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Friday, May 19, 2006 Peter Clayton with Landed.fm Peter has provided the key note from the recent Kennedy Expo in Las Vegas on Landed.fm. David Heenan talks about the "Brain Drain" and how the next global war could be fought over human capital. Its a must listen. Saturday, May 13, 2006 The Wharton School and the Human Capital Institute Offer Networking Event The Wharton School of the University of Pennsylvania and the Human Capital Institute (HCI), today announced that management consultant and author Lance Berger will speak at a complimentary networking breakfast. The event, co-sponsored by Wharton Programs for Working Professionals, the Wharton Center for Human Resources, HCI, and Sequent, will take place on Wharton's campus in Philadelphia on Tuesday, May 23, from 7:30 a.m. to 9:00 a.m.. Philadelphia, PA and Washington, DC (PRWEB via HRMarketer) May 13, 2006 -- The Wharton School of the University of Pennsylvania and the Human Capital Institute (HCI), today announced that management consultant and author Lance Berger will speak at a complimentary networking breakfast. The event, co-sponsored by Wharton Programs for Working Professionals, the Wharton Center for Human Resources, HCI, and Sequent, will take place on Wharton's campus in Philadelphia on Tuesday, May 23, from 7:30 a.m. to 9:00 a.m.. Full article. Friday, May 05, 2006 Time to Replace Wage-Slaves with Employee Owners By Kevin Zeese "President Bush likes to talk about an 'ownership society.' There are many steps that can be taken to create an ownership society, one critical step is to continue to expand employee-owned businesses. The Zeese for Senate Campaign presented a 'Ways that Work' Award to the Maryland Brush Company on March 21 as part of our Solutions Tour of Maryland. The award was presented to the board and 27 employee-owners of the Maryland Brush Company in order to highlight the importance of supporting employee-ownership of corporations. The Maryland Brush Company is 100% employee owned and the employees play a major role in selecting the Board of Trustees for the company. The company was founded in 1851 as Paint and Maintenance Brushes Company and became an employee owned business in 1990 and changed its name to the Maryland Brush Company. Maryland Brush is a premier manufacturer and supplier of engineered and standard brush products to all manufacturing sectors of industry. Their focus is the design, development, manufacture and distribution of power brushes, maintenance brushes and paint applicators. They have had 150% stock increase over the past two years showing, as research has shows, that employee ownership is not only good for employees but good for business." Full article. Making Lemonade Sarbanes Oxley as an Opportunity for Business Process Optimization and Supply Chain Excellence By Anthony Tarantino "As the old adage goes, when life serves you lemons, make lemonade. In 2003, the impact of the Sarbanes Oxley Act (SOX) on finance and information technology was widely discussed as concerned professionals tried to understand the impact on their business operations. In 2004, supply chain professionals have come to understand that SOX will profoundly change their lives as well. However, the thought leaders in supply management are using this regulation to take an opportunistic view and see SOX as a means to facilitate business process optiminization and achieve supply management excellence. The laggards will take a more passive and reactive angle, viewing SOX as a passing fad or another example of government interference with no tangible benefits." Full article. Monday, May 01, 2006 An 'eye on the prize' helps to clear hurdles By Wallace Johnston "I recently meet a young man. He is now 26, and at age 23 he climbed Mount Everest. His motivation was to de termine if he could accomplish the feat using his own capacities rather than conventional strategies. He wanted to create his own challenge. He accomplished his goal. He experienced the mountain and culture surrounding it, all by making his decisions based on his goal rather than what others had done in the past." Full article. I Want to be a Sports Agent A different kind of talent management. "A blog for future sport's agents discussing sports busines news, sports law, and other interesting sports material." Gloomy European bosses more likely to shed staff By Bill Magee "Scots bosses and their UK and European counterparts are more likely to lay off staff in the next six months than those based elsewhere, according to a newly published global "confidence index" of business executives by management consultant McKinsey. In contrast, the report reveals that executives based outside Europe, especially those in smaller firms, plan to hire new employees, despite expecting economic conditions to falter slightly between now and the end of the year. McKinsey puts the European lack of business confidence down to ongoing political battles over workers' rights and social taxation, that "likely stem from the same underlying economic shifts" causing many Euro executives to reduce the size of their workforce." Full article. Sunday, April 16, 2006 Canadians slow to fix workforce ills "If it's true that a company is only as good as its employees, Canadian businesses are headed for trouble. Canadian companies recognize that a retiring workforce and skills gap are a threat to their performance but are doing less about it than their global counterparts, a recent Deloitte survey says. Seventy-four per cent of Canadian respondents cited both attracting new talent and retaining it as the most critical people-issues facing their organizations, versus 69 per cent and 66 per cent of global respondents, according to a recent survey. " Full article. "Chick in charge" can face a challenge The business of bossing By Kim Parson "Being a good boss is not easy. Being a woman and being a good boss is another set of challenges. So say Caitlin Friedman and Kimberly Yorio, authors of The Girl's Guide to Being a Boss. When writing their first book, The Girl's Guide to Starting Your Own Business, Friedman and Yorio struggled to cut the "Being the Boss Sucks" chapter down from 200 pages. This led to them writing a guide to going from employee to "chick in charge." What's the biggest mistake that new managers make?" Full article. Talent Gap Top Concern For Corporate Leaders By Benjamin Tomkins "Despite gathering signs of robust economic activity -- business investment is booming and GDP is growing and profits are record setting -- hushed murmurings about the jobless recovery keep flowing. The culprit is productivity. Though productivity has fueled the economic engine, the koan of doing more with less has left many workers standing on the sidelines since 2001 and dreams of late 1990s-style opportunity unrequited. The mania for productivity has made tech hiring a zero-sum game. For example, in 2005, Apple hired 3,105, eBay 3,500, Google 2,659, Intel 14,900 and Yahoo 3,000. However, continued cost slashing and relocation of jobs out of the valley to lower cost markets offset the jobs gains; payroll stats from the state indicate Silicon Valley has only added a minimal number of jobs in 2005." Full article. Thursday, April 13, 2006 Position Evaluation: A Starting Point for Human Resource Development by Richard Payne "How one of our clients did it.... Mercer consultants recently worked with a company to develop a competency-based career ladder for its IT staff. The ladder is based on both position evaluation and competency profiling. The project team first evaluated all IT positions using a job evaluation methodology. All positions were then categorized into 10 job levels based on the job evaluation results (i.e., the rungs of the career ladder). In addition, the team identified four job families (applications, customer service, operational, and managerial) that required similar competencies. The project team then developed a 'dictionary' of IT competencies. The dictionary identified 30 competencies that are necessary for IT staff to fulfill their responsibilities. Each competency was scaled from the level that a beginner requires to the level required by an expert." View full article. Seven Talent Management Practices That Matter by Tony DiRomualdo "Competing in a 'flat world', a term popularized by columnist Tom Friedman, requires (well) rounded people. Becoming a well rounded talent requires continuous learning and development of knowledge and skills. Organizations that want to succeed in flat world competition better be creating enriching workplace experiences if they wish to attract and retain the high-caliber talent they need. How can you create an enriching workplace? It isn't easy and doesn't happen overnight. But with some planning, a lot of persistence and adept execution of seven key practices, any organization can create an enriching workplace."
Thursday, April 06, 2006 Michael Homula, Director of Talent Acquisition for Quicken Loans I've known Michael personally now for about 8 months and am totally impressed with him each chance I get to talk with him face to face. If you are a CIO, CEO, etc. of any company you should call him and just "talk" to him. About 5 minutes into the conversation you'll see why I believe Michael is the type of guy that can bring a major company to "the next level." I'm in Chicago for the HCI Summit and had dinner with Peter Clayton of Landed.fm last night. He mentioned that he just posted an interview with Michael on his site. It's a must listen. |
Contact Information
Sean Rehder
Principal Orange County, CA. Phone: (951) 858-4901 Email: sean.rehder@talentlogistics.com
 Past Events
Key Topics of Discussion
 LEAD MANAGEMENTLeads are suspects or people who have been identified as being part of your company's industry. These people need to be qualified to make sure they are someone you want to have a relationship with.   CONTACT RELATIONSHIPSContacts are individuals who are associated with your competitors or Acounts as I call them. Or people you have inditied for potential employment.  ACCCOUNT MANAGEMENT & COMPETITIVE INTELLIGENCEAccounts are companies. They can be business partners, vendors or one of two types of competitors. Either a Direct Competitor which is a company that is in the same business you are and sells products “against” you, or an Indirect Competitor which is a company that is not in your business but does employ people similar to whom you employ.  OPPORTUNITIESOpportunities are what you qualify Leads and Contacts against. Your open opportunities constitute your predictable talent pipeline and opportunities also serve as the foundation of your talent management forecast .  STRATEGIC PLANNINGStrategic Planning is used by both your talent acquisition team and your hiring managers…together. Together you create and manage plans and the associated strategies and execution tactics for these plans. The planning process will most likely be performed for each quarter and be used only for strategic planning where a company makes the decision to proactively target either a highly desired skill set or to “staff up” for a large, high profile project. Strategic Plans are tied to specific departments or divisions and contain the overall objectives for the strategy such as targets, goals, strengths, and challenges.  STRATEGIESFor each Strategic Plan there is a set of strategies that define how the talent acquisition team will meet the hire targets by using a combination of sourcing, interviewing, recruiting, and presenting qualified applicants to Hiring Managers. Multiple strategies for each Strategic Plan allow a company to implement best practices and effective planning processes which includes plan activity management via collaboration of the talent acquisition team and their goals.  CAMPAIGNSCampaigns are specific marketing activities that you manage to drive leads, build a brand, or stimulate interest in your company.  REPORTINGReports are data analyses for you and your organization. You can create a variety of best practices reports, and you can build custom reports on the fly to better measure your team's activities, failures and successes.  DASHBOARDSDashboards are graphs, charts, and tables based on your custom reports. You can use dashboards to visually measure and analyze key elements of your talent acquisition efforts.  HOME PAGEYour home page that displays your Outlook synched calendar and task list, along with a customized Dashboard view. You can also disply a list of "hot" links, RSS news feeds, and more web based customization at an individual user's level.  DOCUMENT STORAGEThese are documents that you use as part of your sourcing and recruiting processes. Recruiting Links
CRM Links
Previous Items
Peter Clayton with Landed.fm
The Wharton School and the Human Capital Institute Offer Networking Event Time to Replace Wage-Slaves with Employee Owners Making Lemonade An 'eye on the prize' helps to clear hurdles I Want to be a Sports Agent Gloomy European bosses more likely to shed staff Canadians slow to fix workforce ills "Chick in charge" can face a challenge Talent Gap Top Concern For Corporate Leaders Archive
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