Human capital is the defining long-term asset to drive success in a competitive global economy. How can the firm best align its strategic workforce plan with talent acquisition plans, and employee engagement? How can firms take their talent sourcing from reactive to proactive, developing a sustainable talent pipeline for the future? Nicole Guiet, Director of Talent Acquisition at CH2M HILL, debated these issues today at the 2013 HCI Global Talent Management Summit and discussed what her firm has been doing to address the global talent crisis and the role social media has played so far.
What does globalization mean for leaders? Does the definition change depending on one’s culture? Jennie Walker Ph.D., Director of Global Learning and Market Development of the Najafi Global Mindset Institute at the Thunderbird School of Global Management, presented on the essential attributes of global leadership today at the 2013 HCI Global Talent Management Summit. These leadership attributes, dubbed the Global Mindset, are the results of an extensive research project including data from over 14,000 managers from firms located around the world moving past simple cross cultural intelligence to maneuver efficiently in differing institutional, legal and social contexts.
Many firms possess leadership development processes, but few are as well known as General Electric’s program. GE’s proven techniques and strategies for developing an internal pipeline of future leaders has provided for continued success for the firm and spawned leaders poached by the competition. Day two of the 2013 HCI Global Talent Management Summit saw Jeffrey Barnes, Leader of the Crotonville Campus at GE share some of the lessons learned by the firm through their experience what the company has planned for the future.
For top tier firms in the marketplace, leadership development has to be one of the central focuses of the company’s human resources department. With ever increasing globalization, the rapid development and application of technologies, and the ebb and flow of the market, developing an agile organizational leadership training program can be a significant challenge. Attendees at the 2013 HCI Global Talent Management Summit were treated to a presentation by Dr. Zahir Uddin, Head of the Targeted Leadership Development Programs Group in the Leadership Development Centre at Sudia Aramco. Dr. Uddin shared his experiences with the challenges of transformation and the lessons learned.
The market has been hearing a lot about Talent Mobility (TM) lately, a workforce who is both highly skilled and able to move into new roles quickly. TM keeps an organization agile and ready to respond to whatever changing demands are pressed upon the firm. Kristen Leverone, Senior Vice President and Global Talent Development Practice Leader at Lee Hecht Harrison (LHH) discussed the results of a recent research survey conducted jointly by LHH and HCI today at the 2013 HCI Global Talent Management Summit.
With an increasingly competitive global market, firms must compete in an ever changing environment with a talent gap projected to worsen as time passes. Distinguishing a company from its rivals with a superior employer brand, stronger engagement of the workforce, or better customer relations can drive success, but which path should the business take? Michael Ehret, Vice President of Leadership, Development and Learning at Johnson & Johnson, shared his firm’s new Leadership Model today at the 2013 HCI Global Talent Management Summit.
Who doesn’t love this time of year? The experience of coming out from winter hibernation tends to be very sensory stimulating. The trees have blossomed, the grass is green again, and the warm air smells sweet from flowers shedding petals after a night rain. One of the annual rites of spring is the opportunity to socialize in larger groups. From company outings or neighborhood block parties to youth athletic events or young professional happy hours, one of the cursory questions bandied about is inevitably, “so what do you do?”. Routinely the answer comes in the form of a job title, and if that fails to clarify, what follows is a regurgitated job description. Wouldn’t it be more useful if we could tell others what it is we do for a living by clearly and confidently informing them how we fit within the entire structure of our organizations? Is it our fault for not being able to articulate our job within the confines of small talk at a Memorial Day Barbeque? Perhaps this burden falls on those involved in writing and assessing job descriptions.