forward HR

Spring 2017

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22 | forwardHR • S p r i n g 2 0 17 { continued from page 21 } changes roles, when new expectations are set — the experience should align with what actually happens in the job. If the role is highly chaotic, or is there has been high turnover — say so. Explain your expectations in behavioral terms. For example, "is is what 'good' looks like for this job." "People that are successful here do these things." "Here is where people have experienced difficulty and here is where you can turn for help." 4. ey learn, explore, and adapt. ere is no finish line. Employees, external talent, technological innovations, all influence people in the organization. Creating opportunities to learn and grow is essential for retaining talent. An important finding from talent magnet companies is that they view values as the "what" and their talent processes as the "how." Talent processes become the translation vehicle for how values come to life in the culture. So what can you do to move toward becoming a talent magnet company? Ask yourself these things: • Look at your employee experience. What are the behaviors, attitudes and outcomes that you want to create? Do you have the right experiences to create a magnetic culture? • Do you have an ongoing, systemic effort to create those experiences? • Do you have the right technology to support great talent processes that translate your values into culture? Pamela Stroko is vice- president HCM Transformation and ought Leadership at Oracle Corporation and a recognized leader in HCM and talent management with over 20 years' experience as a practitioner. ©2017 JACKSON LEWIS P.C. | ATTORNEY ADVERTISING With 800 attorneys in major locations throughout the U.S. and Puerto Rico, Jackson Lewis provides the resources to address every aspect of the employer-employee relationship. Mark P. Tilkens, Managing Principal Madison & Milwaukee 1 South Pinckney Street • Suite 930 Madison, WI 53703 • (608) 729-5598 330 E. Kilbourn Avenue • Suite 560 Milwaukee, WI 53202 • (414) 944-8900 www.jacksonlewis.com Do the tools and technology you use support your direction or do they inhibit it? Do you have the technology to support and sustain connection, collaboration, innovation, team goals, and great employee experiences? ■

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