TM - May 2008 - (Page 21) Business Education Facilities said. “With consultants deployed globally, we work constantly to increase the consistency and impact of our internal messaging to drive positive external branding. Mentoring during an employee’s first few months at Astadia has not only positively affected performance, but also has significantly helped in getting employee buy-in and engagement in regards to employer brand.” Solicit employee input regularly to see if the organization fulfills the employee brand promise. This can be done through annual employee engagement surveys, or through more frequent, informal surveys. Feedback received will help the company ensure it is investing in the programs that matter most to its talent. Further, company brand and experience can and should extend out to an organization’s network of partners, resellers and distributors. Just as internal employees are brand and company advocates, a company’s trusted network of indirect sales channels should be, too. Many organizations use extended enterprise training solutions to share best practices, vision, mission and brand with their partners. For remote partners, Web-based systems can facilitate knowledge sharing and collaboration of brand and related materials. Many organizations also request partners be certified on their ability to deliver consistent brand messaging. Beyond Employer Brand Companies spend billions every year on their consumer brands to attract new customers and open new markets. These vast sums are meant to entice the consumer to buy and continue buying throughout the product and company life cycle. Leading organizations may suffer if their employees don’t understand or can’t articulate company value to the marketplace. Formal employer brand programs will help attract, retain and motivate top talent in a market in which the talent pool is shrinking and recruiting costs are growing. Julie Norquist Roy is director of marketing for Cornerstone OnDemand. She can be reached at editor@TalentMgt.com. Flexibility cubed. Solving your educational support and logistics puzzle is only a few simple clicks away. Finding the right locations, at the right time, with the right equipment – planning business education can be a puzzle. MicroTek has your solution – flexible, cost-efficient, on-demand business education facilities & services. MicroTek merges technology with hospitality to provide the optimal learning environment. World-class facilities, state-of-the-art computer hardware, responsive IT support. And yes, even the coffee. We can place you in any of our 3,000 classrooms in over 250 locations worldwide. And with our exclusive online Tracker ® reservation system, you can keep track of the details of your event, every step of the way. Just the right place. The right time. The right size. All you need to do is show up and teach. To learn more about solving your business education puzzle, call us today at 1-800-207-9620. Just show up and teach.™ Business Education Facilities © Copyright MicroTek 2006 http://www.mclabs.com
Table of Contents Feed for the Digital Edition of TM - May 2008 Talent Management - May 2008 Editor's Letter Contents Human Performance Leading Edge Learning Connections Make the Connection: Effective Employee Evaluations Vacation: The Benefit Many Employees Don't Take The Four Pillars of Managing Performance Transform Talent With Deeper Skill Specialization Mentoring's Role in Succession Planning Graybar: Supporting a Long-Term View of Talent Management American Diabetes Association: On a Mission to Improve Employee Health Taking the Talent Pulse: What Drives High Potentials? American Systems Employees Earn a Piece of the Pie Advertisers’ Index Editorial Resources Full Potential TM - May 2008 TM - May 2008 - (Page Intro) TM - May 2008 - Talent Management - May 2008 (Page Cover1) TM - May 2008 - Talent Management - May 2008 (Page Cover2) TM - May 2008 - Talent Management - May 2008 (Page 1) TM - May 2008 - Talent Management - May 2008 (Page 2) TM - May 2008 - Talent Management - May 2008 (Page 3) TM - May 2008 - Editor's Letter (Page 4) TM - May 2008 - Editor's Letter (Page 5) TM - May 2008 - Contents (Page 6) TM - May 2008 - Contents (Page 7) TM - May 2008 - Contents (Page 8) TM - May 2008 - Contents (Page 9) TM - May 2008 - Human Performance (Page 10) TM - May 2008 - Human Performance (Page 11) TM - May 2008 - Leading Edge (Page 12) TM - May 2008 - Leading Edge (Page 13) TM - May 2008 - Learning Connections (Page 14) TM - May 2008 - Learning Connections (Page 15) TM - May 2008 - Learning Connections (Page 16) TM - May 2008 - Learning Connections (Page 17) TM - May 2008 - Learning Connections (Page 18) TM - May 2008 - Learning Connections (Page 19) TM - May 2008 - Learning Connections (Page 20) TM - May 2008 - Learning Connections (Page 21) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 22) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 23) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 24) TM - May 2008 - Make the Connection: Effective Employee Evaluations (Page 25) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 26) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 27) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 28) TM - May 2008 - Vacation: The Benefit Many Employees Don't Take (Page 29) TM - May 2008 - The Four Pillars of Managing Performance (Page 30) TM - May 2008 - The Four Pillars of Managing Performance (Page 31) TM - May 2008 - The Four Pillars of Managing Performance (Page 32) TM - May 2008 - The Four Pillars of Managing Performance (Page 33) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 34) TM - May 2008 - Transform Talent With Deeper Skill Specialization (Page 35) TM - May 2008 - Mentoring's Role in Succession Planning (Page 36) TM - May 2008 - Mentoring's Role in Succession Planning (Page 37) TM - May 2008 - Mentoring's Role in Succession Planning (Page 38) TM - May 2008 - Mentoring's Role in Succession Planning (Page 39) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 40) TM - May 2008 - Graybar: Supporting a Long-Term View of Talent Management (Page 41) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 42) TM - May 2008 - American Diabetes Association: On a Mission to Improve Employee Health (Page 43) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 44) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 45) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 46) TM - May 2008 - Taking the Talent Pulse: What Drives High Potentials? (Page 47) TM - May 2008 - American Systems Employees Earn a Piece of the Pie (Page 48) TM - May 2008 - Editorial Resources (Page 49) TM - May 2008 - Editorial Resources (Page 50) TM - May 2008 - Editorial Resources (Page 51) TM - May 2008 - Editorial Resources (Page 52) TM - May 2008 - Editorial Resources (Page Cover3) TM - May 2008 - Editorial Resources (Page Cover4)
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