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The interbiznet Bugler
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interbiznet presents The Bugler
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July 20, 2007
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Weekend Read
The War of Art by Steven Pressfield
This book is a "must read". It challenged me on several level and made laugh out loud.
Pressfield discusses what is needed to recognize and overcome the obstacles of ambition and allow
us to reach the highest level of creative discipline. (Read More)
From John Sumser:
A presentation from John Sumser, Recruiting Is A Conversation is now available for download.
Reveille and Hyperbole:
HR.com and AthenaOnline announced that they have entered into an agreement that will allow HR.com to sell individual and enterprise-wide AthenaOnline subscriptions to its online community and social network of 150,000 global members.
Kenexa (Nasdaq: KNXA), a leading provider of talent acquisition and retention solutions, today announced that Quintiles Transnational Corp., has selected Kenexa to provide outsourced staffing solutions for its Japan location.
TempWorks Software, a provider of advanced software solutions for staffing firms of all sizes, announces the latest release of its TwMobile wireless application. Today's fast-paced staffing market demands the ability to conduct business from anywhere at anytime while empowering mobile staff with up to the minute customer information. TwMobile produces a channel to information residing on the core TempWorks system from cell phones, PDAs and other wireless devises.
ACS and its human resources consulting subsidiary, Buck Consultants, introduced Absence & Productivity Solutions -- an integrated set of absence management consulting and administrative services that enables employers to manage their health care and disability costs, comply with myriad regulatory mandates, and improve the health and productivity of their workforce.
Deck Chairs:
Gloria Lesmeister has joined Buck Consultants as Principal and Houston Retirement Practice Leader …
Study Finds:
Study finds link between Talent Management and financial performance, but most companies have a long way to go.
Is the term "talent management" a fuzzy new catchphrase for tired, old concepts? Or is it a term that defines a dynamic way of thinking about managing key personnel that drives better performance? According to a recent Institute for Corporate Productivity (i4cp) study based on responses from 524 business professionals, the answer depends on how companies use it.
Talent management is a poorly defined and executed concept in many companies, with only about a third of participants rating their organizations as good (30%) or excellent (5%) at managing talent. Just a quarter of respondents say their organizations have an agreed-on definition of talent management, and just 38% say the phrase is used to a high or an above-moderate degree.
But talent management is associated with performance benefits for companies that manage it well. Companies that define the phrase and use it more frequently are much more likely to see themselves as good at managing talent. More importantly, the study found that these same companies are significantly more likely to be high market performers. Whereas only about a third of all respondents rate their ability to manage talent as good or excellent, nearly half of the best market performers in the survey do.
"It's no surprise to me that talent management pays performance dividends when it's done right," said Jay Jamrog, i4cp's senior vice president of research. "As the war for talent heats up, more companies will be looking at integrated talent management as their secret weapon to succeed and ultimately outperform. But it has to be more than just a buzzword. It has to become part of the culture of the organization, and the responsibility has to be borne by groups outside of the HR department."
i4cp's talent management study shows that companies that identify themselves as good talent managers are also more likely to integrate talent management with other human capital processes. And they are more likely to believe that all managers, not just HR professionals, are responsible for the execution of talent management.
Jamrog noted that integrating talent management into the culture requires communicating what it means and why it's important. The i4cp survey shows that the most widely cited strategy for improving talent management is to more effectively communicate its importance.
Participants in the study also helped define what goes into an integrated talent management initiative. The study identified nine primary components:
1. Leadership development
2. Career planning
3. Development of high-potential employees
4. Performance management
5. Succession planning
6. Learning and training
7. Competency management
8. Retention
9. Professional development
"Understanding what the most important components of talent management are can go a long way toward helping organizations integrate the concept into their cultures and other human capital processes," stated Jamrog. "Clearly, it's a lot easier to manage something well if you know what you're trying to manage."
The Talent Management Survey was conducted by i4cp, in conjunction with HR.com, in April 2007. For more information about this study, please contact Greg Pernula at pernula@i4cp.com or via phone at (727) 345-2226.
About i4cp, inc.
Building on the 35-year history of its predecessor (the Human Resource Institute), the Institute for Corporate Productivity (i4cp, inc.) improves corporate productivity through a combination of research, community, tools and technology focused on the management of human capital. With more than 100 leading organizations as members, including many of the best-known companies in the world, i4cp draws upon one of the industry's largest and most experienced research teams and executives-in-residence to produce more than 10,000 pages annually of rapid, reliable and respected research and analysis surrounding all facets of the management of people in organizations. Additionally, i4cp identifies and analyzes the upcoming major issues and future trends that are expected to influence workforce productivity and provides member clients with tools and technology to execute leading-edge strategies and "next practices" on these issues and trends. i4cp is a for-profit company with its headquarters in Seattle, WA, and research offices in St. Petersburg, FL.
Deep Release:
Corporate Counseling Associates Helps The New York Times Company "Put a Face" on their EAP & Work/Life Assistance Program
Personal care, responsiveness of counselors boost staff utilization, ensure productivity for Times Company
Four years ago, The New York Times Company tapped Corporate Counseling Associates (CCA) to manage the EAP & Work/Life program for its affiliate companies. Today, CCA serves nearly 10,000 Times Company employees, including The New York Times staff.
CCA was one of five companies that responded to a search by the Times Company for an EAP and Work/Life provider that would replace its former vendor. Of those five, CCA and another were finalists in the rigorous selection process. Both were judged on professionalism, case management system, quality control and scope of services. The Times Company ultimately chose CCA not only for its strengths in these areas, but also its commitment to an active relationship that would bring counselors closer to the Times's larger business locations.
Since CCA's selection in June 2003, employee use of the Company's EAP and Work/Life program has more than doubled.
"We were seeking an EAP where our employees would feel comfortable picking up the phone and making that first call to get assistance with a personal, family or workplace issue. We know that's a hard thing for people who are struggling," explains Christine Jastrzemski, senior manager of corporate benefits for The New York Times Company. "Another goal was to ‘put a face' on the program, to provide employees with more than an anonymous 800 number."
Prior to CCA's selection, the Times Company's Human Resources leadership identified two qualities as crucial to the success of a Work/Life program: follow-up care and the ability to identify individuals' underlying issues.
The CCA account team takes an active approach in managing the organizational side of the program; they consult with HR executives and line managers on workplace issues, including employees who are trying to improve their performance, crises in the workplace, potential violence, harassment, reorganizations and more.
CCA's team also joined the Times Company's EAP & Work/Life committee, which includes HR executives at the major business units, to provide leadership and guidance. This created a strategic alliance from the beginning, resulting in increased understanding, awareness and utilization of the program by both employees and managers.
"Our work/life philosophy is different from the typical commoditized approach," explains Georgia Critsimilios, vice president, sales and marketing for Corporate Counseling Associates. "Instead of referring employees to arrange for their own care, we build a ‘high-touch' partnership where we manage and guide each case and offer intensive services for both employees and the organization."
About Corporate Counseling Associates
Corporate Counseling Associates (CCA) started in 1984 with a passion for helping people, and remains committed to helping companies get the most from their workforce. CCA helps companies identify and address workplace issues before they become costly problems. CCA understands business on a strategic level, and its programs help organizations support and improve employee performance with key service offerings such as EAP, work/life, talent management, executive coaching, content-rich training and consultative wellness.
With more than 20 years of experience and a global network of hand-picked consultants and in-house professionals, CCA employs flexibility, agility and creative thinking to deliver high-impact performance results. For more information, call (212) 686-6827 or visit www.corporatecounseling.com.
About The New York Times Company
The New York Times Company (NYSE: NYT), a leading media company with 2006 revenues of $3.3 billion, includes The New York Times, the International Herald Tribune, The Boston Globe, 15 other daily newspapers, WQXR-FM and more than 30 Web sites, including NYTimes.com, Boston.com and About.com. The Company's core purpose is to enhance society by creating, collecting and distributing high-quality news, information and entertainment.
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