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© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 1
Developing Leaders
Beyond the Boardroom
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 2
Today’s Presenters
Anita Bowness
Solutions Consultant
Halogen Software
Catherine Cormier
Product Manager
Halogen Software
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 3
What we’ll cover …
• Leadership investments
• Leadership outside of the boardroom
• HR’s evolving role in developing leaders
• Development as an element in succession planning
• How to leverage a talent management solution to help
• Questions and answers
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 4
Poll
What is the state of your organization’s bench strength?
• We have individuals identified and ready to fill critical
leadership and frontline manager roles, should the
need arise
• We have identified individuals that have potential, but
we aren’t really developing them as leaders
• We’re not sure what potential exists within the
organization to fill key roles
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 5
Investing in Leadership
Organizations worldwide spend $50 billion to develop
leaders, yet only…
15% Of organizations have the supply and quality of
leaders to meet future business goals
46% Of critical leadership positions have ready-now
back-ups
1 in 4 HR professionals gives high marks to current
leaders in their organizations
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 6
The disconnect
86% Of global HR & business
leaders cite leadership as a
top issue
Source: Global Human Capital Trends 2015. Leading in the new world of work. Bersin by Deloitte. Deloitte University Press.
6% Of organizations believe
their leadership pipeline is
‘very ready’
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 7
What happens when organizations
get leader development…
Right
• 20% Higher than average
leadership quality and bench
strength
• 26% More critical positions can be
filled immediately
• 2.3 Times more likely to
outperform other companies on
financial metrics
Wrong
• 67% Lower than average
leadership quality and bench
strength
• 21% Fewer critical positions can
be filled immediately
Source: Ready-Now Leaders: Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 l 2015
(The Conference Board, DDI)
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 8
A generational shift
10K Boomers will enter retirement
EVERY DAY for the next decade!
Millennials make up more than half
the workforce
Source: Bersin by Deloitte. Global Human Capital Trends 2015. Leading in the new world of work. 2015
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 9
Effective frontline managers
Source: Harvard Business Review: 2013. Frontline Managers: Are They Given the Leadership Tools to Succeed?
“Managers on the front line are
critical to sustaining quality, service,
innovation, and financial performance.”
Linda A. Hill
Wallace Brett Donham
Professor of Business Administration
Harvard Business School
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 10
The importance of frontline managers
70%
73%
76%
77%
78%
Contributing to effective communications
Achieving a high level of employee engagement
Achieving high levels of productivity
Helping your organization reach its business goals
Achieving a high level of customer satisfaction
Source: Harvard Business Review: 2013. Frontline Managers: Are They Give the Leadership Tools to Succeed?
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 11
Frontline managers – Low marks on
business competencies
19%
20%
21%
21%
27%
33%
Inspirational leadership
Developing talent
Innovative thinking
Strategic thinking
Organizational savvy/judgment
Business-based decision-making
Source: Harvard Business Review: 2013. Frontline Managers: Are They Give the Leadership Tools to Succeed?
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 12
Retention of high-performing and
high-potential employees
• Top performer differential is 2.5 - 10 x that of an average
employee*
• “Superstars” produce up to 12 x more than an average
employee**
• Cost of replacing a key role is 1.5 x burdened salary***
• Cost / day of operating without a key player in a strategic role is
as high as $7,000 / day****
Source: *Sullivan, 2008. **Corporate Executive Board. ***HCI Research, 2008. ****Sullivan, 2005.
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 13
Growing your own leaders pays off
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 14
HR’s evolving role
Source: Ready-Now Leaders: Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 l 2015 (The Conference
Board, DDI)
How do HR professionals contribute to business?
18% Anticipator
Uses data to predict talent
gaps in advance; provides
insights about how talent
relates to business goals.
60% Partner
Openly exchanges information
with the business about
current issues; collaboratively
works towards mutual goals.
22% Reactor
Ensures compliance with
policies/practices; responds to
business needs by providing
tools/systems when asked.
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 15
Raise the bar
Link expectations to strategy
Define leadership competencies
Establish leadership competencies as foundation
Give feedback to leaders
Use a systematic process
Have highly effective development plans
Regularly review leadership development plans
Employ formal programs to ensure smooth leadership transition
Source: DDI Global Leadership Forecast 2014|2015
KeepupOut-perform
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 16
Leadership development as part of
succession planning…
Identification
Assessment
Development
Management
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 17
Identification
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 18
Dimension 1: identification
Identification of succession planning needs, linking
needs to goals, and linking goals to strategic vision
Identification
Average Rating:
49% (FAIL)
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 19
Dimension 1: identificationIdentification
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 20
Identification
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 21
Identification
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 22
Dimension 1: identificationIdentification
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 23
Assessment
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 24
Assessment
Using the identification elements to assess needs and
individual/department promotion potential
Average Rating:
47% (FAIL)
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 25
Assessment
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 26
Assessment
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 27
Assessment
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 28
Assessment
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 29
Development
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 30
Development
Working with individuals to shrink the development
gaps, and moving forward to help each area develop
talent pools
Average Rating:
49% (FAIL)
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 31
What motivates employees
Source: DDI Global Leadership Forecast 2014|2015
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 32
Development
Develop a plan for closing development gaps
Goal
Formal
Informal
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 33
1:1 Exchange
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 34
Development plan report
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 35
Prepare for future responsibility
Use feedback tools for ongoing input
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 36
Prepare for future responsibility
Offer job aids to reinforce new skills
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 37
Provide great coaching and management tools
Prepare for future responsibility
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 38
Measurement
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 39
Management
Actively keeping senior management, department-level
management, and individuals appraised of progress;
encouraging participation in succession planning
programming; and evaluating the program and responding
to needed changes
Average Rating:
47% (FAIL)
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 40
Management
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 41
Management
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 42
Management
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 43
Identification Assessment
Development Management
Achieving your goals
Your workforce is your organization’s only
sustainable competitive advantage and the
most critical means to achieve your
company’s strategic goals
strategy
goals
workforce
developmentanalysis
repeat
Strategic Talent Management 45
© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Poll
How may we follow up with you after today’s webcast?
• I’d like a free trial or personalized demo of Halogen
TalentSpace™
• Please send me more information on Halogen
TalentSpace™
• No information required, thanks
© Development Dimensions Int’l Inc., 2015. All rights reserved.
Strategic Talent Management 46
© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Questions?
Anita Bowness
Solutions Consultant
Halogen Software
Catherine Cormier
Product Manager
Halogen Software
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 47
Download your own copy …
www.halogensoftware.com/learn
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Strategic Talent Management 48
Contact Information
Julie Harrison
Product Marketing Manager
jharrison@halogensoftware.com
Anita Bowness
Solutions Consultant
abowness@halogensoftware.com
Catherine Cormier
Product Manager
ccormier@halogensoftware.com
Thank You!

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Developing Leaders Beyond the Boardroom

  • 1. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 1 Developing Leaders Beyond the Boardroom
  • 2. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 2 Today’s Presenters Anita Bowness Solutions Consultant Halogen Software Catherine Cormier Product Manager Halogen Software
  • 3. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 3 What we’ll cover … • Leadership investments • Leadership outside of the boardroom • HR’s evolving role in developing leaders • Development as an element in succession planning • How to leverage a talent management solution to help • Questions and answers
  • 4. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 4 Poll What is the state of your organization’s bench strength? • We have individuals identified and ready to fill critical leadership and frontline manager roles, should the need arise • We have identified individuals that have potential, but we aren’t really developing them as leaders • We’re not sure what potential exists within the organization to fill key roles
  • 5. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 5 Investing in Leadership Organizations worldwide spend $50 billion to develop leaders, yet only… 15% Of organizations have the supply and quality of leaders to meet future business goals 46% Of critical leadership positions have ready-now back-ups 1 in 4 HR professionals gives high marks to current leaders in their organizations
  • 6. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 6 The disconnect 86% Of global HR & business leaders cite leadership as a top issue Source: Global Human Capital Trends 2015. Leading in the new world of work. Bersin by Deloitte. Deloitte University Press. 6% Of organizations believe their leadership pipeline is ‘very ready’
  • 7. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 7 What happens when organizations get leader development… Right • 20% Higher than average leadership quality and bench strength • 26% More critical positions can be filled immediately • 2.3 Times more likely to outperform other companies on financial metrics Wrong • 67% Lower than average leadership quality and bench strength • 21% Fewer critical positions can be filled immediately Source: Ready-Now Leaders: Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 l 2015 (The Conference Board, DDI)
  • 8. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 8 A generational shift 10K Boomers will enter retirement EVERY DAY for the next decade! Millennials make up more than half the workforce Source: Bersin by Deloitte. Global Human Capital Trends 2015. Leading in the new world of work. 2015
  • 9. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 9 Effective frontline managers Source: Harvard Business Review: 2013. Frontline Managers: Are They Given the Leadership Tools to Succeed? “Managers on the front line are critical to sustaining quality, service, innovation, and financial performance.” Linda A. Hill Wallace Brett Donham Professor of Business Administration Harvard Business School
  • 10. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 10 The importance of frontline managers 70% 73% 76% 77% 78% Contributing to effective communications Achieving a high level of employee engagement Achieving high levels of productivity Helping your organization reach its business goals Achieving a high level of customer satisfaction Source: Harvard Business Review: 2013. Frontline Managers: Are They Give the Leadership Tools to Succeed?
  • 11. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 11 Frontline managers – Low marks on business competencies 19% 20% 21% 21% 27% 33% Inspirational leadership Developing talent Innovative thinking Strategic thinking Organizational savvy/judgment Business-based decision-making Source: Harvard Business Review: 2013. Frontline Managers: Are They Give the Leadership Tools to Succeed?
  • 12. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 12 Retention of high-performing and high-potential employees • Top performer differential is 2.5 - 10 x that of an average employee* • “Superstars” produce up to 12 x more than an average employee** • Cost of replacing a key role is 1.5 x burdened salary*** • Cost / day of operating without a key player in a strategic role is as high as $7,000 / day**** Source: *Sullivan, 2008. **Corporate Executive Board. ***HCI Research, 2008. ****Sullivan, 2005.
  • 13. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 13 Growing your own leaders pays off
  • 14. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 14 HR’s evolving role Source: Ready-Now Leaders: Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 l 2015 (The Conference Board, DDI) How do HR professionals contribute to business? 18% Anticipator Uses data to predict talent gaps in advance; provides insights about how talent relates to business goals. 60% Partner Openly exchanges information with the business about current issues; collaboratively works towards mutual goals. 22% Reactor Ensures compliance with policies/practices; responds to business needs by providing tools/systems when asked.
  • 15. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 15 Raise the bar Link expectations to strategy Define leadership competencies Establish leadership competencies as foundation Give feedback to leaders Use a systematic process Have highly effective development plans Regularly review leadership development plans Employ formal programs to ensure smooth leadership transition Source: DDI Global Leadership Forecast 2014|2015 KeepupOut-perform
  • 16. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 16 Leadership development as part of succession planning… Identification Assessment Development Management
  • 17. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 17 Identification
  • 18. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 18 Dimension 1: identification Identification of succession planning needs, linking needs to goals, and linking goals to strategic vision Identification Average Rating: 49% (FAIL)
  • 19. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 19 Dimension 1: identificationIdentification
  • 20. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 20 Identification
  • 21. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 21 Identification
  • 22. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 22 Dimension 1: identificationIdentification
  • 23. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 23 Assessment
  • 24. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 24 Assessment Using the identification elements to assess needs and individual/department promotion potential Average Rating: 47% (FAIL)
  • 25. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 25 Assessment
  • 26. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 26 Assessment
  • 27. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 27 Assessment
  • 28. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 28 Assessment
  • 29. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 29 Development
  • 30. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 30 Development Working with individuals to shrink the development gaps, and moving forward to help each area develop talent pools Average Rating: 49% (FAIL)
  • 31. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 31 What motivates employees Source: DDI Global Leadership Forecast 2014|2015
  • 32. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 32 Development Develop a plan for closing development gaps Goal Formal Informal
  • 33. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 33 1:1 Exchange
  • 34. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 34 Development plan report
  • 35. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 35 Prepare for future responsibility Use feedback tools for ongoing input
  • 36. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 36 Prepare for future responsibility Offer job aids to reinforce new skills
  • 37. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 37 Provide great coaching and management tools Prepare for future responsibility
  • 38. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 38 Measurement
  • 39. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 39 Management Actively keeping senior management, department-level management, and individuals appraised of progress; encouraging participation in succession planning programming; and evaluating the program and responding to needed changes Average Rating: 47% (FAIL)
  • 40. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 40 Management
  • 41. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 41 Management
  • 42. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 42 Management
  • 43. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 43 Identification Assessment Development Management Achieving your goals
  • 44. Your workforce is your organization’s only sustainable competitive advantage and the most critical means to achieve your company’s strategic goals strategy goals workforce developmentanalysis repeat
  • 45. Strategic Talent Management 45 © 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Poll How may we follow up with you after today’s webcast? • I’d like a free trial or personalized demo of Halogen TalentSpace™ • Please send me more information on Halogen TalentSpace™ • No information required, thanks © Development Dimensions Int’l Inc., 2015. All rights reserved.
  • 46. Strategic Talent Management 46 © 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Questions? Anita Bowness Solutions Consultant Halogen Software Catherine Cormier Product Manager Halogen Software
  • 47. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 47 Download your own copy … www.halogensoftware.com/learn
  • 48. © 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. Strategic Talent Management 48 Contact Information Julie Harrison Product Marketing Manager jharrison@halogensoftware.com Anita Bowness Solutions Consultant abowness@halogensoftware.com Catherine Cormier Product Manager ccormier@halogensoftware.com