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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. 3 Comments:
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Contact Information
Sean Rehder
Principal Orange County, CA. Phone: (951) 858-4901 Email: sean.rehder@talentlogistics.com
Past Events
Key Topics of Discussion
Leads 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. Contacts are individuals who are associated with your competitors or Acounts as I call them. Or people you have inditied for potential employment. Accounts 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. Opportunities 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 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. For 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. Campaigns are specific marketing activities that you manage to drive leads, build a brand, or stimulate interest in your company. Reports 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. Dashboards 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. Your 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. These are documents that you use as part of your sourcing and recruiting processes. Recruiting Links
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