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NCHRA HR Business Partner series (Santa Clara): Presented by Dr. B. Lynn Ware, President & CEO, ITS
How do you develop an integrated talent management plan for your company and measure the financial impact? Discover how to translate your organization's business plan into a talent management strategy that includes phases across the employee lifecycle. Plus, learn how to use metrics to measure the financial payback from three aspects of your talent management plan: onboarding, employee engagement and talent retention. HR West 2013 - April 22-24 at the Oakland Convention Center Join presenters Dr. B. Lynn Ware, Ph.D., President & CEO of ITS, along with Jen Brown, Mauri Schwartz and Michelle Proehl for this exciting session. Build a successful career and employee development program using innovative strategies and technology. The Bureau of Labor Statistics reports voluntary turnover is increasing despite slow economic growth yet, employers are having difficulty filling jobs due to a lack of qualified applicants. Organizations need to develop talent internally to ensure a strong talent pipeline for the future. Learn innovative employee engagement strategies and leverage technology for career development. NCHRA online 5-week eProgram series: Presented by Dr. B. Lynn Ware, President & CEO, ITS
Did you know that 50% of all new hires consider leaving within the first seven months of employment? Want to know how to get all of your new hires contributing sooner? Join us to learn how to effectively design, develop, implement and measure an engaging and effective onboarding program so that you can avoid unwanted early turnover and get your talent off to a fast start. We will explore a four-step process for building an onboarding program for the first 90 days of employment including program branding, using the latest onboarding technology and how to motivate managers to support your implementation. The series includes five 60-minute online sessions:
Click here for more information or to register. ABOUT THE PRESENTER Dr. B. Lynn Ware, President & CEO, Integral Talent Systems, Inc. is an Industrial/Organizational Psychologist who has been a hands-on practitioner. For many years she has put talent management initiatives in place that have been proven to increase employee productivity across all industries. Dr. Ware is frequently quoted on trends in employee engagement and retention in the Associated Press and such publications as ComputerWorld, Harvard Business Review, the San Francisco Chronicle and The Wall Street Journal. She has also been featured on CNN as a national employee retention expert. Business 21 Publishing webinar
Think of a REALLY key player in your organization. If that person won the lottery and decided to retire tomorrow, how disruptive would it be? Would customers be affected? What would be the financial impact? These are tough questions that HR executives need to ask all the time, especially in times like these when organizations are “running lean.” Every employee is at full capacity. Every job is mission critical. Near-zero redundancy is great for preserving cash, but it’s dangerous. Fact is, you can’t quickly replace extremely valuable employees. Finding the right people takes time and money, and so does training. Not to mention ensuring that new people adopt your values and acquire institutional knowledge –“intangibles” that are very hard to replicate in new hires. That’s why it’s time to think seriously about job rotation and cross-training, strategies that build redundancy and anticipate unexpected turnover. The obvious benefits are greater stability and lower risk. But it’s also good for your staff, providing development opportunities that increase both morale and retention. Participants in the program will learn:
For more information, visit the Business 21 website. Business 21 Publishing webinar
A recent B21 survey of HR execs showed that 80% of companies do either a poor or mediocre job of acclimating new employees. That means that many of us are spending huge amounts of money on advertising, search fees, testing, background checks and pre-employment interviews to find the “perfect” candidate – then throwing it all away by mishandling the candidate’s transition into the organization. This process, now commonly called “on-boarding,” is widely misunderstood and vastly underutilized. Why? Because it’s easy to underestimate just how difficult it is for new employees to adapt to a new job and a new culture and it takes a long time for them to contribute. When companies take a “Let ‘em sink or swim” attitude, the failure rate is extremely high, particularly for higher-level employees – and the monetary price tag – one to four times the person’s salary – is only part of the cost you pay. Failed hires hurt morale. They increase workload. They create stress. And, frankly, repeated miscues make your management team appear incompetent. The good news is that you can dramatically improve your success rate and avoid the staggering cost of failed hires if you implement a systematic “on-boarding” process at your company. This conference will tell you how to do it. Participants will learn:
For more information, visit the Business 21 website. CER 2013 California Employment Law Update Hiring: Everything You Always Wanted To Know But Were Afraid To Ask
What are you doing to dynamically transform the way your organization gets the maximum value from every employee? Where is your next great employee hiding, and what are you doing to develop that person’s confidence, morale, and commitment? Why do so many on-boarding programs fail—and what are you doing to ensure yours doesn't? How much money are you losing on employee turnover and failed recruitment efforts? As organizations begin to hire again, HR managers find themselves struggling to answer these questions and more. Don’t miss our in-depth workshop, when we’ll cover:
Now taking registrations for its 8th acclaimed year, the California Employment Law Update conference is widely recognized as the leading California-specific employment law conference for forward-thinking Human Resources professionals, executives, and in-house counsel. Employee Ownership in Career Development: The Role of the Organization
The following comments were recently overheard inside some large organizations: “How can you hold managers accountable for daily production goals if we need to take time out to talk to employees about their about careers?” - VP for Production at large energy company speaking to the Division President about plans for talent review meetings with employees “What really shocked me is that she is leaving for a job at a non-profit focused on third world hunger. I have managed her for five years and had absolutely no idea that she was passionate about this issue.” - HR manager for a global Fortune 500 company regarding the unexpected resignation of a longtime employee “It is easier to get career coaching from a headhunter than to talk to my boss or to attempt to find out on my own what opportunities might be available internally.” - Young high-potential software engineer commenting during a focus group These three brief examples highlight the all-too-typical disconnect between employees, managers, and their organization’s goals when it comes to career development. The hopeful aspect of these anecdotes is that each one occurred in the context of serious organizational efforts to improve career development practice. But the dilemma is real. How should company leaders, managers and employees be thinking about career development? Read the full article at Career Convergence Magazine ABECU Partners with ITS to Launch Career Development Program with American Eagle
ITS
Brings Retaining Talent Recently, ITS brought its Retaining Talent Consultant Certification Program to Radical Entertainment Company in Vancouver, BC. The one-day session was limited to a maximum of 6 participants, who were certified as internal Talent Retention Consultants, able to work one-on-one with their managers to reduce their attrition risks. Participants completed the session qualified to lead a hands-on skill building session for up to five managers that they support. In addition to proven models for reducing unwanted attrition, participants received the ITS Attrition Risk Assessment tool, Talent Retention Toolkit, and Talent Retention Action Planner to use with their company's managers. Talent Retention Consultant Certification builds in-house capability, lowers external consulting costs, enhances HR's credibility, and helps build participants' careers, because the expertise remains with them. Certified Talent Retention Consultants are valuable retention consulting resources to their internal customers -- both the managers and the talented employees relying on them. For more information about the certification program, call ITS at 650-965-1806. ITS
Tackles Teacher Turnover |
As announced in 
ITS
consultants Dr. B. Lynn Ware and Steve Knight meet with the steering
committee members of Gwinnett County Public Schools (GCPS) to embark
on a 5-year study aimed at retaining key teachers as district enrollment
grows. ITS will implement the Employee Commitment Survey and the
OutTakes Exit Interview System to collect the data that will be
used in the study.
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