Value Based Recruitment for Gen2015
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Value based recruitment focuses on selecting candidates whose personal values align with the organizational values of the entity. The recruitment process evaluates both values and competencies, using values as the primary filter for talent selection since values are a deeper part of a person's personality. Key aspects of the process include looking for demonstrations of values and competencies in interviews and group dynamics, selecting candidates based primarily on aligned values, and then allocating roles based on competencies which can be further developed. Implementing value based recruitment properly should improve retention rates, member productivity, leadership development, and satisfaction.
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6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docx
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
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The document discusses elements that should be included in an effective talent management system according to the group. Key elements identified include talent audits, employer branding strategy, compensation strategy, business strategy, goals and objectives, and an employee engagement strategy. The group believes a holistic approach covering all aspects of the talent lifecycle from acquisition to development and retention is needed rather than just focusing on a select few. Alignment of the talent management system with overall business objectives is also important.
Recruitment @icici prudential life insurance
The document discusses ICICI Prudential Life Insurance Company, including its objectives, components of the recruitment process, and company profiles.
[1] ICICI Prudential Life Insurance is a joint venture between ICICI Bank and Prudential plc to provide leading-edge life insurance solutions in India.
[2] The document outlines the recruitment process components - recruitment and selection, training and development, performance appraisal, pay and rewards, and labor relations.
[3] ICICI Bank and Prudential plc bring strong brands in financial services with ICICI Bank owning 74% stake and Prudential plc owning 26% in ICICI Prudential Life Insurance.
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2010 Seattle SMA Presentation - Conference Room Or Cubicle, What type of recr...
This document summarizes a presentation on how talent acquisition professionals can build credibility with hiring managers. It discusses moving from being viewed as an "expense center" to a "profit center" by focusing on quality of hire rather than just filling seats. It recommends recruiters lead the job ordering and candidate selection process, communicate proactively, and focus on metrics that drive business results like quality of hire and productivity rather than just time-to-fill. It also provides examples of competencies and steps recruiters can take to align their strategy with organizational objectives.
Employee Engagement Wifi Model
The document discusses employee engagement and how it can be used to improve business performance through increased staff satisfaction. It defines engagement as employees' passion and discretionary effort to help their organization succeed. The key drivers of engagement are identified as well-being, information, fairness, and involvement. An employee engagement survey is recommended to assess these areas and identify opportunities for improvement. Developing an engagement strategy involves understanding strengths/weaknesses and creating goals, actions plans, and metrics to enhance engagement levels.
Competency Based HR Programs
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Competency Based HR Programs
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
Human Capital Management for HR MAnagers
Human capital management involves planning, developing, and maintaining an organization's workforce. It includes recruitment, selection, training, performance reviews, compensation, and labor relations. The goal is to attract and retain high-performing employees to meet organizational goals. HR planning forecasts future needs through demand and supply forecasts. Selection tools like interviews, tests, and references determine the best candidates. Training and development build employees' skills for current and future roles. Performance reviews evaluate employees and provide feedback for improvement. Compensation includes pay and benefits to motivate and reward performance.
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AI 1718 plan presentation
This document outlines plans to build an ecosystem and make the organization more sustainable through various projects and partnerships. It discusses setting up a seamless digital ecosystem through projects focused on areas like finance, information management, network strategy, and partnerships. It details the leadership team responsible for different functions and projects. The goals are 100% target and fulfillment through initiatives to improve products, implement standards, and attract more partners and customers through improved digital experiences and engagement.
The AIESECer Survey March 2017
The survey received over 7,000 responses from AIESEC members around the world. It found that the majority of members feel satisfied working in AIESEC, though improvements could be made in areas like team leadership, planning, and personal goal setting. Specifically, many members reported not having clear job descriptions, team plans, or receiving regular personal goal setting reviews from their team leaders. The survey results aim to understand member experiences and identify areas for strengthening AIESEC's team standards and leadership development.
GET: Induction Guideline
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
GET: Membership Selection
This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.
GET: Membership Planning
This document discusses membership planning, which involves reviewing membership needs based on strategy, operations, culture, and current pipeline. It is an ongoing monthly process. The initial membership review involves the leadership team assessing goals, desired culture, membership requirements, and current pipeline. They create a membership plan using a talent worksheet. Each month, performance, behaviors, and fit are reviewed. Feedback, probation, reallocation or recruitment actions may be needed. The current pipeline is assessed and an attraction plan is made to recruit the needed profiles through the best channels.
APLS-IR guide for LCP
The document provides tips for optimizing product performance by analyzing timelines, customer needs, insights, and partnerships. It emphasizes backward planning to identify key activities and timelines needed to acquire and convert customers. Some questions to consider include identifying bottlenecks in the customer journey, competencies needed by human resources, customizing offerings for partnerships, and enabling customer advocacy. Tracking metrics at each stage is important to determine what content works for moving customers through the process.
APLS-Clarity of what
This document discusses AIESEC's purpose and leadership development model. It begins with examining what recent world events have piqued people's emotions and how that relates to AIESEC's mission of "Peace and Fulfillment of Humankind's Potential." The document then explores how AIESEC develops leadership qualities in participants through experiential learning opportunities that facilitate an inner and outer journey. It emphasizes that leadership development is at the core of what AIESEC does.
APLS-iGV product session
This document provides a simple framework for product leaders to focus on goals, targets, channels, topics, processes, customers, talent, and finance when leading a product. It emphasizes setting reasonable monthly goals based on supply and demand, understanding customer pain points and needs, choosing the best channels to reach targets, customizing content for different channels and customers, streamlining internal processes, recruiting and developing the right talent, and optimizing resources and processes to improve experience and meet financial goals.
APLS-Drive the ambitions of my LC
AIESEC exists to develop leadership through international internships and volunteer exchanges. Leadership skills are crucial in today's changing world, and experiences abroad provide opportunities for growth outside one's comfort zone. For AIESEC to achieve its goals and grow, it must ensure its programs provide value to organizations, appeal to customer interests, and benefit members personally. Growth requires identifying and addressing barriers like insufficient applications or approvals. AIESEC's success depends on continuously creating demand for its leadership development programs.
The ultimate lcp wisdom book
This document contains wisdom and insights from Local Committee Presidents (LCPs) around the world on leading AIESEC as a social enterprise. Some key points:
1) LCPs discuss the concept of AIESEC operating as a social enterprise, balancing social impact, sustainability, and financial goals. This allows AIESEC to have more freedom and opportunities to achieve greater impact.
2) Leading an LC is like being the CEO of a social enterprise. LCPs must focus on people, planet, and profit to take their committee from good to great.
3) Insights are provided on exploring local markets, asking "why not?" to spark innovation, and focusing on the core
Planning planning framework odm
This document discusses various topics related to organizational mission, structure, operations, branding, culture, systems, learning, projects, and execution. It focuses on defining mission, explaining mission simply, measuring success, developing legacy, and structuring thoughts. It also addresses ensuring mission is reflected in plans and timelines, using leading instead of lagging measures, having compelling scoreboards, maintaining accountability through weekly meetings, and focusing on important goals. The overall document provides guidance on analyzing an organization and its components to develop focused projects and execution strategies aligned with mission.
Building culture of_success
The document discusses what defines success and how to build a culture of success in an organization. It provides perspectives on personal and organizational success, including knowing one's goals and vision, leading sustainable growth, and fostering cultures of competition, recognition, and communication. The document also offers advice on setting action plans and working collaboratively with teams to define and achieve success.
Building sales driven_culture
This document discusses how to build a sales-driven culture within an organization. It addresses planning the culture by identifying key elements to develop, setting clear goals and job roles. It also covers recruiting salespeople by creating an appealing image, targeting suitable personality types, and finding potential candidates. The document outlines developing salespeople by identifying needed skills and providing assistance, experience and motivation. It discusses managing the sales force through messaging about the sales process, proper research, follow-up and diversifying tasks. The importance of sales is highlighted as impacting partners, financial sustainability and career opportunities.
Our role as p
This document discusses the role of "P" leaders in organizations in clarifying and communicating the organization's purpose. It emphasizes that leaders must ensure the "why" or fundamental purpose is clear to all members. This involves role modeling connection to the purpose, constantly seeking clarity on the purpose based on core ideology, and engaging members at all levels through communication channels. Keeping the purpose clear inspires greater action, innovation, influence and loyalty among members. The document advises leaders to reflect on what they have done and can do to clarify the purpose for their teams.
P tips for planning
This document provides tips for planning a local committee's activities for the second half of the year. It suggests engaging stakeholders like the executive board, team leaders, and members to obtain buy-in. It also recommends updating information like the SWOT analysis, half-yearly report, key metrics, competitor analysis, and lessons from previous events to inform planning. The document stresses adhering to the local committee's philosophy and values. It proposes using team days for re-planning, team bonding, and priority-setting discussions to define the top goals and projects for the remainder of the year.
Role of lcp
This document appears to be notes from a leadership coaching or training session. It includes summaries and prompts for an LC President to review their responsibilities in several key areas: LC administration; EB team management; stakeholder relationships; governance; coaching the EB; member mentoring; member connection; EB synergy; national strategies; LC strategies and projects; planning and review; succession; external representation; relationships with other levels of the organization; international relations; and culture management. It also includes prompts for the LC President to reflect on their focus, energy allocation, learning, and reasons for enjoying their role.
Building culture of excellence+recognition
1) Implementing a culture of excellence requires setting high standards for recruitment and promotions to attract top talent.
2) A culture of excellence is led from the top and supported by expectations of high achievement, activity levels, and competence development for members.
3) Recognizing and celebrating high-performing members is important for retention, but standards and goals must not create a pressure environment that demotivates members.
[Tm]forming teams
This document discusses forming effective teams. It defines key terms like group and team, and explains why teams are important. It outlines seven elements of successful team cohesion: goals and objectives, right resources, communications, game plan, training, rewards, and leadership. It also describes the typical stages teams go through in building cohesion - forming, storming, norming, and performing. The document provides tasks for teams to demonstrate behaviors from these stages and analyze how well their team is cohesive. The overall message is that teams require understanding roles, clear goals, communication and adapting through different stages to be truly effective.
Building working culture
This document discusses improving the working culture at an organization called NFA. It identifies several aspects of working culture to assess, including communication between leadership and staff, knowledge management practices, use of office space, team meetings, informal communication, diversifying tasks, staff motivation, building team culture, and addressing issues. For each area, it provides questions to evaluate the current status and ways to improve the working culture. The overall aim is to consciously work on enhancing various elements of communication, processes, and staff engagement to develop an ideal working environment at NFA.
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This document discusses building a high performance culture through various strategies:
1) Get the best team possible by investing in hiring selectively and selling your vision to attract industry leaders. Ensure people are doing work they love.
2) Create a sense of community and commitment from new employees by introducing them around and sharing good stories about others.
3) Understand customers deeply by learning their stories so they feel satisfied. Make the customer experience easier by fulfilling forms or delivering products quickly.
4) Have an audacious goal like reaching a large number of customers or becoming the #1 brand to motivate high performance. Accomplish the brand promises around consistency and customer experience.
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Value Based Recruitment for Gen2015
- 1. Value based recruitment Getting the right talents to build Gen2015
- 2. Table of content 1. Why, what and how. 2. Recruitment process. 3. Golden rules. 4. What MY ENTITY should do?
- 3. Why? Committed and motivated members ( as their own values are aligned with „AIESEC why”)- decreasing the rotation True essence of organization is represented to our customers and partners by members demonstrating it in daily behaviors Building
- 4. What is value based recruitment? Personal values Organisational values Value based recruitment is process of talent selection based on values that drives organization. Idea is to select candidates that demonstrate behaviours connect with this values and are aligned with purpose of organization from the beginning.
- 5. Values Competence 1 Competence 2 Competence 3 Competence 4 Competence vs. values Values are filter for Talent Selection (as it is great part of personality difficult to change). Competence (as it can be developed) is a base for Talent Allocation and Learning Plan.
- 6. Recruitment process Application Group dynamics Interview Talent Selection and Allocation Look for demonstration of values& competence Select based on values and allocate based on competence See teamworkCheck motivation
- 7. Use measurable behavioral indicators Communicate values to candidates Look for the past experience (demonstration of behaviors) Train recruiters about the AIESEC way Golden rules
- 8. Key Performance Indicators Retention rate of membership Productivity of members TLP apps (leadership pipeline) Members satisfaction
- 9. What my entity should do? ADAPT CURRENT PROCESS TO GLOBAL TEMPLATE GET TO KNOW GLOBAL PROPOSAL • Check Global Templates for TMP and TLP Recruitment DEFINE NEEDED PROFILE • Values and competence needed the most in the entity (MC or LC) to focus on during process