Employee Recruitment and Onboarding
Narrow results by sub-topic:
The Myers-Briggs Type Indicator® (MBTI) has been part of the learning and development world for a long time - and for good reason. This Colloquium will help you realize the power of understanding your own preferences in order to have a greater impact on your career and your organization. This is your opportunity to explore the implications of temperament in the learning environment, resulting in valuable insight into developing learning solutions.
In this Colloquium presentation, learn from Patricia Harrold, Founder of Career and Life Mentoring and Director of Aircrew Training at Offutt Air Force Base, as she shares how you can put MBTI to work for you, your employees, and your organization.
Presented February 26. Watch the video presentation and download the handouts.
This case study tracks the progress and results nine months after the onset of the original custom learning program for a large, well-known company. It evaluates the implications of a tuition assistance program for a recruitment and development process, comparing results on an employee-level and on a store-level.
Following an initial analysis and an intermediate evaluation of the custom learning program designed for a national organization, this case study takes a final look at the results. Tracking its creation to its overall implications for the company, it's clear the program has a positive effect on all areas including ROI, engagement, and retention.
The implications of a tuition assistance program for a recruitment and development process can run deeper than attracting potential employees.
Learn how one large, highly-regarded international company faced potential risk and invested in its workforce - creating corporate value through employee job mobility, performance, and retention.
In today's competitive global marketplace, it's important to effectively manage our talent in order to thrive.
The ever changing demographic of our workforce, along with the increase in technological innovation, makes talent management a challenge. The very definition of "talent" and what it means to an organization has shifted as well.
Learn from Jason Lauritsen, Principal Consultant at Bulletproof Talent, how to define and measure talent in a group setting, different emerging forms of talent, and new models for thinking about talent planning.
Presented January 24, 2012. Watch the video presentation.
Recruiting is far more than an HR function. People are a company's most important asset, which is why organizations must ensure their recruitment process is successful and long lasting. Learn effective techniques to recruit and retain top talent in today's rapidly-changing business environment.
With 77 million baby boomers preparing to retire in the near future, and only 44 million Gen Xers to fill the leadership void, the organizations that effectively and purposefully collect, utilize, and disseminate the individual tacit knowledge - know-how, beliefs, and experiences - of their workers will be more effective at achieving their organizational missions.
This webinar focuses on the issue of tacit knowledge - its value and how organizations are successfully cultivating and sharing this knowledge.
Since its founding in 1982, Sun Microsystems has weathered multiple rounds of broader economic boom and bust. The latest downturn prompted an overhaul of their long-standing New Director Training program. The results of this overhaul drive home the dire need for investments in human capital regardless of the current economic temperature.
Recruit. Develop. Retain. These key human capital management activities are most often thought of as linear and time sequential. However, with the generation gap growing and the talent pool shrinking, some organizations are asking, "What does it mean for business outcomes if we substitute development for recruiting?" It's time to consider the nonlinear relationship between recruitment and development within organizations.
Organizations that effectively and purposefully collect, utilize, and disseminate the individual tacit knowledge (or know-how, beliefs, experiences, and values one has learned over the course of a career) across their workforce are more effective at achieving their mission. This case study, reviewed in the October 2009 issue of Chief Learning Officer, highlights the Lab's work with Boys Town, and how this non-profit organization is augmenting its knowledge management information systems to develop a stronger and competent workforce.
1 2 Next