Liz Janssen is focused on ensuring ICF employees have the skills and mentoring to support the companys innovation and growth. Many of the people who work at ICF are very passionate about their field and committed to having an impact, says Liz Janssen, vice president of learning, talent development, and change management at ICF.
Patrick Bosworth Founder and CEO, Leadership Choice Cultural fit is typically described as the likelihood that someone will adapt to or mesh well with the core beliefs, attitudes, and behaviors within your organization. This, however, may be only a fraction of the total cost of poor cultural fit when compared to lost sales, reduced productivity, poor customer experiences, and reduced morale that result from bad cultural fit issues.
Director of Talent Management Mary McNevin helps U.S. Venture prepare future leaders while broadening its talent acquisition scope. As director of talent management, McNevin oversees talent acquisition, performance management, talent development, and succession planning and preparation for U.S. Ventures 1,800 employees across the United States.
Chief Talent Officer Michael Arena is helping build adaptability into General Motors workforce. Once the largest automotive manufacturer in the world, it was no longer making a profit as of 2005.
Hilti stands on a leadership model of developing people and achieving outstanding results. He is the head of people and culture development for Hilti, a multinational company that develops, manufactures, and markets products, systems, software, and services that serve the construction and energy sectors.
Chief People and Learning Officer Suffolk As the chief people and learning officer at Suffolk, Dave DeFilippo leads all aspects of the construction management firms human resource, talent, leadership, and organizational development strategy. We have a People and Culture approach, which is our human capital practice, to talent development that includes strategy, structure, systems and processes, and outcome.
Dave DeFilippo is fighting the war for talent in the construction industry. If you can confidently run a six-minute mile, but you want to run a five-minute mile, how do you do that?
Employers are teaming up with local youth-serving nonprofits to teach and train the next generation of workers. This population has been identified as opportunity youth (OY) and is sometimes referred to as disconnected youth.
Thereforewhen it comes to recruitmentit pays dividends up front to ensure that the beholderyour organizationis clear in what it is looking for, that this is clearly communicated, and that all options are considered when looking to recruit this gifted talent. In addition, depending on the size and scope of the role, dont limit your search to a specific location in search of that gem.