Talent Management is the Key to Organizational Success

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No resource is of greater importance to an organization than its people. An organization that has a talented employee and knows how to use it for its good and the talented employee’s is a winner.

Talent management. That quintessential, most valuable element of an organization’s strength is sometimes overlooked. This is because organizations sometimes become too busy to identify and nurture the talent it has on hand. Many organizations make the mistake of scouting for a commodity that they have in their own midst without realizing it. They end up paying a steep price.

But first, what is talent management? Talent management may be described as the ability of an organization to spot and develop special abilities in its employees.

Processes Involved in Talent Management

Talent management is a clearly defined process:

  • Recruiting talent by using various yardsticks
  • Understanding why talent is required for a set task or requirement
  • Identification of talent by assessing the employee in relation to metrics-based performance of specific tasks and completion of goals
  • Communicating the purpose of talent-finding to the employees
  • Training and coaching to exploit this talent and bring this in line with the organizational goals
  • Constantly monitoring how talent management is faring in relation to the desired results sought
  • Rewarding good performance that is got out of talent management.

Elements of Talent Management

Although by nature talent management is never fixed and keeps changing and evolving in relation to circumstances; a few tools can be used for assessing its effectiveness:


Change Management is an Indispensable Ingredient of Growth

Change Management on the Cogwheels.

No organization that aims at progress can remain unchanged. Change is the quintessential quality for growth and development, and hence has to be ushered in very judiciously.

One of the best-known, best-accepted axioms of management says that the only constant in business is change. This means that change inheres into a business, is inevitable to it, and that if organizations have to remain competitive, they have to embrace change.

Understanding Change Management

We need to start by getting a grasp of some characteristics of change management:
  • Change management can be understood to mean voluntarily putting in place systems and processes that help the organization transition to a desired set of outcomes
  • Change is a planned process that is carried out across the board and its benefits need to be conveyed to the employees across all levels
  • Organizations can bungle with change management initiatives if they lack foresight and planning
  • Anticipating the kind of change it needs to undergo and not changing when it is thrust upon it is the hallmark of a successful organization
  • Conversely, it goes without saying that that organizations that are reluctant to accept change flounder.

Conditions Necessary for Change Management to Become Successful


Dealing with the Workforce of the Future


One of the major factors that managements of contemporary organizations in the US will have to deal with is how to engage the employees who are from Gen Z. Also called post-Millennials; this term aptly fits their description: the generation of the workforce that has emerged after the Millennials. The generation that followed the Millennials; Gen Z is the term that is applied to the generation that was born roughly from the mid-90’s to the mid-2000’s.

A major chunk of the American workplace is now being populated by the Millennials, with some estimates putting their percentage of the workforce at about three fourths of the entire working population by 2030. The American corporations will have to come up with strategies for dealing with the workforce from Gen Z, as this will come into the workforce in the near future. They will cohabit with the Millennials for a while.

The leader of the next generation of the workforce will have to come with a clear understanding of how these generations work, as well as how they work with each other in tandem. They need the skills, knowledge and tools to get the best out of these generations of the workforce.

Characteristics peculiar to the Millennials and Gen Z

Their early exposure that the Millennials and Gen Z have to technology and the social media means that they do not have to be imparted these skills. More importantly, their work should revolve round these tools, as these are what they have grown up with. They are more likely to herald quick changes into technologies and learning methods, since they can be considered conjoined twins of technology. They also have greater expectations. They are likely to be less loyal to employers, and could be better multitaskers. With the recent economic slowdown being green in their memory; these generations could also be thrifty.

A thorough learning of the future workforce

Want to explore how the future generations of the workforce need to be handled? Want to know how to optimize their talents for the organization’s good? Then, you need to attend a webinar from TrainHR, a leading provider of professional trainings for the human resources arena.

This webinar, at which Laura Goodrich, an accomplished Senior Executive, Consultant, Thought Leader with more than 25 years of success across the consulting, biomedical, healthcare, technology, financial, legal, real estate, and media industries, will be the speaker; will give a thorough understanding of how to understand what the next generation workforce will be, and how organizations can leverage it for their benefit.

Please register for this webinar by visiting TrainHR Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

Understanding the wavelength of the new generation

This webinar will offer insights into how to understand the dynamics of the future workforce. Leaders who understand the temperament of the workforce will be at an advantage in getting the best out of its skills and talents. They will have to adapt to the quick changes in the workforce generations if they have to move into top gear. This webinar will spell out how to do this.

Laura will cover the following areas at this webinar:

  • Learn about generational differences, needs and expectations
  • Learn how to engage early talent what do they want?
  • Establish a process for embracing change.

Professionals in positions that need knowledge of the future workforce, such as CEO’s, COO’s, VP of Human Resources, Chief Learning Officer, Directors, Project Managers, Operation Managers, Team Leaders, and Staff Managers and Supervisors will find this webinar extremely useful.

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Mastering the Effective Skill of Behavior Interviewing

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Job interviews are the ideal means to getting a candidate on board. Everyone is agreed on this. However, what goes into the interview is very important, and not just conducting the interview. An interview should not be just a session in which each side admires and congratulates the other and an offer letter is rolled out. It is very easy for an artful candidate to suppress her drawbacks and overstate her achievements and walk her way into the organization. When the management discovers her shortcomings later, it has to cut a sorry figure, because it would have wasted sufficient resources and time in getting the wrong hire.

Testing a candidate by probing her past achievements is not likely to yield the best result, because, as seen, one can be good at manipulating her track record. Even the most probing interviewer can be deceived at times if the candidate is skilled enough at this. So, what is the way out?

Behavioral interviewing, a technique which has been researched and refined over the last thirty years, is the solution to this problem. Behavioral interviewing is a proven, powerful technique for improving the quality of information gained during the interview process. Rather than being something that makes interviewing a formality; behavioral interviewing produces powerfully predictive data which sharply improves the accuracy of hiring decisions. Behavioral interviewing has consistently improved the accuracy of selection and has enabled hiring managers to make more competent and confident hiring decisions.

All the nuances of behavioral interviewing

A webinar from TrainHR, a leading provider of professional trainings for all the eras of human resources, will explain this concept in greater depth at a webinar that it is organizing. Harry Brull, who during his tenure as Senior Vice-President of Personnel Decisions International (PDI), now Korn Ferry Leadership Consulting, designed selection processes and systems for over 1,000 organizations ranging from ford Motor Company to the Peace Corps; will be the speaker at this webinar.

Please visit TrainHR  to register for this webinar and to gain complete understanding of how to instill the art of effective behavioral interviewing into your organization.

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1.5 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Simple, but strong tool for assessing future behaviors

This session will explain the techniques of behavioral interviewing, at which the speaker will offer attendees simple, but powerful and effective tools that help extract perceptive and critical information from candidates, which will help them make decisions.

Harry will start with imparting an understanding of the factors which lead to job success. He will show the ways of question-asking and probing techniques, which can be a powerful predictor of the candidate’s capabilities. The method of getting the whole story from candidates, so that managements do not get unpleasant surprises into the candidate’s tenure in the organization, will be shown.

Harry will show how to evaluate candidate responses and to draw a connection between that input and the behaviors she exhibits after she has taken up the job. The level of acceptance of the job from the candidate is an important indicator of the success of the interview. This webinar will show the techniques needed for increasing the probability of acceptances to job offers.

Of high value to personnel who are involved in the process of hiring, such as HR Generalists, HR Directors, Line Managers involved in Hiring, and Business Owners; this webinar will cover the following areas:

  • The structure of competence
  • The best predictor of future behavior
  • Opening the interview
  • Interview information categories
  • Designing effective interview questions
  • Probing for the whole story
  • Evaluating the information received
  • Telling and selling.

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Strategic Thinking is important for Managers


Which is more important for an organization? The tactical or the strategic? At different points of time, both are important, but the long-term thinking, or what is called strategic thinking, is what takes the organization forwards. True, one has to take care of the small steps that make a stride, but while the short-term aspects are important; it is strategic thinking that can help the organization grow.

Understanding details is very important for any manager, but they should not bog her down to the point where the day-to-day aspects of business become highly time-consuming and leave little space for taking a look at the long-term objectives. The manager has to look into details and smaller issues, but should not lose sight not the strategic goal of the organization.

Taking care of the smaller details constitutes the tactical aspect of management. it is good at helping the manager or the organization see and achieve the short-term goal or objective. However, if the organization has to be steered towards its future; it needs strategy-oriented thinking. Strategic thinkers look at the big picture and don’t get stuck with the tactical or managerial.

Strategic thinking can be learnt

One doesn’t have to be naturally talented at strategic thinking. This is an important thinking ability, but one does not have to be born with it. One can learn it with practice and knowledge. The ways of inculcating strategic thinking will be taught at a webinar that TrainHR, a highly popular provider of professional trainings for the HR industry, is organizing.

The speaker at this webinar is Valerie Pelan, who is a consultant and executive coach and President of Integrated Focus. Want to understand how to bring this strategic thinking about into the organization? Then, just register for this webinar by visiting TrainHR

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Getting clarity on what strategic thinking means

The starting point of adapting strategic thinking is to understand what it means. Strategic thinking is a vision, which implies that it is more than a global perspective. Strategic thinking is about energy and action and is brought about by a combination of business acumen and industry and competitive information. People who are strategically inclined in their outlook do not stay tactical for too long.

Valerie will highlight all these qualities and emphasize the importance of strategic thinking for the organization. In the course of this session, she will cover the following areas:

  • Definition of strategic – but it is more than a simple definition
  • It is more than global perspective
  • It includes Business Acumen
  • Industry and competitive analysis – understand your company’s industry and competitors
  • Distinguish between the short term and long-term Financials
  • Tools include: SWOT analysis; business books and HBR

Leader vs. Manager

  • Compare leader traits vs. manager traits
  • Leader focuses on big picture while the manager focuses on tactical actions
  • Examples: Leader has a vision – Manager delivers
  • Leader does the right thing – Manager does things right

This session will be of high value for leaders, managers, individual contributors, high potentials and Baby Boomers.

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Ensuring Successful and Effective Onboarding


The role of onboarding in welcoming and acculturing an employee can never be understated. Why is onboarding so important? It is because this is when the new employee gets acclimatized to the new organization that she has joined. From the employer’s perspective too, onboarding is very important, since it is through this process that the employer gets a fair idea of the new employee’s talents, capabilities, behaviors, potential, and attitudes.

One major misunderstanding that many people in the corporate environment have is that of onboarding and orientation being one and the same. This is a clear fallacy, because the two are different from each other. Onboarding is a lengthy process which begins long before the employee joins the organization and lasts for a few months after the joining date, of which orientation is a small part.

Shoddy onboarding can cost organizations dear

Since onboarding is a long process, and a very important one, at which the employee assimilates into the organization; it is absolutely imperative for organizations to get it right. Onboarding has a defined set of objectives and purposes, and each of these has to be adhered to very meticulously. Getting it wrong spells doom for the organization: it is believed that improperly implemented onboarding makes hourly workers to leave the organization four months on average after joining, and regular employees, within one-and-a-half years of joining. Surely, this is the kind of turnover that any company would consider too expensive and avoidable.

This is why human resources needs to get a complete understanding of the right way of onboarding. This method should be efficient, and should foster integration of the new hires into the organization, rather than be the reason for which people look for the earliest opportunity to leave the organization. HR should ensure that onboarding becomes the phase at which the employee gets an understanding of not just the processes and business, but of the most important aspect of an organization, namely its culture.

Training on getting onboarding right

TrainHR, a leading provider of professional trainings for the areas of human resources, will show how to get onboarding right at a webinar. Michael D. Haberman, co-founder of Omega HR Solutions, Inc. a consulting and services company and a consultant, speaker, writer and teacher, who has over 17 years’ experience in the class room teaching human resources fundamentals and certification preparation, will be the speaker at this webinar.

Organizations that want to avoid the high cost of turnover brought about by the implementation of sloppy onboarding practices can learn the ropes of effective onboarding by registering for this webinar, by visiting TrainHR

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

Effective onboarding decides whether the employee stays or leaves

The crucial importance of good onboarding will be emphasized at this webinar. Onboarding should be such that it helps the organization make use of the skill and qualification that each employee brings. Such employees are invaluable in shaping and developing the organization’s intellectual property and helping the organization derive benefit out of it. While finding the right employees is important; they can serve the organization better only when they are tuned to its culture and way of life. Michael will highlight these points.

This webinar will have high value for personnel in positions that involve onboarding, such as HR Managers, Office Managers, Supervisors, Managers and Company Owners.

Michael will cover the following areas at this session:

  • The cost of turnover
  • The steps involved in onboarding
  • Before the hire
  • During the hire
  • The first day
  • The first week
  • The ongoing process
  • What potential activities are included?

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Change can only be brought about by Instilling the Mindset for it


That change is the only constant has been repeated ad infinitum and implanted into the minds of everyone in management from the boardrooms to the cafeteria over the years. Almost everyone seems to be aware of this, at least in theory. Unfortunately, when it comes to adapting and implementing change; most managers and other levels of staff seldom put this idiom into practice the way it should be. Most organizations, even very well-known ones, and managers, fall short for lack of direction. These rather baffling statistics from critical studies reveal the reason why change fails to bring about the desired result in most organizations:

  • A 2105 study done by IBM showed that over five-sixths of employees have no focus on how to change, even as they face pressure constantly to change
  • A shockingly high 90 percent of CEO’s lack the confidence that their organization is equipped with the agility to successfully foresee and handle the road ahead, as evidenced by a Bersin-Deloitte CEO Survey 2016 carried out in 2016.

No matter how hardnosed many executives are; in addition to lacking the vision to change, they are also convinced that somehow, the road ahead is a smoother and that it will offer more opportunities than threats. While one can marvel at their optimism; one wishes it were true for all organizations all the time.

Mindset is the all-important element



So, where do such organizations and managers go wrong? They lack one critical element: the mindset to change. This is at the core of all the unreasonable and faulty reasoning that leads them to poor outcomes brought about by the inability to change for the better.

The nuances of how to inculcate the mindset to change will be explored in detail at a highly valuable and entertaining webinar that is being organized by TrainHR, a leading provider of professional trainings for the areas of human resources. At this webinar, Laura Goodrich, an accomplished Senior Executive, Consultant, Thought Leader, entrepreneurial technology leader and global workforce change expert and Co-Founder of GWT Next; will be the speaker. Want to gain true insights into how to bring about the mindset needed for change? Then, please enroll for this webinar by visiting TrainHR.

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

Getting the mindset right

Laura will drive home the point that while most managers put in place the tools and processes for bringing about change; none of these can succeed if they are not placed in the condition that fertilize them: the mindset for change. When all these processes, structures and systems are unaccompanied by this foundation; the entire exercise of bringing about change into the organization becomes rudderless and unfocused, creating the ideal condition for the best of intentions and efforts to fail.

At this webinar, Laura will help participants understand what is preventing them from inculcating this mindset and how to chalk out a focused path based on the organization’s needs and priorities. This will help organizations and managers look to the future with a clearer vision. She will disseminate her message in clear, compelling and sharp ways, but without causing panic or fear in the minds of the participants. At the end of this session, participants are sure to feel refreshed and positive, eager to embark on the changes that are imperative for their organizations.

At this session, which will be of extremely high value to executives who are at the forefront of bringing about the mindset needed for change, such as CEO’s, COO’s, VP of Human Resources, Chief Learning Officers, Directors, Project Managers, Operation Managers, Team Leaders and Staff Managers and Supervisors, Laura will cover the following areas:

  • Learn about the inherent nature of change
  • Learn what is getting in the way of positive change and innovation in your work
  • Learn how the brain is wired and how to get it working for you and your team
  • Learn how to create an intentional and disciplined focus on the outcomes that you do want.


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