Remove 2010 Remove Employee Relations Remove Metrics Remove Performance Management
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iCIMS - Technology for Induction - and ensuring Quality of Hire ~ HR.

Strategic HCM

There are two issues I think recruiters, and other HR professionals, need to understand in order to get to grips with this more important objective / metric. Engage employees with consistent communications regarding company goals and how they can help achieve them. ► 2010. Performance management. (22).

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HR Carnival: Feeding vs Obsolescence ~ HR to HR 2.0 and Human.

Strategic HCM

2010. Performance management. (22). Recognition and the Employee Value Proposition (EVP). I hope you enjoy the posts, and thanks to all contributors. More information about future carnivals can be found here. ► August. (7). ► July. (12). ► June. (29). ► May. (19). ► April. (23).

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Diversity rising up the Agenda ~ HR to HR 2.0 and Human Capital.

Strategic HCM

83% of organisations have an articulated strategy, written policy or set of guidelines relating to diversity and inclusion and 40% are using metrics - mainly demographic data and employee survey results - around diversity. ► 2010. Performance management. (22). All good news! Im not so sure of this.

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Modern HR, Kuala Lumpur, Malaysia ~ HR to HR 2.0 and Human.

Strategic HCM

Benefit from these 2 day course led by Jon Ingham during which he will bring together key knowledge and case studies in adapting and re-aligning talent strategies to develop a sustained approach to talent management. ► 2010. Performance management. (22). Recognition and the Employee Value Proposition (EVP).

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Challenges and Opportunities for Talent Managers / 6 - Strategic HCM

Strategic HCM

In a similar study of 3,000 senior managers, executives gave their firms low marks when describing the employee-related data they need for decisions. ► 2010. Performance management. (22). Recognition and the Employee Value Proposition (EVP). ► August. (7). ► July. (12). ► 2009.

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The Head of Talent Role: Challenges and Opportunities for Talent.

Strategic HCM

Some are focused primarily on infrastructure for talent and leadership development – processes, systems, and metrics. Others spend more time on specific development initiatives: business school programmes, projects that involve high potential managers, and the like. ► 2010. Performance management. (22).