying attention to congruence, alignment and fit, organizations can create an employment brand that will attract, retain, and repel employees. This exclusive BPI webinar will walk us through how a cultural fit will increase retention and alignment within an organization.
By Lizz Pellet
The Learning Experiences Across Disciplines (LEAD) program was designed to help leaders provide continuous learning opportunities and develop leaders at all levels within one of the world's largest civilian intelligence agencies. You will learn the details of the LEAD program - and specifically how it was designed and implemented within the US Government. The LEAD program allows for organizations to grow their employee's corporate knowledge, broaden their perspectives and enhance their learning opportunities by embracing "uncomfortable" experiential learning. The program has proven organizational gains in the areas of motivation, commitment, perspective, and leadership development.
By James E. Lantzy
This webinar will describe the key career related responses that employees across the generations want from their organizations, and the steps they need to take to answer these questions for themselves. It will also look at the expectations we have of managers as well as HR professionals. Participants will leave with specific tips and suggestions for enhancing, evaluating, or designing a modern approach to developing careers. In order to have quality products and services, organizations need talent to remain competitive and deliver on both. In a challenging economy, it is easy to take talent for granted. It’s easy to think that employees will stay because there are not many choices for them to pursue. Wrong. Talented employees always have choices, and if they are not actively pursuing those choices now, futurists suggest that they will, as soon as the first signs of a positive economic shift. One of the key drivers for engagement is the view that individuals have of the availability of career opportunities within their current organization. This requires that managers get comfortable with these conversations and that individuals learn to take responsibility for them and drive choices that are challenging and meaningful.
By Beverly Kaye
Retention and integration of training and development programs is an ongoing issue, as the well-crafted design and agenda have to withstand the heat and friction of re-entry into the day-to-day demands of the work atmosphere. And if you are looking for innovation and a shift in culture, you need powerful tools to support and sustain growth. Experiential activities are an efficient and effective strategy for addressing all learning styles, can help to re-energize learning sessions, and can be structured to address the critical issues and or strategies that the participants are dealing with in their work environment. In this webinar, Paul will look at how experiential learning can be incorporated into effective designs for leadership development, training, change initiatives, post-merger integration, and other organizational programs or initiatives. He will touch on how the use of experiential learning is supported by learning theory and brain research, and provide examples of how it has been implemented in some of the situations mentioned above.
By Paul Kwiecinski
Does past performance predict future performance? Not really. When using behavioral interviewing, many complain they don’t end up hiring for fit, why? Yet, they are following the process and asking what seems to them to be behavioral questions. We know that behavioral interviewing should work. We also know it is key to long-term success and important to hiring people who will stay with the company a long time (retention). We know this because employees are: Hired for their skills and knowledge; Promoted because of their results or innovations, and; Fired because of their behaviors. So one could conclude that hiring people because of their past behaviors makes perfect sense to hiring people with good “fit”, who will stay with the organization and who will be highly productive. But too often behavioral interviewing doesn’t seem to get the results that are anticipated.
By David S. Cohen
There was a time when coaching was considered something remedial---a kind of stop-gap measure to take care of “problem” managers. The fact is, nowadays many new hires with high potential actually are negotiating the ongoing services of a coach as part of their acceptance packages! This powerful tool allows individuals in organizations at all levels to systematically understand what skills and behaviors they want to proactively work on in order to be better leaders and be more successful in their careers. Learn in this webinar which specific type of work situations best lend them themselves to coaching. Discover what an effective coach should and should not do. For the manager, this means learning how to dig deep as to what the employee’s real needs are and how to guide then to a measurable program of improvement.
By Brad Agry
Change capacity. Every organization needs it, yet isn’t necessarily getting it without considerable leadership talent turnover. Change leaders. Can we develop more or do we have to bring them in from the outside? And either way, why is it that those who lead high impact change quite often leave the firm even if their efforts are wildly successful? In this webinar, Zara Larsen will discuss the power of Social Capital in leading high impact change through the eyes of 30 executives who led over 40 combined major projects – mergers and acquisitions, operational turnarounds, new product/process/service introductions, and culture changes in competitive environments. How these leaders developed and leveraged bonding and bridging social capital was critical for the change agenda to be achieved and sustained. And the change leader to be sustained and retained – or NOT. This is much more than social networks – THINK trust, shared experiences, community; integration, influence, and reciprocity embedded in internal and reaching across external networks. The value and values across networks. Zara will first explain the definition and facets of social capital, as used in contemporary academic research and practitioner studies. You will then learn about the attributes common to leaders appointed from inside the organization (Insiders) to lead change, and those brought in from the outside (Outsiders) as full-time employees with mutual desire to build a lasting career within the firm. The two groups differ in very interesting ways, including career orientation, how they manage the scale and scope of their change leadership role, and how they leverage social capital.
By Zara Larsen
Dr. Levenson will share the results of research and practice working with leading companies on an emerging area of competitive advantage. The challenges and rewards of building general management bench strength are well known but limited because of the small number of true general manger roles in organizations. The new area of competitive advantage is talent that spans two deep functional areas; examples include engineering and design; sales and analytics; and HR and finance. Organizations looking to build “dual strength” talent have addressed the issue using different approaches, including developing talent at the individual level, using cross-functional teams, and redesigning functions. In all cases, a key issue is identifying, cultivating and keeping people who can work seamlessly across deep functional lines.
By Alec Levenson
For many companies, HR strategies are not strategies at all. They are laundry lists of the coming year’s HR programs. Great programs is not a strategy. A strategy describes how to use one’s resources to beat competitors. For HR, this happens when one company’s people outperform peers at competitors (e.g., our sales reps are better than yours). This presentation will present a human capital strategy that produces sustained competitive advantage. It will describe how to execute the strategy by organization changes, culture changes in HR and by beginning to measure and manage human capital with the same discipline as financial capital.
By Bradley Hall
Now more than ever the ability to develop and deliver an effective recruitment strategy is imperative. Candidate lifestyles have changed dramatically over recent years and many companies are still behaving as though it is 1985. Candidates and people in general are on the go more than ever and using technology in ways we never imagined. Social relevance, personalized experiences and transparency in activities and communication are prevalent in this wireless inter-collaborated world we now live in. The days of help wanted signs and newspaper job ads has passed and now people with media power and large advertising budgets are competing against no or low cost methods like a blog or webcam to post information. The mindset of recruiting departments needs to move from spending money, time, and resources developing processes and tools to screen people OUT and begin to embrace the media tools of today and focus more on what a company’s recruiting message should be to invite the right type of profiles IN. This can include better analyzing a career website, how it is indexed, and the verbiage used for web engine crawlers to tag, including RSS feeds that potential candidates can opt-in and receive information when it is convenient for them. Organizations should evolve their mindsets to opening their virtual doors to allow people to get to know them. Because if they don’t, then bloggers, tweeters and other internet groups will do this for them, which can have positive or negative results. This being considered, it is important for you to evaluate the tools in your recruiter’s toolbox, remembering it is not about the quantity of tools you have but more importantly the ability to understand and effectively utilize the tools. A lot of people are talking on the web today, but are they listening to YOU? The internet is overwhelming; a sourcing toolkit should be tight, but effective. And remember – it’s not the tools that make the difference in a sourcing toolkit, it is the expertise of the people who use those tools to attract the right talent for an organization. Combined with energizing recruitment marketing/messaging (i.e. ‘what is the story you want to tell candidates about your organization’) and a fluid process and technology, an experienced and effective sourcing team can position you for success. Join this webinar where Zachary will share his *top twenty* list of recruitment tools/tips to keep in mind for your recruitment team. All of these can be applied within your organizations talent acquisition strategy the next day! Special guest Cade Krueger, VP Sales & Business Development at EnticeLabs, will also be joining to provide a case study of practical application and results!
By Zachary Misko
Leadership Succession Management is a complex process for organizations to successfully execute and sustain. It involves systems, processes, and executive commitment that drive the development of future leaders. The outcome is leaders who can effectively meet current business imperatives and enable the organization to meet future business challenges. In this webinar, Margaret Turner will introduce the systematic process and tools that are currently used to develop leaders in the Colorado region at Kaiser Permanente. The process and tools, specific to Colorado, were built upon the Kaiser Permanente national review process. Using the national review and the Colorado systematic process and tools, helps to create a pipeline of national leaders through the identification of leader’s ability, aspirations, and readiness for their next role.
By Margaret Turner
In today's economy, many employers think their workforce is grateful to have jobs. This is not the case, however, for your top talent. Talented associates - from the front line to the emerging and top performers - will always be in demand. This will become more clear than ever as the economy begins to turn. However, with limited time and resources, what is your best strategy to retain your top talent? And, how should you qualify this group to start with? Using the Gallup organization's definition for Engagement "those employees that are loyal and psychologically committed to the organization." We will discuss how to identify your top talent, and several critital elements for managing them today to retain them tomorrow.
By Susan Vroman
Creating a recognizable "green" brand – one that effectively translates into a clear recruiting message, conveying your green conscience – can translate into a significant cost savings. When it comes to brand identity, it is critical to look at the bigger picture, and as recruiting slows in conjunction with the slowing economy in 2009, it becomes increasingly critical for companies to invest the time to align their sustainability practices – from recycling and carpooling to telecommuting and video interviewing – with the message they communicate to all potential employees. Join Lizz Pellet, Fellow, Johns Hopkins University and expert in organizational culture and employment branding on this enlightening program on creating a Green Recruiting function. You'll learn not only how to create a "greener" recruiting practice but also how to successfully leverage a green image to the advantage of your company's employer brand and a better bottom line.
By Lizz Pellet
Live Webinar with Q&A
By Bob Barnett
Developing the supply and quality of leaders an organization needs in the future is among most executives’ top priorities. At the same time, surveys of these same leaders indicate that many are not confident that their current talent management initiatives will, in fact, successfully fill the leadership pipeline they see that they need. Ecolab, Inc. is an organization who has addressed this issue head-on over the last 5 years. In this webinar, Mike Meyer and Bob Barnett will describe the talent management framework, models, and approach implemented by Ecolab, Inc. for building their leadership bench strength to support growth in their business. Ecolab’s approach – their “talent pipeline” – is based on implementing and integrating leadership development systems that promote individual action planning and career mobility. Their efforts have preserved the best elements of Ecolab’s results-focused culture and added a well-defined roadmap for individual and leadership development. Mike and Bob will discuss the benefits Ecolab has realized to date and review the “lessons learned” for others who are considering undertaking a similar approach.
By Bob Barnett
What is action learning? Why is action learning so effective as both a change management and a leadership development initiative? What makes the global program at Johnson and Johnson so innovative? These questions and others will be discussed during this informative webinar. During this program you will hear the lessons learned over 4 plus years of designing and evolving this program.
By Greg Zlevor
There are hundreds, if not thousands, of venues teaching work readiness. However, in survey after survey, and focus group after focus group, business owners and senior management still complain about the work readiness skills of their new (and existing) employees. This is because in the vast majority of venues, work readiness training is performed incorrectly. In fact, a member of the National Skills Standard Board, who was familiar with many of the work readiness training programs being conducted throughout the United States, commented that many programs “do more harm than good”. In this webinar, Jay Goldberg, who developed a work readiness training program called the best in the United States by a member of the National Skills Standard Board in January of 2003, will discuss the importance of work readiness training, how to evaluate existing work readiness training programs, how to construct an effective work readiness training program, and the management philosophy that best supports a harmonious work environment. Remember, the objectives of workplace training are to improve productivity and reduce costs, so training is much more than just employee development.
By Jay Goldberg
Here’s your biggest worry: a bad economy is no guarantee your best people will stay. In fact, your stars are at a higher risk of going somewhere else. Top talent is being sought after now more than ever. Join David Cohen, business author and talent management thought leader, in this interactive webinar where you will learn what successful organizations do to retain their top talent at every level, and how you can build a focused retention and engagement strategy for your team, your department and your organization today. Keep Your Best People Engaged and Committed! Engagement surveys aren’t enough. You need to know why people leave and how to keep your vital contributors committed. Even the best managers and HR leaders can overlook the people side of the equation when a tough market and business climate forces attention on other pressures. But human capital is the only corporate asset that isn’t nailed to the floor. When your best people walk out the door at the end of the day, how can you be sure they’ll be coming back tomorrow?
By David S. Cohen
As we look to the future of talent management, it is important to look at concerns and issues that may be limiting to our way of thinking about talent and succession strategy. This webinar discusses these "common myths" of business leaders and human resource professionals as they plan and implement their talent and succession management strategies, and provides a new way of thinking through and discussing these issues, and moving forward with best practice ideas.
By Doris Sims
Even in down economic times, we need fully staffed businesses with appropriate, engaged staff. Decisions we make today about hiring, managing and setting staffing levels will have long term effects on organizational effectiveness. In this presentation, we will take a critical look at the “Employee Engagement Cycle” from pre-hire to exit interview. Questions will be answered such as: Why do they stay and leave? What are the consequences of a disengaged staff that won’t quit? How can you keep the best and fire the rest?
By Mike Monahan
In today’s challenging times companies can no longer afford to waste money on Human Capital strategies that don’t have immediate impact, lasting effect, and show improved results. Assessing talent correctly and developing a clear talent roadmap based upon this diagnostic can drive laser focus on measurable actions for organization improvement and eliminate costly initiatives that don’t payoff.
By Linda Sharkey
Six Sigma was all the rage over the last few years, and now LEAN has become the new buzzword in quality and process efficiency. LEAN is a broad catchphrase describing a holistic and sustainable approach using less of everything to give you more. LEAN is a business strategy based on satisfying the customer by delivering quality products and services that are just what the customer needs, when the customer needs them, in the amount required, at the right price, while using the minimum of materials, equipment, space, labor and time. LEAN, familiar in manufacturing environments, can be applied within the talent acquisition process too. In this presentation learn how our client and KellyOCG partnered to introduce LEAN to the recruitment process. We will also educate you on basic LEAN principles, provide examples of introducing and sustaining LEAN, as well as lessons learned and a fun exercise to help you better understand how being LEAN can improve process. Materials that may be of interest to participants 1) LEAN case study (will be sent to participants after webinar) 2) Book, LEAN Thinking by Womack & Jones 3) Book, LEAN Six Sigma Pocket Toolbook by George, Rowlands, Price, Maxey
By Zachary Misko
In times of economic turbulence few things are more important than keeping employees laser focused and productive. Unfortunately, turbulence outside the organization often creates turbulence inside. During such times, some organizations are forced to cut labor costs, restructure teams, shift work from one location to another, and cut projects altogether. Other firms that produce counter cyclical products or provide goods whose demand does not correlate with economic cycles are looking at the turbulence as a tremendous opportunity to capture great talent from the labor market and grow the business. Regardless what camp your organization falls into, leveraging world-class onboarding and orientation should be seen as a key activity relative to improving time to productivity not only of new hires, but also existing employees impacted by organizational change. For many working professionals the mere mention of onboarding and orientation evokes memories of a horrible administrative experience that frustrated everyone and benefited no one. World-class onboarding and orientation on the other hand aims at providing employees with access to tools and information that are proven to shorten the learning curve, foster teamwork, and ultimately improve productivity.
By John Sullivan
High performing, customer-focused organizations are created and sustained through great leadership -- from the executive suite to the front line. Since 2000, the Internal Revenue Service has invested heavily in growing its leaders -- helping to drive significant gains in customer satisfaction and employee productivity. However, the retirement wave that began several years ago is reaching its crest, meaning IRS will need to hire an average of one manager per day between now and 2018 to overcome the shortfall. To address this, IRS designed its Leadership Succession Planning process in 2006, and conducted a pilot the following year. Now, formal succession planning is conducted across all IRS Business Units, with about 7,000 managers participating. The process and results shows IRS Succession Planning as "best practice" within the government sector, and it has received kudos from prestigious organizations like the Association of Government Accountants and Linkage, Inc. Current efforts of the Workforce of Tomorrow Task Force and role of Succession Planning to make the IRS the best place to work in government and ensure that five years from now we have the leadership and workforce ready for the next fifteen years.
By David Krieg
The U.S., and many nations, are undergoing difficult economic times. There is a temptation for managers to cut back on succession planning and talent management efforts. But there is a good chance that, as the stock market gradually improves at some point in the future, burned out baby boomers will cash in. At that point senior managers will turn their eyes to HR and ask for external recruitment to solve talent needs. But, since many companies have also cut back, there will be few well-qualified people to recruit. At that point, talent management and succession will emerge as front-burner issues. Hear some ideas in this session how to avoid this likely predictable pitfall.
By William Rothwell
By many accounts, the US workforce will have a shortage of about 14 million educated workers by 2020. That's not the end of the bad news. The high school dropout rate is increasing. Boomers are retiring in droves. And the most talented individuals don't even want traditional jobs anymore. Will you be on the winning side of this impending war for talent? Successful organizations are preparing by dramatically changing the ways that they recruit college graduates, train and retain promising talent, capture the knowledge of experienced workers, and change traditional job structures to accommodate employees who can afford to be choosy about when and where they work.
By Diane Gayeski
-Break down organizational silos. -Improve organization performance. -Increase agility in the market. -Implement a new program/business model.
By Ralph Jacobson
New research is emerging from neuroscience that provides insights into some of today’s biggest leadership challenges. Scientists are beginning to provide answers to issues such as how to more effectively make decisions and solve problems, stay cool under pressure, get on with others, and drive change. This engaging and stimulating session will lay out the framework of a new way of thinking about learning, leadership, and change based on the brain.
By David Rock
Organizations are trying to improve their execution, and increasingly recognizing that innovation is the key to competitiveness, yet their support for these are largely idiosyncratic and certainly not integrated. In client engagements across a number of Fortune 500 companies and major technology organizations, it became clear that there was an emergent framework that creates a coherent picture about how to support individuals through their expertise lifecycle. Recognizing the different needs of individuals at different stages in their development is the key to providing integrated support. Viewing this support as an organic whole, not as isolated and siloed components, is an important step in providing a seamless experience whether for customers, partners, or employees. We will tie together eLearning, portals & knowledge management, and eCommunity into a systematic roadmap that has been demonstrated to provide insight in looking at organizational technology initiatives. The approach provides clear steps with associated examples and technologies that helps organizations assess where they are, and move up in capability.
By Clark Quinn
Scott will share a new approach to building high potential leaders, illustrate the approach to through the Sallie Mae experience, have a "lessons-learned" conversation about the approach. Every day, high performers are tapped to be executives and then left alone to figure out how to succeed in their new role. On the contrary, companies like Sallie Mae have not left these transitions to chance and have instead chosen to support the success of leaders who are moving upwards. In this webinar, Michael Hynes (VP - Leadership Development for Sallie Mae) and Scott Eblin (author of The Next Level: What Insiders Know About Executive Success) share their results from the Next Level Leadership group coaching program in place at Sallie Mae. They provide a high level overview of the benefits of a program that supports the individual as well as leverages the experiences of the group to achieve a larger, organizationally focused impact. Sallie Mae reports several key success metrics such as improved leadership effectiveness, a significant promotion record of program alumni, and outcomes that have been sustained well beyond the original program by those groups that continue to work together to drive business improvements.
By Scott Eblin
Dr. Ware is an Industrial/Organizational Psychologist and the founder and President of Integral Talent Systems, Inc. (ITS), an internationally known talent management consulting firm. ITS offers state of the art tools and services for organizations who wish to attract, develop and retain top talent. Dr. Ware is frequently engaged with corporate clients and their managers to provide guidance and education on how to create “employer of choice” environments. ITS provides this guidance by continually staying abreast of current work place trends and conducting independent research on important talent management topics. These research results are then embedded into practical tools and products that help ITS clients build solid productivity infrastructures that leverage their human capital assets. Dr. Ware has practiced for 25 years in the human resources, learning and organization development field, with a strong focus on how to leverage the assets of human capital for the benefit of achieving business objectives. She has personally done consulting work for 130 of the Fortune 1000 corporations. Some of her clients have included Amazon, Applied Materials, Charles Schwab, The Gap, KLA-Tencor, Interpublic Group, Intuit, LSI Logic, McKesson Corporation, Oracle Corporation, and Verizon. Dr. Ware is frequently quoted on trends in talent management in numerous publications such as the Associated Press, Computer World magazine, Network World and the San Francisco Chronicle, and has been featured several times on CNN as a national talent management expert.
By B. Lynn Ware, PhD .
Baby boomers are beginning to retire and want to change the way they work. Our educational system isn't keeping up with our employment needs. One consequence of changing workforce demographics is that the competition for young, high potential employees is intensifying. To complicate the challenge, the work expectations and priorities of young talent have shifted dramatically. Join us to learn about how your organization can position itself to attract, recruit and retain these early career employees based on the work life preferences of 4500 Gen Y employees and actual case studies from companies that have demonstrated a high success ratio.
By B. Lynn Ware, PhD .
Based on his 25 years of experience in designing and implementing leadership development solutions, as well as his extensive knowledge of the latest research and thought leadership about learning, Steve will share his insights into how to enhance leaders’ ability to learn from experience. He will challenge participants’ thinking about how leaders learn from experience, and stimulate them to take steps to improve their own ability, and their organization’s ability, to learn from experience. Formal methods of business analysis and decision making are heavily analytical in nature, while approaches based on personal intuition & creativity are often ignored. Yet, research indicates that employees with dominant analytical side more likely end up in staff positions, while intuitive & creative thinkers generally climb to managerial and executive roles. Not only intuition matters, it may be one of the key ingredients for success. The I Ching, “Book of Change”, is considered the oldest of the Chinese classics and throughout history has been referred to as a book of fundamental principles and wisdom. The book was consulted regarding specific questions and used as a guide to life’s turning points. The I Ching consists of 64 chapters, which serve as blueprints for key life events and their interdependencies. The consultations with the I Ching engage the intuitive mind and allow one to gain insights, which may not have been possible via the traditional analytical methods.
By Misha Goussev
Any review of the latest topics of interest to global business leaders would reveal that “innovation” is a key issue and area of concern for businesses large and small. After years of investing billions in research and development, many of the world’s largest companies have yet to produce any results that make the investments seem worthwhile. Meanwhile, small upstart businesses seem very adept at developing category killer products and services that pose significant challenges to established market leaders. While innovation has always been a cornerstone for such firms and General Electric and Proctor & Gamble, now more than ever before it is an issue driving corporate strategy. Senior leaders seem content that cost containment efforts have trimmed existing processes down to their most efficient stance, that Six Sigma quality efforts have driven process effectiveness forward at breakneck speed, and that outsourcing has firmly established itself where it makes business sense, but innovation for many remains elusive. Unfortunately, when it comes to spearheading efforts to drive innovation, HR professionals are once again shying away from exercising any opportunity to prove they can be strategic and actually step up to the plate as a business partner. The time has come for HR to seize the opportunity before it and become a driver in developing and encouraging corporate innovation. Innovation is something that can no longer exist as simply an expectation of research and development efforts, it must advance, be developed, and managed as a corporate wide core competence. Innovation must permeate every aspect and process of the organization. In a world of rapid change where competitors can mimic best practices and products faster than ever before, innovation stands out as the one remaining way to maintain a competitive advantage. This webinar will outline some of the key actions a modern HR organization can take to retool archaic recruiting and retention processes to focus on building a talent pool that possesses competencies critical to innovation.
By John Sullivan
Globalization as well as an unprecedented number of cross-border mergers and acquisitions continue to bring people from different countries together, creating an environment where they must work and communicate together successfully. New leadership competencies, such as leveraging cultural diversity, thinking globally, building partnership and alliances, are critical for global leaders to navigate the business challenges and achieve extraordinary results.
By Maya Hu-Chan
Hiring talented employees is arguably the most important job of management. When you have the right people in the right jobs, your business flourishes. Yet, companies must compete with fewer resources in an ever-tightening labor market. How do you become an employer of choice? What does it mean to establish an employment brand in the marketplace? On the other side of the coin, if the talent of your workforce is the essence of your competitive advantage, what steps should be taken to retain top workers? How do you make sure your competitors are not recruiting your best and most productive employees out the back door while you’re not paying attention?
By Paul Finkle
While organizational culture has been touted since the early 1990’s as essential for business success, there has been little connection between culture and the employment branding process. We have found that having the knowledge of “who you are and who you are not” from a cultural perspective, you can create an employment brand that will increase the ROI of recruitment and retention programs. By paying attention to congruence, alignment, and fit, organizations can attract and retain the “right” employees and repel those that just won’t fit. This presentation is extremely powerful and straight forward. The knowledge transfer combines relevant business examples with high level results from our November, 2006 Employment Branding study of nearly 100 companies.
By Lizz Pellet
What is succession planning? How does it differ from replacement planning, succession management, talent management, workforce planning, and Human Capital Management programs? Based on extensive research and experience in working with Fortune 500 organizations and others worldwide for the past 25 years, William will share with the audience a checklist to compare their organizational succession programs to best practices. William will share his experience in working with numerous organizations to create a framework for succession planning that brings results.
By William Rothwell
If you need to be the dominate player in your talent market, you should begin your effort by benchmarking against the world’s first true “talent machine”… Google. Google has, in a handful of years, become the #1 employment brand, securing on their first attempt the top spot on FORTUNE magazine’s “100 Best Companies to Work For” annual ranking. During the last few years they have attracted thousands of applications per week, generated a hard to match $1 million plus in revenue per employee and maintained an unbelievable 4% turnover rate. Google has developed a unique HR strategy that provides them with a competitive advantage. Join industry leading strategist Dr. John Sullivan as he highlights their compelling story, while also analyzing both what they do and why it works. It will be time well spent!
By John Sullivan
This webinar will focus on moving from what we do to develop our people to “realized development” – to identify barriers that make transfer to real work application difficult and to help identify how to move to what Dr. Peters calls the “development space,” where real learning takes place. The information provided will focus on moving from what we do to develop our people to “realized development”. Dr. Peters will help to identify barriers that make transfer to real work application difficult and demonstrate how to move to the “development space,” where real learning takes place. This interactive webinar will provide a key lever for moving to the development space and provide examples of how this can be done.
By Larry Peters
How does it differ from traditional management succession planning? Social relationship succession planning? Based on research and experience in working with many types of organizations for the past 25 years, William will share practical approaches to capture, preserve and communicate tacit knowledge.
By William Rothwell
Finding the traditional leadership development approaches inadequate to meet the ever increasing leadership challenges, Ralph created The Leader’s Toolbox®. He will show us how to build companies of leaders by teaching them how to tackle the difficult challenges they face—-forever. He turns conventional wisdom upside down. Rather than focus on the abilities of individual leaders, he provides common leadership language, processes, and tools that allow leaders at all levels to break down the silos and do the leadership work together. He shows leaders what they have to do—-not what they have to be. As a result, the impact to organization performance is more dramatic and direct. The Leader’s Toolbox® methodology is easier to implement, creates greater leader engagement, more predictable in its outcome, and is far less expensive than mainstream leadership development methods.
By Ralph Jacobson
Most corporate talent practices fail simply because they're not designed to succeed. The current generation of talent practices has become so bloated and bureaucratic that line managers neither support nor use them to their true benefit. Many appear to be designed more to impress other HR practitioners than truly impact talent depth and quality. For Talent Management to truly achieve its goals, we must radically simplify and simultaneously add value to our processes for growing our talent. At Avon Products, Marc Effron and Miriam Ort have created One Page Talent Management -- an approach that has dramatically increased the use and impact of talent processes across the company. Their recent organization survey showed an increase in engagement directly related to these new processes. This webinar will help you learn to Manage Your Talent by: Simplifying almost every talent process to ensure that managers can easily complete them. Assisting in developing this mindset to help focus the organization on getting talent results, not filling out complicated HR forms. Prior to his role at Avon, Marc was Global Practice Leader for Hewitt Associates’ Leadership Consulting practice where he created the Top Companies for Leaders global research. He was also Senior Vice President, Leadership Development for Bank of America, Director of Organization Effectiveness and Learning for Oxford Health Plans, and a compensation consultant for a global consulting firm in New York. He previously served as a political consultant and a congressional staff assistant.
By Marc Effron
Today’s leaders and change agents are expected to build a work environment in which their key employees thrive, constantly learn and give their discretionary effort to their organization. Talent-minded leaders know that if their organization is to be productive and competitive, they must not only “hang on” to good people, but also continually develop them to engage them and meet constantly changing business needs. Existing talent and emerging leaders want their managers to understand their strengths, skills, and interests; they want work that will keep them challenged; and they want channels to be opened for their development. They want someone to take an interest in their growth. The big question for most leaders is how to do this in a “no-time-to-do-it” environment. Marilyn Greist is a Senior Account Executive for Career Systems International, Inc., a Beverly Kaye Company, and is devoted to improving the quality of individual work lives through training in career self-reliance, managing for development, mentoring, and talent management.
By Marilyn Greist
Best Practice Institute resource on integrated talent management and how to get there.
Best Practice Institute resource on driving change through career models an operating system for integrated talent management.
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Best Practice Institute resource on top five do s and don ts of talent development.
Best Practice Institute resource on the top five dos and don ts of talent development.
Best Practice Institute resource on research/26 integrated talent management trends and findings.
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Best Practice Institute resource on research/15 transformational talent.
In an era of rapid organizational change, evidence-based approaches to workplace culture have never been more critical. BPI's 25-year body of research demonstrates that emotional connectedness — not perks, compensation, or office design — is the strongest predictor of whether employees stay, perform, and advocate for their organizations. The Knowledge Archive makes this research accessible to every leader, regardless of organizational size or industry.
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