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Organizational & Staff Development: Acquiring New Skills for HR Strategy

Explore the opportunities for acquiring new skills in organizational and staff development, talent management, and performance dialogue. Learn about the impact and involvement of these strategies and the development plans associated with them.

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Organizational & Staff Development: Acquiring New Skills for HR Strategy

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  1. Organizational & Staff development An opportunity to acquire new skills Human Resources Here to assist you

  2. HR Strategy - Global Plan • Developing a Talent Management Framework? • Where does this come from? • What brings us there? • What does this mean for us? • Who will be impacted? • What does this involve? O & SDevelopment

  3. HR Strategy - Global Plan “M” Compensation Talent Management Performance Dialogue O & SDevelopment Competency Model Development Plan

  4. HR Strategy - Global Plan “M” Compensation • M Compensation Structure • In response to the Pay Equity legislation • Created role profiles in 7 job families • Developed guidelines to enhance flexibility in salary management O & SDevelopment

  5. HR Strategy - Global Plan • Performance Dialogue • Introduced in 2003 • A simple process • Focusing on the “dialogue” • Agreeing on SMART work objectives • Preparing development plans • Providing coaching Performance Dialogue O & SDevelopment

  6. HR Strategy - Global Plan • Staff Development Group - Created in 2002 • Started offering training activities in 2003 • Core, leadership, communication and managerial skills • Created a “one-stop-shop” through our website • Developed our first integrated training program • Customized training made available • Organizational & Staff Development O & S Development Development Plan

  7. HR Strategy - Global Plan • Organizational & Staff Development • In 2003 ► 350 participations • 6 different workshops • In 2004 ► 1,542 participations • 13 different workshops • In 2005 ► 1,551participations • Over 25 different workshops/information sessions • Launched the Leadership Development Program • 3 groups - 34 participants • In 2006 focused on alignment with the Competencies O & S Development

  8. HR Strategy - Global Plan • Competency Directory is Created • To enrich Performance Dialogue discussions • To guide Staff Development programs • To guide the Staffing process O & SDevelopment Competency Model

  9. HR Strategy - Global Plan • Talent Management Framework • To be developed! • What would it mean for McGill? Talent Management O & SDevelopment

  10. Talent Management What is it? ...A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs… It includes the creation andmaintenance of a supportive, people-oriented organization culture.- Derek Stockley O & S Development

  11. Talent Management Why? • To support McGill mission and vision of the future Who? • Staff members…our intellectual property How? • Make sure we get and keep the right people O & S Development

  12. Talent Management It Means… We need to pay attention to: • Workforce planning • Recruiting and hiring • Learning and development • Employee integration and alignment O & S Development

  13. Talent Management It Also Means… • More than just another HR process… • It is a McGill mindset! • Part of the organizational culture; • More than something to do…it is something tobe; • Championed by the leadership; • Modeled by management; • Supported by jointly developed initiatives. O & S Development

  14. Talent Management Up-coming Activities - 2007 • Organize focus groups & consultation round tables • The goal: Define Talent Management at McGill • Present focus group results • Design Talent Management framework • Develop an action plan O & S Development

  15. Organizational & Staff development An opportunity to acquire new skills Sophie F. Marcil Manager, Organizational & Staff Development sophie.marcil@mcgill.ca, ext.; 2303 Human Resources

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