Dr John Sullivan Talent Management Thought Leadership

Thank you for your interest in participating in our 2010/2011 Employee Referral Program Design and Performance Benchmark Study.  We are currently finalizing the study structure and timeline.  Please fill out the following pre-registration form and we will notify you via e-mail when the study kick’s off. {chronocontact}2010ERP{/chronocontact} Print Friendly

40 Practices That Distinguish Great from Average The following list is separated into eight categories, based on what the composite practices are trying to accomplish. Benchmark firms are highlighted in parentheses. Improving the Business Case for ERPs The best referral programs are well-funded because they have convinced business leaders and managers on the business impact of employee referral programs. ERP …

Do People-Management Factors Cause Failures? In recent years, numerous scandals and disasters have demonstrated the far-reaching impact of corporate policy, and more importantly corporate practice. While firms like Enron, Bear Stearns, and “systems” best practice icon Toyota had well-documented processes, policies, and procedures, they also all engaged in management practices that led people to make bad decisions that ultimately cost …

Links to: Part One | Part Two “SHAREHOLDER ALIGNED” PERFORMANCE CULTURE PRINCIPLES GUIDING THE FUTURE OF HR Having looked at the purpose and the service delivery model for the HR function of the future, the next phase in redesigning HR from the shareholders perspective is to establish a set of characteristics or principles that programs leveraged to fulfill the purpose …

CLEARLY DEFINING HR’S PURPOSE AND PRIMARY CUSTOMER In part one of this series I outlined why I believe public companies are about to experience a significant uptick in shareholder interest/involvement in talent management practices.  Large investors interested in protecting their investments are paying more attention to how the companies they invest in are run.  The factors driving their interest are …

Most pundits that forecast the future of the human resource function do so from a narrow perspective that assumes the future offers little more than an evolution of the past or present.  The forecasts fail to consider how radically different the profession might be if we threw out all that we do today and started with a blank slate, or …

The three basic FPI approaches include: Evaluating the steps in the recruiting process — in order to find failure points, locate the deluded individual step to determine if it is even being carried out, who is accountable for it, and whether there are  metrics for assessing the output of that step. I covered that approach in a related article. Using …

Benchmark Pass-through Rates At Each Step I recommend that you begin the failure point identification process by calculating the average “pass” or pass-through rate at each step in your process. You can start with benchmark data from other firms. For example, the following data covers over 130,000 applications from nine companies in five different industries. Process Step Average % that …

The 19 Steps in an Effective Recruiting Process In this section I’ll list each of the 19 distinct steps in the recruiting process, as well as the primary goal and the common cause of failure for each. Step #1 — Determine your ideal recruiting target — the goal of this step is to determine precisely who recruiting efforts should target, …

Examine your social media initiatives using the following checklist. Tally your points to determine how authentic your efforts are. Corporate profile page (4 points) — your organization should have a profile page on each of the major social networking sites that service your target audience, including but not limited to LinkedIn, Facebook, Twitter, Qzone, and MySpace. If you set up …