Ask It - Best Practice Institute
  • Cart 0
    0
    Total: $0
    • Your cart is empty!
    Checkout
  • Contact us
  • JOIN
  • Login


Related Resources:

Filter List



If so, 1) what changes have you made to your internship programs and development plans to accommodate the current virtual workplace? 2) Have you kept the size of your program and the amount of Interns the same? 3) Are there any specific tools and/or strategies you are using or planning to use to fac... Read More
The problem to solve: Daily (at the time of entering a building) self-initiated (pull not a push to employees) software tool that can capture and track answers to key exposure and health questions. Their responses will either allow them to gain entrance to enter a company building or not. Result... Read More

Board Member Question: Leadership Development Program - Content ideas

By Vanessa Dupuis / VP, Global Talent Management, Celanese

We are in the process of designing a new program for our top tier leadership. It will be a 6 week program comprised of leadership curriculum and a 4 week immersive experience working on a strategic project with a local non profit. We are in the early stages of content design but curious if any of ... Read More

Compensation Management Best Practices

By Louis Carter / CEO, BPI

What are your compensation management practices, particularly around what used to be known as broadband and analyzing jobs in terms of market and internal factors? Read More

Engagement Survey Strategy Help

By Beth Demko / Senior Talent Management Consultant, Kimberly-Clark Corporation

I am hoping you can help on the topic of Engagement Survey Strategy - we are looking to gather insights on: * What are Engagement best practices of high performing organizations? What are they doing differently than other organizations? * What are they surveying about? How often? * What ... Read More
For a number of years, Kimberly-Clark has employed a practice of proactively telling Top Talent (high potentials) that they are Top Talent. That is principally driven by our desire to let our best employees know that they are highly regarded and that we want to invest in the growth of their career.... Read More

International Career Mobility and Families

By Agnes Johansen / Vice President People and Leadership, Equinor

We see an increasing need to rotate talent across countries and parallel to that, an increase of dual-career couples. We often face challenges with getting international talent moving because their partner has to give up their career in order to accommodate the move. These are often highly skilled p... Read More

Do you have your own Integrated Talent Management for your organization?

By Angela Lane / VP, Talent and Development, AbbVie

Do you have a model for Integrated Talent Management (ITM) for your organization? If so, what have you used your model for? How have you applied your ITM model? Read More

Does anyone have turnover metrics that they can share or direct me to?

By Fernan R. Cepero, PHR / Chief Human Resources Officer, The YMCA of Greater Rochester

Does anyone have turnover metrics that they can share or direct me to? Read More

Do you "Require" or "Highly Recommend" that leaders come to your Leadership Development Programs?

By Stephanie Bush / Director, Learning & Development, Duke Energy

I'm interested in finding out if large-scale organizations that provide leadership development programs either “require” or “highly recommend” their offerings for leaders. I’m interested in best-practice recommendations. I’m of the mind-set that I want leaders to participate in leade... Read More

New Hire Welcome Kits for On-Boarding

By Rusty Reynolds / AVP, Human Resources, CIT Group

Our organization, a Bank/Financial Services company, is looking to enhance the New Hire experience by providing New Hire Welcome Kits (e.g., swag, necessities, etc.) on the first day. We are seeking information regarding other organizations’ Welcome Kits during the on-boarding process: • Wha... Read More

Building Effective and Efficient SG&A Leadership Teams

By Julie Person / Vice President, Global HR Planning and Service Delivery

> In our effort to develop a most efficient and effective Selling, General and Administrative Expenses (SG&A) functions for a mid-size organization, we are contemplating the following questions: • What is the ideal size of a leadership team (magic number) to foster dialog that leads to... Read More

Future Facilitation Strategy & Skills at Cigna

By Samuel Rindell / Global Training and Delivery Manager, Cigna

>>> Greetings, Hard to believe it's February already... I hope everyone is doing well. We're in the process of revamping our Global Facilitation strategy at Cigna and could use your insights and expertise... Given the trends and signals, the dynamics of the future workplace, and our efforts t... Read More

Looking for an Executive Coach for potential CEO Successor

By Brian Fishel / SVP Talent Management, Key Bank

Does anyone have a recommendation for an executive coach to a very senior exec on the short list to become the next CEO within 2-3 years? I am looking for someone who either has used in same capacity or used to coach a sitting CEO. Read More

Voluntary Attrition Benchmark Question

By Amy Alexy / Vice President, Global Talent, The Goodyear Tire & Rubber Company

We are working on some data/analytics for our senior leadership team here at Goodyear and are running into challenges getting benchmark data on voluntary turnover. I'm looking for public information on a specific benchmark or what you may use as a benchmark. Specifically, we are looking for vol... Read More

How do you train and develop new managers in your company?

By Katie Talarico / Talent Practices Manager, KeyBank

Specifically: 1. What key competencies and demonstrated behaviors do new managers need to be successful in a management role? 2. What topics are you focused on in management development programs for new managers? 3. How are management development programs for new managers being delivered in... Read More

What are your best practices in talent segmentation for managing & developing critical roles on a global scale?

By Amy Alexy / Vice President, Global Talent, The Goodyear Tire & Rubber Company

We are working to identify the best practices in structuring leadership development programs to build the right skills in our most important roles, on a global scale. What has worked well in your organizations? I am also wondering if we can get insight into how companies identify talent segments... Read More

Looking for Cutting Edge Learning Solutions Providers

By Debra Girard / Learning & Performance Innovation Consultant, Cigna

My team is currently exploring potential development partners who are visionary, innovative and on the “cutting edge” of providing learning solutions which support the modern learner and the digital workplace (e.g. pervasive and social collaborative approaches in particular). We are even interes... Read More

Incorporating Informal/Pervasive Learning into a Learning Evaluation and Measurement Strategy

By Patricia Colandrea / Measurement and Evaluation Lead, CIGNA University

We are in the process of adding evaluation and measurement of informal learning into our overall learning and development measurement strategy. How are others measuring informal learning,including its value and impact on both business and learning objectives? I would like to determine best pract... Read More

Employee Engagement Survey

By Barbara Zimmermann / Sr. Director, Global Learning and Organizational Development, Acelity

My organization developed our own engagement survey. We are looking for best-in-class benchmarks. Read More