Webcast:
Succession management best practices suggest that the appropriate balance between hiring leaders should be 70% internal and 30% external. Leadership readiness programs, however, have suffered in the recession and been traditionally disparate from recruiting and retention activities. Talent acquisition teams, meanwhile, often lack visibility into the development pipeline at an organization.
It seems only natural that the two should partner; the leadership hiring team is great at identifying talent and the leadership development staff excels at bringing out potential in talent. How can your organization remove talent management silos and forge a connection between the teams of hiring and developing? With stakes like the high costs of re-recruiting, knowledge loss and executive turnover, it's critical to master now.
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Presenters
Karl is in his sixteenth year of his Human Resources / Organization Development career, which has spanned the areas of Organization Development, Leadership Development, Workforce Development, Employee Relations and Communications, Recruitment and Staffing, Training & Development, Compensation & Benefits, and Career Management / Outplacement in the healthcare, pharmaceutical, telecommunications, professional services, high-tech, and real estate services industries. Prior to joining KP in 2005, he worked at Merck, Bellcore, AT&T, Lee Hecht Harrison, and Cushman & Wakefield. Previous positions at Kaiser Permanente include serving as the Director, Workforce Strategy & Development for the Greater Southern Alameda Area and Practice Leader, Workforce Development for the NCAL Office of the Labor-Management Partnership. He holds a Ph.D. in Organizational Psychology from the California School of Professional Psychology's Marshall Goldsmith School of Management, a MS in Human Resource Management from the Rutgers Graduate School of Management and Labor Relations, and a BA in Psychology, French, and Political Science from Rutgers College. Karl received his executive coaching training through Fielding Graduate University, focusing on the International Coach Federation's core competencies and an evidence-based approach. In his spare time, Karl enjoys working out, singing Tenor II in the San Francisco Gay Men's Chorus and the Lollipop Guild, photography, attending theater and traveling with his partner, Andrew, and raising their two puppies, Cha Cha the Chiweenie and Ziggy the Chihuahua.
Lee has been involved with human capital for 20 years. He has been a VP, Customer Services at The United Way in San Francisco. He was the Principal and Senior Engagement Consultant for Maddox & Associates (i.e., an HR consulting practice: OD/OE, Executive Recruitment, and Outplacement services). For the last 4 years and currently, he has been internally leading Kaiser Foundation Health Plan's enterprise and regional Finance, National Facilities Services, and Community Benefit senior executive recruitment efforts. His education touches: BS, Business Administration, University of Colorado at Denver; MA of Management with OD specialization, John F. Kennedy University; Psychology Certificate, Institute of Transpersonal Psychology; and on 11.2009 will complete an MBA with Health Care Administration, New York Institute of Technology, Ellis College. He is passionate about human capital strategy, recruitment, development, and retention.