1. Julia King Tamang, Senior Consultant LERN 2009 Annual Conference

2.  Talent management is a professional term that gained popularity in the late 1990s. ◦ It refers to the process of developing and fostering new workers through onboarding, developing and keeping current workers and attracting highly skilled workers at other companies to come work for your company.  Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organization. ◦ This term also incorporates how companies drive performance at the individual level (performance management).  This term is usually associated with competency-based human resource management practices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. ◦ The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors).

3.  The process of interviewing, hiring, orienting and successfully integrating new hires into the organization's culture.  Onboarding activities begin pre-hire ◦ effective and accurate recruitment communications ◦ interviewing and screening process that increases the success rate of position acceptance. ◦ The orientation of new hires starts prior to the employee's start date and usually is extended through (at least) the first 6 months of employment.

4.  Identify the competencies that people will need to effectively carry out an organization’s strategy, both now and in the future;  Clarify the link between principal end results expected in a job and the job’s required competencies;  Select job candidates who possess the characteristics that can make them outstanding performers;  Develop these characteristics (competencies) in employees; and  Design developmental plans for individuals focused on developing the competencies that are most likely to improve performance

5.  Identify the competencies that people will need to effectively carry out an organization’s strategy, both now and in the future  In CT, look at staff roles and define what makes a person competent in each role ◦ Teaching roles, Admin roles, Sales roles, Operations roles

6.  Clarify the link between principal end results expected in a job and the job’s required competencies ◦ List a competencies ◦ List the results you want from the employee and the job category  Make these measurable and specific and time- activated ◦ Link these two

7.  Select job candidates who possess the characteristics that can make them outstanding performers  Refine your interview process for each position  Train interviewers on how to spot talent  Get your supporting paper in line

8.  Develop these characteristics (competencies) in employees ◦ Assess what skills, knowledge and qualities an employee has ◦ Develop a plan to reinforce strengths ◦ Develop a plan to compensate for weaknesses ◦ Develop a means to track both  Assessment  Training  Evaluation  Reporting

9.  Design developmental plans for individuals focused on developing the competencies that are most likely to improve performance ◦ You must use competency-based improvement plans ◦ Use internal classes and programs to your benefit ◦ Work with HR or consultants to get results ◦ Use training, coaching, apprenticeship and mentoring

10.  Make sure you have clearly delineated the roles and responsibilities for your position.  Post the job internally as well as externally (there is some inherent value from hiring inside).  Identify the core competencies and qualities you must have in the candidate you ultimately hire.  Create an objective scoring mechanism based on behavioral interview questions, before you start interviewing.  Use the clearly articulated specifications created to narrow the list of the candidates you have. This is where you can start to use technology-enabled tools and applications to make this process easier.

11.  1. Clearly identify the requirements of any job you are trying to fill.

12.  2. Work with HR and experienced staff to ensure that your job posting is appropriate.

13.  3. If you are hiring a person for your team, conduct a mini gap analysis to identify competencies and skills you would like to gain with a hire, in addition to minimum qualifications for the job.

14.  4. Don’t make a hiring decision based only on one competency, such as technical skill.

15.  5. Leverage, where possible, existing tools to get the most potential (and qualified) applicants available.

16.  6. Leverage those same tools to filter unqualified people from the hiring process.

17.  7. Provide consistent on-boarding for each new hire.

18.  8. Implement solid leadership training for management in your organization.

19.  9. Provide assessments of competence for employees and managers regularly, with action plans for improvement.

20.  10. Find your replacement and hire people smarter than yourself. It is the fastest way to make your organization smarter.

21.  Personal development means business. ◦ Put in place an active program to develop each employee.  Development should include skills such as communications, decision-making, leadership, creativity, as well as job skills. ◦ This benefits the employee and the employee becomes capable of a greater contribution to the business.

22.  Innovation creates our future ◦ Put a major emphasis on harvesting and implementing new ideas. ◦ Innovation is about improving results.  Establishing an innovative mindset encourages new ideas, positive attitudes, and learning.  Organizations that embrace innovation create a new capability to respond to business challenges.  Diversity of thought, background and culture is a catalyst.

23.  Involve everyone ◦ When employees are depended on to design solutions to business problems, they feel valued and important to the success of the organization.  Make sure that everyone aligns with the vision, and understands how well the company is delivering against its goals. ◦ Recognizing good efforts and having a way for employees to participate in the financial growth of the company create an enhanced sense of ownership.

24.  Balance life ◦ Balancing the demands of busy personal and work lives is a core issue of our culture. ◦ Teach people how to develop their mental, physical, social, family, financial/career, and spiritual as well as the professional goals and action plans. ◦ Businesses also need employees who are not burned out and have an adequate amount of time away from the job.  Insist on minimum employee vacation time and share learning on how to plan for away time so that there isn’t an unmanageable backlog of work when they return.

25.  Values are our strength ◦ Articulating a more lofty purpose as part of the company’s goals develops a sense of pride and attracts both customers and good people. ◦ Leadership must understand that to change the results of the organization, they must visibly work on their personal attitudes and values.  When leadership behaves consistently with these values, and expects it from all employees, it creates new energy within the institution.

26. For Technical Support, contact GoToMeeting details at: http://support.gotomeeting.com TIMESESSION TITLEPRESENTER 10:00 - 10:45a.m.Digital BrochuresJulie Coates 11:00 - 11:45Marketing on a ShoestringKassia Dellabough 12:00 - 12:45pmNeeds AssessmentRick Walsh 1:00 - 1:45Creating Your Own Social NetworksJennifer Selke 2:00 - 2:45Make Your Program EssentialGreg Marsello 3:00 - 3:45 Generational Communication in the WorkplaceKassia Dellabough 4:00 - 4:45The Skills of InfluenceJulia King-Tamang