Degreed LENS Event: Reinventing the Learning Experience - March 23rd, 2016, N...David Blake
油
Are you ready for today's learners?
According to new research by Degreed, only 18% of workers would recommend their employer's L&D opportunities to a colleague; they're disengaged and looking elsewhere for their learning and growth experiences. In this exclusive, free invitation-only event you will hear from prominent industry analyst, Josh Bersin, about innovative approaches to corporate learning in the 21st century.
Through a series of case studies and interactive discussion, you will also connect with some of the most forward thinking L&D leaders to share what they're learning about how to build more engaging, more responsive digital learning experiences.
Are You Equipped to Lead L&D Into the Future?Laura Overton
油
This document summarizes a presentation on equipping learning and development (L&D) teams to lead in the future. It discusses the challenges L&D faces from trends like globalization, technology changes, and new skills needs. Top performing L&D teams align closely to business needs, support continuous learning, leverage technology, use data to drive decisions, and focus on building priority skills. An example is given of how Barnardo's transformed its L&D approach from classroom-only to a mix of methods including social and informal learning to better meet needs, engage learners, and improve business outcomes. The document encourages attendees to consider what their L&D team could do differently to build capabilities.
The document discusses strategies for effective recruiting during economic downturns. It recommends that organizations 1) enhance their employer brand, 2) closely measure recruiting metrics, 3) innovate recruiting processes using new technologies, 4) understand total recruiting costs and consider outsourcing, and 5) remain nimble by evolving strategies as needed. Now is the time for smart companies to upgrade talent while competition is reduced.
The webinar will begin at the top of the hour using computer speakers or headphones as no dial in number will be provided. Questions can be submitted using an icon and handouts like slide decks can be downloaded. Recordings will be available later on-demand and certification codes will be provided in a follow up email.
From People to Profit by Olivia Fields at Engage 2016Engage
油
At any given time, organizations are either in a process of growth, evolution, or reduction. All the while, they must continue to drive results and ensure profitability. Join Olivia Fields as she highlights how investing in your people and establishing a change-ready culture can return big dividends for your companys long-term growth.
Delmarva Shrm Economic Tsunami PresentationCBI Group
油
The document discusses how businesses have changed their recruitment and retention practices during past recessions and the current recession from 2008 to present. During past recessions, most businesses focused on furloughs, layoffs, reengineering, and outsourcing. In the current recession, layoffs have been widespread, along with aggressive workforce reductions and cuts to employee costs. The recession has significantly impacted HR professionals, who have had to cut staff, budgets, and focus on retention while turning recruitment practices around quickly. Moving forward, businesses will need to control recruitment spending, reduce risk, and have flexible workforce models to meet changing business needs.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
油
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
油
Though culture and engagement are often considered two sides of the same coin, each serves its own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
The document discusses key lessons from the Harvard Business School executive education program, including an emphasis on continuous and revolutionary change to maintain growth. It contrasts leadership and management, noting that both are required for business success. Leadership involves vision, strategy, and communication, while management focuses on planning, organizing, and controlling. The document also discusses the importance of values, passion, and vision in achieving long-term profitable growth for companies like J&J, Southwest Airlines, and Walmart.
Iia 2009 International Conference Securing Global Talent Mary Anne Burkemaryanneburke
油
The document discusses how internal audit organizations can build a competitive advantage in attracting global talent. It addresses this by focusing on developing a strong employment value proposition that highlights attributes like career development opportunities, compensation, work-life balance and organizational culture. It also discusses tailoring the employment value proposition to different geographic regions and talent segments. The document recommends communicating the employment value proposition consistently and having current employees advocate for the organization to potential candidates.
Important Questions For The Future Of Skills Development1bekkerd1
油
The document discusses the evolving role of skills development facilitators from an initial focus on transactional tasks to increasing strategic responsibilities. It notes that skills development facilitation will increasingly focus on human capital strategy and talent management. While transactional activities will decrease in priority, strategic partnering and designing training programs will become more important. It identifies strengthening skills in areas like business strategy, change management and coaching as important for the future.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:油
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
Best Practices in Managing Employee TurnoverBambooHR
油
You spend too much time and energy to get the right people on your team to just stop worrying about them once they're on. This slideshare looks at employee turnover and how you can minimize it.
The document discusses retaining employees in a strong economy. It notes that up to 60% of employees intend to leave their jobs this year, so retention is critical. Workplace flexibility is a key driver of retention and engagement. The document then outlines different types of flexible work arrangements and how companies like KPMG implement flexibility successfully. It provides tips for building flexibility into an organization's culture to improve retention.
The document discusses several HR challenges facing Virgin Atlantic, including attracting great people, managing HR in a regulated aviation industry, and engaging employees during tough economic times. It emphasizes the importance of employee engagement and satisfaction for achieving customer satisfaction, loyalty, and ultimately profitability and growth. The document also covers managing change, using HR to drive business decisions, and leadership development.
This document provides an overview of change management. It defines change management and outlines six principles of change. It discusses indicators of weak change management, communicating change, and using change to improve. It also addresses dealing with demographic change, the five stages of grief, transforming an organization through change, and creating a supportive learning culture. The document examines why change fails and how to make change work. It discusses embedding change during restructuring and provides the change equation. It explores embracing change through different stages and includes two case studies. The document concludes with a summary and questions.
This document summarizes a presentation about managing millennials in the workplace. The presentation discusses:
1) What millennials expect from employers, such as contribution over credentials, peer reviews, and intrinsic rewards.
2) How management needs to fundamentally change to focus on trusting and valuing employees first to engage millennial workers.
3) The objectives of adopting an "Employees First, Customers Second" management philosophy and examples of companies that succeeded with this approach.
Learn the importance of investing in front-line people leaders, who, when well prepared, can help you drive meaningful results, improve performance on key metrics, and aid in the retention of your people assets. In this webinar youll learn how to empower new leaders with knowledge, skills, and experiences that add value and confidence to their daily work.
Talent Acquisition and Management Trends Nov 2015Peet Kruger
油
The document discusses implications for HR and talent management in exponential, critical, and changing times. It summarizes trends in the global workforce, economy, and standards that are driving changes. HR must take a proactive, ROI-focused approach to human capital costs through skills optimization, productivity improvements, and culture/engagement changes. HR also needs to transform itself through business skills, analytics, and ensuring compliance on governance, ethics, and risks issues. The future of work demands that HR spearhead organizational transformation and adapt talent practices for a more innovative, technology-driven workforce.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
2021 pushed organizations to find an alignment between HRs agenda and Business expectations. Those businesses that thrived in 2021 managed to build Antifragility.
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
油
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary whats (survey results) and whos (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape in terms of technology, geography, demographics, markets inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
The document provides information about HR Oracle Consulting company. It includes their vision to be a globally recognized HR services provider. It describes their core values of quality, positive relationships, and innovation. It also outlines the key functions of HR like recruitment, training, compensation, and performance management. It provides details on each of these functions and how the company executes them, such as the recruitment process and sources, benefits of training, types of compensation, and tools for performance management. It concludes with how customers can access the company's online consultancy services.
In todays job market, retaining key talent is more important than ever. Learning is an integral part of the employee lifecycle from hire to retire and providing growth opportunities to your workforce throughout this cycle increases overall retention. Come learn about how injecting learning into recruitment, onboarding, and ongoing skill and career development will increase your overall retention numbers.
In this session, youll:
Understand how employee engagement increases retention
Learn how targeted programs can help you maintain a skilled workforce
Find ways to get tribal knowledge back into the system
The document discusses key factors for successful outsourcing relationships: experience, methodology, infrastructure, process, technology, talent, and innovation. It emphasizes that vendors must have experience relevant to the client's industry and complexity, a consistent instructional design methodology, scalable infrastructure, well-defined processes including for collaborating with subject matter experts, technology to support the work, qualified talent, and an ability to drive innovation. Selecting vendors based on these attributes and operationalizing the relationship accordingly can help align expectations and produce successful outsourcing outcomes.
Unlocking Your Potential to Drive The New Learning OrganisationLaura Overton
油
The document discusses the characteristics of a new learning organization that are needed to support business success in today's changing work environment. It identifies six key characteristics of successful learning organizations: clarity of purpose, a holistic people experience, a thriving ecosystem, an agile and digitally-enabled infrastructure, continual engagement, and intelligent decision-making. It also discusses the skills and mindsets that learning and development teams need to cultivate these characteristics, such as understanding the business, design and delivery skills, and actively seeking new work experiences. The document encourages attendees to think about what they will do differently to help unlock the potential of learning and development to drive the new learning organization.
The document discusses key lessons from the Harvard Business School executive education program, including an emphasis on continuous and revolutionary change to maintain growth. It contrasts leadership and management, noting that both are required for business success. Leadership involves vision, strategy, and communication, while management focuses on planning, organizing, and controlling. The document also discusses the importance of values, passion, and vision in achieving long-term profitable growth for companies like J&J, Southwest Airlines, and Walmart.
Iia 2009 International Conference Securing Global Talent Mary Anne Burkemaryanneburke
油
The document discusses how internal audit organizations can build a competitive advantage in attracting global talent. It addresses this by focusing on developing a strong employment value proposition that highlights attributes like career development opportunities, compensation, work-life balance and organizational culture. It also discusses tailoring the employment value proposition to different geographic regions and talent segments. The document recommends communicating the employment value proposition consistently and having current employees advocate for the organization to potential candidates.
Important Questions For The Future Of Skills Development1bekkerd1
油
The document discusses the evolving role of skills development facilitators from an initial focus on transactional tasks to increasing strategic responsibilities. It notes that skills development facilitation will increasingly focus on human capital strategy and talent management. While transactional activities will decrease in priority, strategic partnering and designing training programs will become more important. It identifies strengthening skills in areas like business strategy, change management and coaching as important for the future.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:油
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
Best Practices in Managing Employee TurnoverBambooHR
油
You spend too much time and energy to get the right people on your team to just stop worrying about them once they're on. This slideshare looks at employee turnover and how you can minimize it.
The document discusses retaining employees in a strong economy. It notes that up to 60% of employees intend to leave their jobs this year, so retention is critical. Workplace flexibility is a key driver of retention and engagement. The document then outlines different types of flexible work arrangements and how companies like KPMG implement flexibility successfully. It provides tips for building flexibility into an organization's culture to improve retention.
The document discusses several HR challenges facing Virgin Atlantic, including attracting great people, managing HR in a regulated aviation industry, and engaging employees during tough economic times. It emphasizes the importance of employee engagement and satisfaction for achieving customer satisfaction, loyalty, and ultimately profitability and growth. The document also covers managing change, using HR to drive business decisions, and leadership development.
This document provides an overview of change management. It defines change management and outlines six principles of change. It discusses indicators of weak change management, communicating change, and using change to improve. It also addresses dealing with demographic change, the five stages of grief, transforming an organization through change, and creating a supportive learning culture. The document examines why change fails and how to make change work. It discusses embedding change during restructuring and provides the change equation. It explores embracing change through different stages and includes two case studies. The document concludes with a summary and questions.
This document summarizes a presentation about managing millennials in the workplace. The presentation discusses:
1) What millennials expect from employers, such as contribution over credentials, peer reviews, and intrinsic rewards.
2) How management needs to fundamentally change to focus on trusting and valuing employees first to engage millennial workers.
3) The objectives of adopting an "Employees First, Customers Second" management philosophy and examples of companies that succeeded with this approach.
Learn the importance of investing in front-line people leaders, who, when well prepared, can help you drive meaningful results, improve performance on key metrics, and aid in the retention of your people assets. In this webinar youll learn how to empower new leaders with knowledge, skills, and experiences that add value and confidence to their daily work.
Talent Acquisition and Management Trends Nov 2015Peet Kruger
油
The document discusses implications for HR and talent management in exponential, critical, and changing times. It summarizes trends in the global workforce, economy, and standards that are driving changes. HR must take a proactive, ROI-focused approach to human capital costs through skills optimization, productivity improvements, and culture/engagement changes. HR also needs to transform itself through business skills, analytics, and ensuring compliance on governance, ethics, and risks issues. The future of work demands that HR spearhead organizational transformation and adapt talent practices for a more innovative, technology-driven workforce.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
2021 pushed organizations to find an alignment between HRs agenda and Business expectations. Those businesses that thrived in 2021 managed to build Antifragility.
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
油
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary whats (survey results) and whos (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape in terms of technology, geography, demographics, markets inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
The document provides information about HR Oracle Consulting company. It includes their vision to be a globally recognized HR services provider. It describes their core values of quality, positive relationships, and innovation. It also outlines the key functions of HR like recruitment, training, compensation, and performance management. It provides details on each of these functions and how the company executes them, such as the recruitment process and sources, benefits of training, types of compensation, and tools for performance management. It concludes with how customers can access the company's online consultancy services.
In todays job market, retaining key talent is more important than ever. Learning is an integral part of the employee lifecycle from hire to retire and providing growth opportunities to your workforce throughout this cycle increases overall retention. Come learn about how injecting learning into recruitment, onboarding, and ongoing skill and career development will increase your overall retention numbers.
In this session, youll:
Understand how employee engagement increases retention
Learn how targeted programs can help you maintain a skilled workforce
Find ways to get tribal knowledge back into the system
The document discusses key factors for successful outsourcing relationships: experience, methodology, infrastructure, process, technology, talent, and innovation. It emphasizes that vendors must have experience relevant to the client's industry and complexity, a consistent instructional design methodology, scalable infrastructure, well-defined processes including for collaborating with subject matter experts, technology to support the work, qualified talent, and an ability to drive innovation. Selecting vendors based on these attributes and operationalizing the relationship accordingly can help align expectations and produce successful outsourcing outcomes.
Unlocking Your Potential to Drive The New Learning OrganisationLaura Overton
油
The document discusses the characteristics of a new learning organization that are needed to support business success in today's changing work environment. It identifies six key characteristics of successful learning organizations: clarity of purpose, a holistic people experience, a thriving ecosystem, an agile and digitally-enabled infrastructure, continual engagement, and intelligent decision-making. It also discusses the skills and mindsets that learning and development teams need to cultivate these characteristics, such as understanding the business, design and delivery skills, and actively seeking new work experiences. The document encourages attendees to think about what they will do differently to help unlock the potential of learning and development to drive the new learning organization.
An Introduction to Crime Pattern AnalysisEugeneM11
油
Welcome to this brief tutorial on Crime Pattern Analysis! This introduction will delve into the fascinating methodology and practices of this crucial function in law enforcement.
Crime pattern analysis is a powerful method used by law enforcement agencies to identify trends and patterns in criminal activity. By examining data from various sources such as crime reports, arrest records, and geographic information systems (GIS), analysts can detect recurring behaviors, locations, and times associated with criminal activities. This helps in predicting future crimes, allocating resources more effectively, and developing strategies to prevent crime.
Essentially, crime pattern analysis provides a data-driven approach to understanding and combating crime. It not only enhances the efficiency of law enforcement but also contributes to creating safer communities. Dive deeper into this practice to discover how data and technology are revolutionizing the fight against crime!
Best Part-Time Jobs in Jaipur for Students.pdfvinay salarite
油
Are you a student in Jaipur looking for the perfect part-time job? Whether you want to gain experience, earn extra income, or enhance your skills, there are plenty of opportunities available. From content writing and graphic designing to digital marketing internships and call center jobs, Jaipur offers flexible work options for students. If you prefer remote work, data entry and freelancing are great choices. For those who enjoy active roles, delivery executive jobs provide high earning potential. These part-time jobs not only help students become financially independent but also build essential career skills.
Start your career journey today! Explore verified part-time job opportunities in Jaipur
The H1B visa program functions as a principal admission option which allows U.S. employers to select skilled professionals from abroad to work in IT along with engineering sectors and the healthcare industry and finance sector. The process of recruiting qualified H1B candidates remains difficult because of visa requirements and strong competition in the job market.
This document will show step-by-step methods to identify eligible H1B applicants in America under H1B visa employment guidelines for business owners.
A Guide to a Winning Interview Feb 2025.Bruce Bennett
油
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded Tell Me About Yourself.
The Smart Hiring Solution for Employers to Find Top Talent in Jaipur.pptxvinay salarite
油
Finding the right talent is key to business success, and Salarite offers a smart hiring solution for employers in Jaipur. Our platform connects businesses with top professionals for full-time, part-time, and freelance roles, ensuring a fast and efficient recruitment process.
Start hiring smarter with Salarite today!
Discover the role of executive search firms in organizational change by identifying transformative leaders who drive growth, innovation, and strategic success during periods of transition.
Top Human Resource Job Skills Employers Are Seeking in 2025.pptxvinay salarite
油
As the job market evolves, employers are seeking HR professionals with advanced skills in HR technology, talent acquisition, employee engagement, and workforce analytics. Staying ahead in 2025 requires mastering remote workforce management, DEI strategies, and conflict resolution. Whether you're an experienced HR leader or an aspiring professional, developing these skills can unlock top HR jobs in Jaipur and beyond.
Ready to enhance your HR career? Join Salarite today and explore the best job opportunities in HR!
Visit Salarites Official Website & Apply Now!
3. 60 years 55 years 50 years 40 years 30 years 25 years
1785 1845 1900 1950 1990 2020
Sixth
wave
Fifth
wave
Fourth
wave
Third
wave
Second
wave
First
wave
Industrial
revolution
Introduction
of railways
Ford introduced
concept of
assembly lines
Aviation
gains mass
adoption
Internet
goes
global
Technological
disruptions
Source: World Economic Forum: Waves of change, 2021
Innovation cycles continue to shorten rapidly
4. 10 years from now .
over 50% of the companies currently on the Fortune
500 list will be replaced
over 40% todays market leaders will be replaced by
companies we havent even heard of yet
5. Market leaders have reinvented themselves and succeeded in fostering
a culture of innovation and speed
Knowledge Organizations Legacy Transformers
Digital Incumbents
Whos thriving even amongst the turbulence?
6. North Star Driven
Leaders set strategic
direction
Teams define own
objectives
Iterate at pace
Network Empowered Teams Rapid Learning Cycles Dynamic People Model
Autonomous teams
End to end
accountability
Flat structures
Take risks, fail fast
Continuous people
development
Improve level of
performance
Agile ways of
working
Empowering Culture
Development of
expertise
Dynamic strategic
priorities
Cross functional
collaboration
Disruptive
macroenvironment
Multi-generational
workforce
Challenge
Solution
Winners altered their DNA to deliver better, faster
Source: McKinsey
8. Businesses were organized for
efficiency & control
Today, successful businesses are
organized for
innovation & speed
Then, businesses solved for
cross-functional collaboration
Control
Innovation
Efficiency
Winners are focused on outcomes, not boxes & lines
Source: McKinsey
9. Fight or Flight
Forget
Set
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Generic role expectations Routine, procedural tasks or BAU Too much form filling, full of cognitive biases
Focused on rating and not feedback
& rely on a continuous bite-sized performance cadence
Quarterly
Goals
Monthly
1:1s
Weekly
Check-Ins
Continuous
Feedback
Retrospective
+ Review
Biannual
Reviews
Retrospective
+ Review
Continuous
Feedback
Continuous
Feedback
Continuous
Feedback
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Periodic form-filling exercise
Continuous performance conversations cadence
From
To
10. Time
Employee
Value
Employee Lifetime Value
Performance remains the hardest problem to solve
ATTRACT ONBOARD RETAIN EXIT
Critical moments in the employee life cycle
DEVELOP
PERFORM
Hired &
onboarded the
right talent
Unlocked
the power of
pay, rewards
& benefits
Relevant
content and
courseware
for unique
roles
鏝
11. 鏝
鏝
Employee
Lifetime Value
North star
People cost
North star
Headcount
Average tenure
鏝 Average tenure
Winners realize that they only have one controllable
發
Dynamic business environment and
priorities are making it difficult
to achieve the desired targets
Talent war is intensifying and
increasing the overall talent cost
Employees are switching jobs at a
faster rate
Average people
cost
Market-driven Self-driven
12. 鏝
鏝
North star
Average people
cost
Headcount
Average tenure
Employee
Lifetime Value
Top performers deliver 4-8x
more north star impact
than average performers
% Top performers
Headcount
Talent
Density
& need to accelerate talent density to continue winning
14. Increase prevalence & quality of performance conversations
ATTRACT ONBOARD RETAIN EXIT
DEVELOP
PERFORM
Time
Employee
Value
Optimized ELTV
ELTV
Increase outcome
per individual over
lifetime
Improve quality of
performance
conversations
Increase
prevalence of
performance
conversations
Talent
velocity
Performance
Time
15. And reduce time to peak performance
ATTRACT ONBOARD RETAIN EXIT
DEVELOP
PERFORM
Employee
Value
Optimized ELTV
ELTV
How much they
grow overtime
Increase how much
someone grows
Shorter
ramp time
Retain them
longer
Talent
density
% Top performers
Headcount
Time
16. Increased talent velocity will help save [value
from C24] work hours and $[value from E24]
in associated time costs across employees,
HRBPs & people managers
Meaningful performance enablement
practices helps increase the avg. tenure &
how much an individual grows over time and
gain $[value from C31]
Greater talent density will increase the potential
for business growth by [value from C35] that
otherwise requires additional investment of
$[value from C36] in employee costs
Recover
$[value from
Row 38]
sunk ROI of existing
people costs
within two performance cycles
Cost of Inaction of sticking to status quo
Click here to access the ROI calculator and create a copy to insert
values unique for your organization
![Increased talent velocity will help save [value
from C24] work hours and $[value from E24]
in associated time costs across employees,
HRBPs & people managers
Meaningful performance enablement
practices helps increase the avg. tenure &
how much an individual grows over time and
gain $[value from C31]
Greater talent density will increase the potential
for business growth by [value from C35] that
otherwise requires additional investment of
$[value from C36] in employee costs
Recover
$[value from
Row 38]
sunk ROI of existing
people costs
within two performance cycles
Cost of Inaction of sticking to status quo
Click here to access the ROI calculator and create a copy to insert
values unique for your organization](https://image.slidesharecdn.com/pitchdeck-businesscasefortalentdensity-240528224718-b6e37c7f/85/Pitch-Deck-Business-Case-for-Talent-Density-pptx-16-320.jpg)
![ibp_final_ppts_3[1].pptxggggggggggggggggggggggggggggggggggggggggggggggggggggg...](https://cdn.slidesharecdn.com/ss_thumbnails/ibpfinalppts31-250301115347-400d9677-thumbnail.jpg?width=560&fit=bounds)
