The intent of this session is to develop and support talent management processes to minimize the exit of key employees.
Change management principles indicate that recovery efforts after change must be strategically planned for re- alignment of workforce efforts aimed at maximizing productivity and employee wellbeing.
Change management is very situationally dependent and managing the workforce alignment and reactions to change are largely the responsibility of organizational leaders.
During periods of high levels of workplace uncertainty, leaders have a significant role in ensuring that organizational members basic safety needs are met, to ensure higher level efforts can continue.
The session will walk you through strategies for planning, delivery, and post-delivery management of bad news from a leader or HR manager perspective (key decision maker).
The session will walk you through strategies for planning, delivery, and post-delivery management of bad news.
Not only are the rates of wrongful dismissal lawsuits on the rise, but the judicial system is also becoming more sensitive to wrongful dismissals during organizational decline and restructuring.
Leaders have a significant impact on recovery efforts after organizational decline, specifically supporting
employee and manager needs within the organization to maximize productivity and employee wellbeing
Managers and supervisors often feel that HR departments are the “others” or “outgroup” members of the firm, and their value or contributions are limited to developing and enforcing rules. Understanding the strategic value of HR can improve embeddedness of core talent management throughout the organization.
The workplace has changed significantly in recent years to include remote/hybrid work, awareness of equity, diversity and inclusion (EDI), and increased employee empowerment. Management competencies must be aware of and adapt to this new reality.
The ability to maintain the best talent pool of employees is on a company’s ability to attract the right workers, as well as their ability to retain employees.
While the concept of employee productivity & performance in remote/hybrid workplaces is well researched, many of us find it challenging to translate the concept into our everyday workplace practices.
Sophia H.R - Employment and Social Development Canada (ERDC)
Catherine D. - Halton Waldorf School
Adam W. - Griffith Foods & George Brown College