Webcast Highlights:

• Learn how to expand on your current Career Management practices with the implementation of Career Coaching Conversations
• Discover the key challenges facing the creation and practice of Career Management initiatives
• Learn what development methods and opportunities are most strongly tied to increases in employee engagement
• Find out concrete ways you can actively support Career Management practices within your own organization

Effective employee engagement starts with career management, yet many organizations struggle to develop and maintain a meaningful career management program.

On this webcast you will hear the research findings of a brand new North American study on Career Management conducted by HCI and Knightsbridge Human Capital Solutions. The study demonstrates that leaders who take an interest in and help employees achieve their career goals through the active implementation of Career Coaching Conversations will experience better financial success, higher levels of engagement, and greater productivity in their organizations.

Gain access to a copy of the “Talk with Me” report conducted by HCI and Knightsbridge.

Note to Canadians: For those of you who have attended city events, this webcast will provide further insight into the top research findings.

Webcast  Highlights:

• Review the premise behind the science of Behavioral Economics.
• Explain why emotions play a far bigger role in shaping human behavior than you might think.
• Introduce you to terms like “maximizers” and “satisficers” and outline how they influence the motivational response you are looking for. 
• Explore why context and circumstance drive decision-making and show you how you can influence both.
• Suggest that willpower has multiple dimensions and explain how that represents a planning and communications advantage.   
• Examine why people are predisposed to resist complexity and embrace choices and why that notion should be central to your rewards philosophy. 

Employee recognition planners are always looking for an advantage. But is there a different way to go about designing and executing your programs? Is there a way you can more effectively influence the way employees respond to business challenges and opportunities? Is there a discipline that can drive employee engagement and revenue growth and do so with very little incremental investment? 

The answer is yes! Behavioral Economics is a science predicated on the reality that human beings do not always act in rational ways. Academics who have studied this field—along with the many executives and managers who implemented their findings—know that people can be more emotional than logical in their thinking; that they are not always motivated by money; and that context and circumstances shape how they interpret things, respond to situations and make decisions.  

So how can you leverage the science of Behavioral Economics to your advantage? How can you use it to drive higher levels of motivational impact for program participants and better business outcomes for senior level sponsors?

Webcast Highlights:

• Key factors influencing employer-sponsored health care and critical health care decision points
• How employer priorities are shifting and what this means for the employment deal
• What employees are experiencing and how they view the changes
• How a Total Rewards framework and targeted employee value proposition can help organizations navigate the challenges and opportunities

U.S. health care reform is one of the most significant HR program changes we’ve seen in decades. But the impact of the legislation is not limited to health care plan design. For many employers, its affect is far broader and may systematically change how they do business.  Recent Towers Watson research shows that health care reform, specifically compliance, communication and managing the cost implications of, are top priorities for employers over the next two years. Yet, employers are struggling to integrate the new health care landscape into their employee value proposition and total rewards strategy.  Moreover, increasing uncertainty looms for employees  as they too will be impacted and may not be aware of the significant and sustained behavior change required to operate in the new world.

As organizations look at the impact of health care reform on different employee and retiree populations, it requires a fundamental evaluation of the employment deal and total rewards strategies and programs. In this HCI webcast, Towers Watson presents some of these tough questions and provides insights into the broad implications of health care reform for both employers and employees.

To learn more about this topic, please visit:  

http://www.towerswatson.com/en/Services/your-business-issues/health-care-reform

Webcast Highlights:

• The one attribute that is the foundation of all leadership.
• The factor that most distinguishes leaders from individual contributors.
• The condition that is most likely to produce personal-best leadership and how you can create it.
• The factor that rules innovation, brand image, acceptance of leaders’ influence, commitment - just about everything else important in organizations—and what leaders can do about it.
• How positive you need to be as a leader for people to feel fully engaged.
• The word that’s required to get things moving in a positive direction.
• How great leadership impacts engagement and the bottom line.

The key to making extraordinary things happen in organizations is great leadership. It contributes more to positive outcomes than any other single factor. Great products, great strategy, great systems, and great people are absolutely critical, but with poor leadership they produce only a third to a half of their potential. It takes great leadership to create great workplaces that create great results. Or, as the late management guru Peter Drucker put it: “Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.” So, if you want better results in your marketplace, you have to ensure that you are fostering great leadership within your organization.

In this webcast hosted by Sonoma Leadership Systems, author and researcher Jim Kouzes will present evidence that exemplary leadership makes a significant and meaningful difference in people’s engagement at work and in the performance of their organizations. The evidence is absolutely clear. In analyzing responses from nearly two million people around the world Jim and Barry have found that those leaders who more frequently exhibit exemplary leader behaviors have employees who are more committed, proud, motivated, loyal, and productive than those whose leaders exhibit these practices less frequently. Overall engagement scores are 25 to 50 percent higher among the groups with leaders who exhibit exemplary leadership. These workplaces also have better bottom lines than those led by those who engage less frequently in these practices.

Jim explores what that difference looks like through the lens of The Five Practices of Exemplary Leadership^® — the sets of behaviors that he and coauthor Barry Posner have found, in their three decades of rigorous research, lead to extraordinary results.  He offers concrete advice on what you can do to put each of the practices to use immediately to improve engagement and performance. If you are ready to say “yes” to exemplary leadership in your organization, this webcast will offers you that opportunity. Bruce Wilson, VP of business development at Sonoma Leadership Systems, introduces Jim Kouzes and how this leadership model positively impacts employee engagement in organizations.

Webcast Highlights:

• Learn concrete steps that organizations can take to enhance perceived organizational support
• Generate favorable outcomes for employees’ well-being, the positivity of their orientation toward the organization and work
• Create reciprocal behavioral outcomes favorable to the organization

Today’s work environment is fraught with job uncertainty, frequent mergers and acquisitions, and a general breakdown of trust between employer and employee. More than ever, it is critical for managers to proactively shift away from devaluing employees as marginal capital to empowering them as human capital.

Perceived organizational support — employees' perception of how much an organization values their contributions and cares about their well-being — mutually benefits employees and organizations and is integral to sustainable employer — employee relationships. Based on organizational support theory and evidence gathered from hundreds of studies, Dr. Robert Eisenberger describes how perceived organizational support has been fostered or undermined in such organizations as Southwest Airlines, Wal-Mart, Costco, and Google.

Webcast Highlights:

• The Cardinal Heath journey provides lessons learned and strategies that can make a difference
• Gain support for cross-gender mentoring programs
• Keys for ensuring diversity and inclusion are ingrained in organizational culture

What is missing from the creation of more leadership positions for women in the workplace? Is it that the development pipeline isn’t being filled with young women that have the skills, drive and ambition to advance upward into executive leadership roles? Is it the traditional stigma of the glass ceiling or the foolhardy notion that a professional woman can have either a career or a family, but not both? Or is it, as some say, that there just aren’t many opportunities for women in leadership roles, either by design or by circumstance?

Simply looking at Yahoo!, Apple, IBM, and Hewlett-Packard makes it clear that the preconceived notions have been effectively shattered. Successful, innovative, big businesses have entrusted their fortunes in the capable hands of female executives. Cardinal Health, a Fortune 17 healthcare company with over $100 billion in revenue and over 33,000 employees, has taken bold steps to accelerate the advancement of women internally, but also in the community and in the healthcare industry. Join Aida Sabo, VP of Diversity and Inclusion and Lisa George, VP of Global Talent Management, from Cardinal Health on this webcast for a discussion on lessons learned and strategies that are making a difference.
 

Webcast Highlights:

• Thorough reveiw of case study involving the Keystone Partnership and Southeastern Pennsylvania Transportation Authority
• Step by step analysis of the skill gap analysis process
• Discovery of the decisions reached through data analysis

What is the role of data in aligning the workforce and training programs?  Working in partnership to identify workforce skills gaps and develop customized training, Stu Bass, Director of the Keystone Partnership, and John Buckner, Training Manager for the Southeastern Pennsylvania Transportation Authority, discuss how they partnered together to assess crucial workforce skill gaps and developed successful training programs using a data driven approach.

Webcast Highlights:

• Focus on learning from success by highlighting the best practices of organizations that leverage employee surveys effectively
• Draw on case-study examples that showcase those best practices in action
• Data that reflects the linkage between organization action taken from survey feedback and employee engagement and enablement

Emerging technologies have offered companies new ways to connect with employees.  Nonetheless, a comprehensive employee survey remains a uniquely powerful means of gathering feedback on multiple aspects of the work environment that accurately reflects the views of all employees.  But as anyone with experience with employee surveys will tell you, it’s what happens after the data are collected that makes the difference in driving organizational improvements.  And, unfortunately, that’s where many organizations struggle.

Webcast Highlights:

• Build an editorial calendar for your team
• Leverage internal social networks and external social media channels
• Enable recruiters and sourcers to tell your company’s story
• Measure key performance indicators to ensure your plan is working

Ninety-six percent of job seekers are likely to read company reviews before accepting a job offer.  Candidates are hungry for information on what it’s like inside the organization, so how do you amplify YOUR company’s message about why you are a great place to work in an authentic way?

View this HCI webcast for insights into the best strategies for how to be transparent to attract the talent that you are trying to reach.

“In a recent survey of 100 Talent Acquisition leaders, when asked about use and adoption of video interviewing, the majority (71 percent) agreed that companies would conduct more video interviews over the next 12 months.  The three most commonly cited benefits : #1 Increases the speed of hire, #2 reduces the cost of hire; and #3 offers additional value over general tools like Skype.  When isolating those not buying video interviewing in the next 12 months, however, the majority cited: “I would like to, but I don’t have the budget.”

How many times have budget hurdles stood in the way of your talent acquisition pursuits and goals? During the webcast please join Lisa Eisenstat, North American Talent Acquisition Leader from Rockwell Automation and David Schaaf, Manager, Talent Acquisition from The Clinical Practices of the University of Pennsylvania as they discuss their methods, processes, and tips for success in building a business case for important talent acquisition purchases. Each can use their experience launching video interviewing as an example, but their step-by-step methods can be applied to building a business case to support the addition of any product or service category.”