Webcast:
Although the concept of complete talent management suite may seem to be out of reach for many, ways still exist for each human capital department to streamline and measure effectiveness of performance and development processes. High potential talent is a key group to focus on, because developing and retaining them are the key to continued organizational success.
If the performance processes are misaligned, strategic opportunities to gather and analyze pertinent information that advances your workforce and succession planning may be lost. However by capturing information about high potential talent, and building consistency and efficiency into your employee performance processes, you can track promotion rates and have confidence in your succession plan. That’s what North Shore-Long Island Jewish Health System did when they focused on physicians as their core high potential talent. By also involving physicians in driving their own career development forward, and capturing goals and progress in the hospital’s performance system, they’ve been able to see promotion rates for over half of the physicians who attended development initiatives, and have more transparency in their succession plan.
Don’t miss these webcast take-aways:
- Identify your high potential talent
- Engage hi-po’s in developing their career plans
- Put structure and supporting processes behind your hi-po development program
- Provide development opportunities that support individuals’ and workforce planning goals
- Track key metrics such as promotion and retention rates
- Refresh your succession plan as leadership benchstrength deepens
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Presenters
Joseph Cabral is the Senior Vice President & Chief Human Resources Officer for the North Shore-LIJ Health System. The organization has an annual operating budget of more than $5 billion and a workforce comprised of nearly 38,000 employees, making it one of the largest healthcare systems in the country, with 14 hospitals, several long-term care facilities, an internationally recognized medical research institute and other healthcare related businesses. With more than 18 years of experience developing and executing strategies that enhance cultural and organizational change, he has spent the past four years driving the health system's business objectives, vision and values forward in all phases of Human Resources operations in order to achieve the organization's goals.
Mr. Cabral has held key HR leadership roles at New York Presbyterian Hospital and Children's Hospital in Boston, MA, and has been cited by Time Magazine, Business Week, HR Magazine, Monster.com and other industry publications for his expertise in "Best Practices" in Human Resources. He recently accepted, on behalf of North Shore-LIJ Health System, the Taleo Customer Innovation Award for creating a strategic, efficient talent management process that has helped the organization achieve a $25 million improved margin. He holds an M.S. in Quality Systems Management and has served as an adjunct professor in Human Resources Management at the University of Massachusetts. He is also a Baldrige Examiner and serves as a trustee for the fourth largest Taft-Hartley Pension Plan in the country.
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I'm not sure if it's because this is a recast but the audio keeps going in and out and the presentation is not maximized on the screen.
Hello, Im wondering if its possible to get a copy of the slides?