http://www.forbes.com/sites/forbesinsights/2013/04/24/essential-tools-of-talent-management/     In the Forbes Insights Article, Bill Millar points out that tools for Talent Management are essential in understand how to strategically manage your internal talent. Companies today recognize the need for managing talent but are often late in establishing tools and processes to drive efficiencies. Companies need to recognize that their systems, processes and tools are not effective in engaging talent, building career paths, mapping skills to job roles, identify talent trends/metrics and targeting effective training and development. At the end of the day, company executives recognize the need and goals of inspiring, engaging, empowering and developing employees/talent, but have been hesitant to invest in effective tools to accomplish these critical talent goals. Imagine a tool that can engage employees to drive and take ownership of their own career, identify how their skills, competencies, experience and education map to job roles, establish more realistic career…

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Snakes and ladders

When considering career development, typically people think about moving up the career ladder, suggesting that the only way to improve yourself is to move up the hierarchy within your organization. In reality, though, not everyone wants to take on a more senior role within their organization. There are plenty of salespeople, for example, who are not interested in (and should, in fact, be actively discouraged from!) becoming sales managers. Being good at sales doesn’t mean you’re necessarily going to be good at managing people, so perhaps a salesperson’s career path should be more about adding and refining the skills that will help them to sell even more. The right path for one person is not necessarily the right one for their colleague, so development plans should be tailored for individual employees to help them be the best they can be in their current and target roles, without pushing them in…

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We have great news to share! Zapoint has been named one of Boston Business Journal’s fastest-growing private companies in Massachusetts!  We are extremely proud of this recognition made possible by our exceptional team at Zapoint. This year’s list includes 70 privately held businesses that recorded the state’s fastest revenue growth from 2010 through 2013. To be considered, companies needed a baseline of $1 million in revenue for 2013. Read the full article here.    Read More…

The quality of the talent within an organization and the ability to retain that talent provides corporations a powerful competitive advantage. Additionally, research shows that well‐trained employees are more productive, more engaged and remain loyal to the company. Therefore, it is no surprise that companies devote a lot of time, effort and money to corporate learning. According to the American Society for Training and Development, U.S. firms spent about $156 billion on employee learning and development in 2011. Although most organizations have internal training programs, for those who rely on external providers, formal training is costly and typically requires paid time off for the employee. More and more companies are utilizing online learning as a cost-effective alternative to traditional training programs for its flexible schedule, easy access to courses and more time efficient way for employees to expand their skills and knowledge. However, despite the focus on training, most companies…

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Target People Image copy

http://www.forbes.com/sites/mikemyatt/2012/12/13/10-reasons-your-top-talent-will-leave-you/ As referenced by the article in Forbes, 10 Reasons Your Top Talent Will Leave You, “Few things in business are as costly and disruptive as unexpected talent departures”. In 2014, organizations need to look for new and unique ways to engage, develop and inspire their Talent. The most successful growth oriented companies recognize that people drive the success and /or failure of an organization, so investing in their people is essential. It is important to mention that increasing salary and/or benefits is one way to motivate and engage employees but is rarely enough to retain them long term. Organizations need to not only provide competitive salaries and benefits, but they need to provide better tools to help their employees take ownership and drive their own careers and create transparency in the process of internal mobility. With the cost of replacing employees ranging between 30 percent and 300 percent of…

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War on talent

Most companies recognize the value in attracting and retaining the right employees. With growth projections for the US workforce of 4.4% from 2013-2017, it is also predicted that there will be accelerated turnover in many organizations.  Employees are expensive to attract and train, so losing employees to competitors can prove very costly. Accordingly, it makes sense for companies to have clear strategies to retain valued employees, by providing them with the information and tools they need to continue to grow – both in terms of their skill sets and their career progression. Clearly the more skills an employee has, the more valuable and attractive they are to both your organization and your competitors’ organizations. Whilst there is a lot of discussion about “Talent Management”, this all-encompassing term covers many different components of attracting, developing and managing employees.  “Career Management” or “Career Development” more specifically covers the steps an employee needs…

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No return

We frequently hear about the importance of a Return on Investment (ROI) to justify a decision being made to proceed down a certain path, especially when implementing a new technology. Clearly there are some systems for which there’s a clear ROI, such as replacing a completely manual process with an automated system (that may actually replace a person or people), or replacing existing training with an equivalent that’s cheaper. However, how many companies end up not implementing an innovative technology that may result in huge benefits, because they can’t assign an exact dollar value to that implementation? The areas in which a system may add value or benefits may be clear, but assigning a monetary value to that benefit may not be. For example, you might assume that a new applicant tracking system that automates and innovates some processes will add value, but how many of the efficiency improvements are…

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learners

Last week I attended Corporate Learning Week in Orlando. I attended a number of interesting sessions about how to engage employees and innovate the learning process and also spoke to many executives about learning practices and initiatives in their organizations. What was clear was that there is not a shortage of learning content out there, in all sorts of different formats, but many organizations struggle with finding the best way to deliver (and encourage) learning in order to engage their employees. Recent blog posts  by Jane Hart and Norene Wiesen on unwilling learners and how people learn through explaining their thinking respectively make it clear that different learning approaches work for different people, but employees need to understand the motivation for learning. When learners are directed to consume training content, they’re often doing it because they know they have to do it to tick a box, rather than because they…

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contract-management

In most organizations, HR has come a long way since the filing cabinets stuffed full of employee resumes, appraisals etc., but many systems in place today are legacy systems that simply transferred those paper processes onto a computer.  Hiring decisions may have been made based on these files, but often in isolation from any other information used by HR. For a long time job roles have been defined by HR leaders and managers to define the “ideal” profile and skill-set for particular role, but this has often been built on assumptions based on past profiles, rather than applying any serious analysis to it. The transparency revolution has greatly increased the amount of information easily available on employees and candidates, with sites like LinkedIn having millions of detailed profiles that are largely publicly searchable, so there’s plenty of data out there to start analyzing. This makes it all the more surprising…

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BNP_Paribas_London_Trading_Floor

Here’s an interesting headline: Regulators Ask Humans How to Deal With Robot Traders Looks like the robot takeover is proceeding exactly as we predicted. There are just a few little bumps in the road we have to look out for. The rules have, historically, been mostly about preventing people from ripping each other off in ways that were deemed unsporting (insider trading, outright fraud, etc.). Even this wasn’t always necessary: Plenty of unsporting practices have, historically, been punished not with CFTC sanctions but with everybody refusing to trade with you because you’re a jerk. But a market dominated by computers looks a bit different. They’re so fast, and they’re all programmed by like the same 12 guys using the same mathematical models, and they have no emotional intelligence. So much more so than with humans, there’s an alarming chance they’ll all think and do the same thing.** If that thing…

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