Manoella Farenzena is a co-founder at Reinventors that is building new ways of working for new ways of being human.
Risk profiles associated with data privacy, security, and compliance are different when employees work from home rather than when they work at the office. Employee's home networks and their devices are rarely as secure as their employer's. In this webcast, Debbie walks us through the issues and explains how we can resolve them.
Founder, CEO, and Chief Data Privacy Officer
Debbie Reynolds Consulting LLC
Debbie Reynolds, “The Data Diva,” is a world-renowned technologist, thought-leader, and advisor to Multinational Corporations for handling global data privacy, cyber data breach response, and complex cross-functional data-driven projects. Ms. Reynolds is an internationally published author, highly sought speaker, and top media presence about global data privacy, data protection, and technology issues. Ms. Reynolds has also been recognized as a Technology Visionary and as a top leader in the Data Privacy industry worldwide.
As we struggle with the new normal brought to us by the coronavirus we are providing insights for leaders to better understand how they can manage themselves, manage others and manage their organizations.
World renowned Hogan Assessments provides assessments that are used for recruitment and leadership development. It is a great privilege for us to have Ryne Sherman, Hogan’s Chief Science Officer, and John Horton, lead consultant for Hogan’s Independent Consultants Network, share their wisdom on how we can better manage change.
As Hogan’s Chief Science Officer, Ryne is responsible for managing the primary functions within Hogan’s industry-leading research department, including client research, product development and maintenance, and Hogan’s research archive and infrastructure.
Ryne’s previous research in personality psychology focused on the role of personality in career pursuits and workplace performance, particularly in defining personality, examining the consequences of personality for life and career outcomes, and the assessment and measurement of personality and individual differences. He has also researched and experimented with new approaches to personality assessment, including unobtrusive assessment via new talent signals, such as voice prosody, word use, and affective responses to stimuli. In addition, he has a keen interest in data analytics, including profile approaches to data analysis and machine-learning approaches to big data, making him a perfect fit to manage Hogan’s extensive research archive consisting of billions of data points.
John Horton is the lead consultant for Hogan’s Independent Consultants Network. In this role, he oversees assessment usage among independent coaches and consultants, as well as boutique executive consulting and recruiting firms, in the United States. He provides commercial, technical, and interpretive support to these Hogan users and their clients who wish to incorporate personality assessment into their selection and development programs. He works closely with the full spectrum of consulting partners to deliver science-based solutions to ensure assessment quality across a variety of organizational cultures and industries. He is also responsible for providing training on Hogan products and best practices, offering simple solutions for complex problems in the talent management industry.
Talent Transformation Guild's founders Eric Shepherd and Martin Belton host the webcasts to keep leaders information as to issues influencing the new world of work.
Martin Belton has provided marketing solutions to organizations supplying HR and Learning solutions throughout Europe. After working with some of the UK’s leading PR Consultancies, he joined Questionmark where he was Sales and Marketing Director working alongside Talent Transformation’s co-founder Eric Shepherd. He was also Sales & Marketing Director at Kallidus for seven years before working as a marketing consultant to organizations supplying talent and learning systems including Netex and Saba. Martin has organized the eLearning Network Annual conference and exhibition.
Eric Shepherd is an accomplished leader of international businesses and associations focused on talent, assessments, and success. Eric recently stepped away from a CEO role where he worked to build a SaaS company into a multi-million-dollar international assessment software business. Eric has also led industry and standards initiatives to promote best practices for assessments, learning, and interoperability. He served on the HR Open Standards Consortium to further the goals of an open, transparent and trusted approach for HR data standards development.
Today we’re all having to come to terms with the effects and challenges of COVID-19. But one thing we have learnt during this terrible epidemic is just how powerful analytics have been in the fight to contain the virus and flatten the curve.
On this webcast we're joined by:
Chris Moore is the CEO and Founder of ZeroedIn Technologies, a provider of enterprise workforce intelligence software and services. As CEO, he is focusing his time and resources on innovating workforce and predictive analytics solutions to help his clients gain insight to support better, faster decision making. Chris has a passion and unique talent for taking seemingly complex problems and breaking them down into simple technology-based solutions.
Gregg Loughman has worked for over 20 years in the healthcare industry developing programs and leading businesses focused on improving quality outcomes, patient experience, employee engagement and development. He has held senior positions at publicly traded companies over Strategy, Growth, Product Development and Consulting Services serving health systems, national quality stake holders and governmental agencies impacting results from board room to bed side. Gregg serves on HealthStream’s Learning, Performance, Compliance and Revenue Cycle solutions team as Vice President & General Manager leading the vision and execution of our people and growth portfolio.
Jenny Hamrick serves as the Product Manager over HealthStream Learning Analytics where she works with healthcare leaders to help them leverage learning, financial, demographic and health care outcomes data to solve their business challenges. After spending the last decade working with both tech and public policy leaders, she is only more convinced of the need for validated, meaningful data that can be easily accessed in order to drive key business objectives and measure results within any organization. Prior to her career in product management, Jenny spent two years in Washington D.C., advocating for public policy changes to benefit Tennesseans, serving on the staff of Senator Bob Corker.
The Talent Transformation Guild 2020 World of Work survey reveals all you need to know about the trends that will change your world of work in 2020. You can download the full report from this link.
In this video you will learn:
This video reveals the data from Talent Transformation's comprehensive 2020 World of Work survey as well as comparing it to other industry statistical information and views so you get the fullest possible picture of tomorrow's world of work. Talent Transformation Guild's founders Eric Shepherd and Martin Belton provide their insights into the survey results.
Automation is transforming the landscape of work and the tasks that we perform. This 4th industrial revolution requires individuals, teams, and organizations develop new skills and new ways of working.
This is a digital transformation underpinned by fast and frequently changing technology to solve the problems and complete tasks previously performed by people. And this digital transformation demands another transformation. A talent transformation. A transformation that will enable individuals to understand the future and the needs for reskilling and upskilling.
We are navigating uncharted territory. Successful organizations will transform in ways that resonate with their vision, business model, and people while leveraging the benefits of automation. Others will fail.
Providing leadership during times of change demands a deep understanding of the issues. What is going to change? How will it change? Who will do what?
That’s where the Talent Transformation Guild comes in.
The Talent Transformation Guild is an agile community of like-minded people looking to be a part of the solution.
The Guild connects human resources professionals, personal coaches, and consultants with each other.
It stimulates conversation by providing webinars, articles, conferences, and a framework known as the Talent Transformation Pyramid. This framework is licensed under creative commons and provides a vocabulary to enable conversations and interventions to prepare for talent transformations.
Learn more and join the Talent Transformation Guild today by visiting: www.talenttransformation.com
You understand the 4th industrial revolution, the requirement to develop new skills and new ways of working. You understand the need to connect with other professionals engaged in talent transformation.
The Talent Transformation Guild is an agile community of like-minded people that connect human resources professionals, personal coaches, and consultants with each other. The goal is to stimulate conversation by providing webinars, podcasts, articles, conferences, and a helpful framework known as the Talent Transformation Pyramid.
You can subscribe for free today to keep yourself informed.
Or you can become a member to support the goals of the Guild. As a member you receive a significant discount for the Guild’s conferences and access to white papers, articles, live webinars, discussion forums, recorded webinars, conference recordings, and research papers.
Become a member today by visiting: www.talenttransformation.com
Automation is transforming the landscape of work and the tasks that we perform. This has created the upskilling revolution with individuals and organizations seeking to develop new skills and new ways of working.
This means it’s more important than ever for us to understand and navigate the factors that support readiness and performance.
That’s where the Talent Transformation Pyramid comes in.
This is a model that brings together the 12 factors that support performance, and illustrates their relationship and hierarchy, so that everyone can share the same map for success.
Actual ‘performance’ will be unpredictable if an individual, team or organization isn’t ready. The penultimate factor of ‘readiness’ is documented within a competency framework and supported by ‘behaviors’ and ‘capabilities’ and without these factors enabled readiness will be an elusive goal.
With automation being part of the problem, it can also be part of the solution. We can now measure all the factors from performance outcomes, readiness, behaviors, capabilities, situation, environment, emotional intelligence, functional skills and the supporting factors being personality, experiences, physical and cognitive abilities which form the foundational elements of performance. We can not only measure the factors, but we can signal which factor, or factors, is frustrating readiness and/or performance.
We are on a mission to explain the 12 factors, help others understand and benefit from this research.
Welcome to this video that explains the Talent Transformation Pyramid model. In this video we will simplify some complexities around performance and talent.
Let's start by looking at what a model is and why it's useful.
Models help us understand complexity and visualize things that we cannot see. They are tools to help us think.
You may be familiar with other models such as Maslow's hierarchy of needs. Or the Kirkpatrick model used to evaluate the results of training programs. Just like the Talent Transformation model, they help us recognize relationships between factors that might not be obvious.
The Talent Transformation Pyramid provides vocabulary, a framework, and a description of factors that influence readiness, performance and talent transformation. The model provides us with 12 factors and a holistic, hierarchical view of their relationships. You can focus on one factor. Or you can use it across several factors that might interplay in your organization.
Let's look at these factors individually.
Starting with personality traits on the bottom left of the pyramid. Personality traits are our characteristics mostly formed when we are young. Experts say that by the time we are eight, they only really change when we experience dramatic life events. These characteristics are underpinned by our values, motives and preferences.
But the way we behave does change. We're now talking about emotional intelligence. Let’s move to the next sector of the Pyramid. As we develop, our emotional intelligence enables us to manage emotions and handle relationships. It's why teenagers tend to be more irresponsible than mature adults. Our life learning experiences inform our emotional intelligence. They enable us to behave more appropriately in different situations.
Now let's switch to the bottom right-hand side of the model. This area considers our physical and cognitive abilities. Physical abilities are about strength, sense of balance, the way we control our movements. Meanwhile, our cognitive abilities are about mental capabilities. They are about our ability to solve problems typically measured by IQ tests.
Next, to this, we have functional skills. These are motor mechanical skills and cognitive skills. We learn these skills with formal or informal learning experiences. At a basic level, they're about things like learning to walk and talk. More complex skills might be driving a car or writing a book. We use our physical and cognitive abilities to develop our functional skills needed to perform tasks.
Let's switch back to the other side of the Pyramid. Moving up a level, we see that 'Situation' forms the base for Behaviors. So, we might enjoy great emotional intelligence. We might be in a role that resonates with our personality traits. But our Behavior also depends on our situation. If we're in a bar, working, in a meeting, those situations are different. And we behave differently. Situation can be impacted at work by things like psychological safety and incentives. It doesn't matter how emotionally intelligent we are, or what our personality is, we are affected by the situation and will behave in ways that feel right for the situation.
Now let's move on to Capabilities on the right side of the Pyramid. But in considering our capabilities we must also think about Environment. If our environment isn't right, we won't be effective whatever our functional skills or physical abilities.
Our physical environment covers lots of things. It includes the tools we have, instructions and job aids. But also the noise, light and the room we have. For example, let's say we wanted to assemble a piece of furniture. We need the right tools of course. We would appreciate instructions. But we're not going to do it well if there's very little light. That reduces our capability but not our functional skills. Capabilities are the sum of our functional skills and our physical and cognitive abilities and the way we deploy them within the environment.
Let's now look at Competencies, the third element of this level of the pyramid. Competencies can be just a definition of behaviors and capabilities. But it could also be a record or assertion of the competencies we have.
Now let's learn about Readiness. Readiness is the degree to which a team or organization is prepared for something. This is important as we move into the fourth industrial revolution. This revolution will demand upskilling and reskilling of individuals and teams. The question is, "are we ready for that?" And then, "what do we need to make us ready?" That's about more than just behaviors and capabilities. It’s about how people feel comfortable with change. From an organization's point of view, it will include leadership, budgets, and support functions.
Now we're at the top of the Pyramid. Performance Outcomes help us recognize how successful we were. For the organization, this will mean monitoring KPIs (key performance indicators) or OKRs (objectives and key results). Or in revenues or time to market or customer satisfaction.
Assessing outcomes is looking in the rear-view mirror. That's what's already happened. We can’t change that but we can use the data to retrospect and improve. Readiness is looking at the future. We're asking; "are we ready?" That's the transformation. That's what makes the Talent Transformation Pyramid a most powerful tool.
We're now moving to an era when we are better at measuring these things. The Talent Transformation Pyramid will help us pinpoint where intervention is needed.
As an example. We might see, from the data, that we are recruiting great people but they're not behaving the way we expect. Maybe we should look at the situation; are we offering the right incentives or psychological safety? This could easily be a traffic light system. Each factor, turning red, yellow, or green to help us isolate issues to stimulate an appropriate intervention.
Finally, let's look at our Pyramid this another way. It can be a series of filters and views. Individuals have an impact at every level of the pyramid. Teams are represented in the middle and the upper layer. Organizations in the upper layers. We as individuals have personality traits, emotional intelligence, functional skills, physical and cognitive abilities. And we’ve developed through learning experiences.
These then get mixed in a team and with other individual’s behaviors and capabilities. Then finally at the organizational level, we're looking at the readiness to perform and actual performance.
If you would like to learn more join the Talent Transformation Guild today by going to www.talenttransformation.com
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