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Talent Management at Georgia State University

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Transcript of Talent Management at Georgia State University

What is Onboarding?
The process for effectively engaging new and transferred employees into the Georgia State University community
Effective Onboarding occurs through a collaborative approach with the manager, employee and human resources

This process directly supports the university’s strategic plan by ensuring we retain the right people
The Onboarding Project
presented by: Sonali Das, Director of Staff Recruitment & Retention
Strategic Outlook - Why Onboarding?
Reduces turnover, increases retention
Shortens the time for new hires to become productive -First impression is a lasting impression. Orient new hires to Georgia State's culture
Increases employee engagement

Starts the Onboarding process before the new hire’s first day on campus to make it a seamless transition and great experience for new hires

Increases efficiencies-Seamlessly track events on the employee's life cycle using one automated system

Ensure Compliance needs are met (Example, Ethics, RTK)
powered by Taleo
Convert applicants to employees
Monitor employee progress
Sequence onboarding tasks
Reuse tasks for multiple employees, minimizing set-up time
Assign each task to the appropriate person
Email tasks directly to each user
Track progress of tasks
Electronically deliver orientation documents to new employees
Allow new employees to electronically certify that materials have been reviewed

Project Updates
Project Kick off Feb 2014
Go live- Aug 18th 2014
Pilot/Testing phase- starts June 2014
Request for participation- HRAC to volunteer their departments for Piloting the Onboarding module

The Change Management Process
presented by: Patsi Turner, Organizational Development Consultant
Why Change?
There is nothing more permanent than change
The Purpose of
Change Management
To Prepare the Organization
Preparation for
Change Management
Assess and manage any change risks that may impact a successful implementation
Leadership is the only place to begin
Change or Perish
"It's about 90% people
and 10% tools!"
Over 80% of change initiatives fail due to poor execution.
No matter how thoroughly researched and planned, there will be a few flaws or weaknesses
Consider change from every cultural angle: core values, beliefs, past practices, etc.
Communicate, communicate, communicate
Characteristics of the business or project
that give it an advantage over others.
Characteristics that place the business or
project at a disadvantage relative to others

Elements that the project could exploit to its advantage

Elements in the environment that could
cause trouble for the business or project
SWOT Analysis
External Focus
Internal Focus
Documented process
Consistency in application
Ongoing support
Off-boarding process
Perceived as more work
Fear of the unknown
Cultural shift
Strengthens university's brand
Enhances customer experience
Relationship building
Access to cutting-edge research
First USG institution to implement Onboarding through Taleo
Changes with Taleo contract
___ of working population goes through a career transition
___ of all hourly workers leave new jobs within the first 120 days
Loss of good candidates
Average tenure of an employee in the US is ___ years
The Five Elements
Each element of the ADKAR Change Model must be thoroughly completed and followed sequentially
Create an understanding for the need to change.
Why is the change necessary?
What’s wrong with what we are doing today?
What will happen if we don’t change?
Create the desire to support and take part in the change
Consider our filters, experience, beliefs, values, etc.
Leadership skills
Purpose, vision, buy-in, engagement
Nurturing, credibility and integrity
Provide knowledge so people understand what to do and how to change
What's new and what's changing
Training and education
New tasks, processes, and systems changes
Follow-up/refresher classes
Provide the skills to implement change on a day-to-day basis
Access to subject matter experts
Experiential training
Website, podcasts, blogs, lunch and learn
Create metrics
What will you do to maintain, sustain and reinforce the "new normal"?
Foster a collaborative learning environment
Communicate, communicate, communicate
Celebrate success
Recognize and reward
Conduct audits
What is the difference between orientation and onboarding?
A one day event
Includes acknowledgment of the Employee Handbook, Right to Know, and Ethics compliance
Focus on Georgia State's structure, strategic plan and policies
Completion of payroll and benefits
Other administrative tasks
Systematic process through a series of actions
Lasts six months (depending on the position)
Fosters a feeling of belonging
Promotes better understanding of the culture, community and strategic plan
Improves productivity
New Employee Orientation (NEO)
Types of Onboarding
High Potential
Compliance and Clarification
Compliance and Clarification
Culture and connection
Compliance, Clarification, Culture, and Connection
ensure employees understand basic legal and policy related regulations of Georgia State
Georgia State's Approach
to Onboarding

ensures employees understand their position and related expectations
the establishment of interpersonal relationships and information network through experiences and communication
provides employees with a sense of formal and informal norms of Georgia State University
As a manager you will be able to...
Positively impact Georgia State University's retention strategy
Strategically communicate throughout the process
Directly impacts how fast an employee contributes
Establish Georgia State as a "great place to work"
Onboarding at Georgia State University
presented by: Oyin Jones Mitchell, Engagement Specialist, ODCS

Next Steps & Questions
Deborah Covin Wilson, Director, ODCS
What is Talent

Linda Nelson
AVP Human Resources Administration

What is
Talent Management

Why Taleo
The talent management system provides a suite of integrated talent management services:
Talent Acquisition
Performance Management, Performance Evaluation, Goals Management
Succession Planning
State-of-the-art technology
Aligned with GSU's strategic goals related to hiring, recruiting, training, retention, and performance management
Offers optional services to meet future needs
Future capabilities for faculty hiring
How Talent Management
aligns with the university's strategic plan?
Recruit the best talent and align that talent to the strategic plan
Ability to track the life-cycle of an employee from recruitment through succession planning
Provides GSU with a competitive edge
Employer of Choice
Talent Management Suite versus ATS only
Benefits of
What's Going to Change?
Increased Efficiencies
Interface with...
What's Changing
The Impact on End-Users
Sonali Das
Director of
Staff Recruitment & Retention
Similar processes
with better systems
Creates a performance management model to enhance employee engagement and productivity
Improved talent
acquisition management
Aligned with University's
Strategic Plan
Improved candidate experience to recruit top talent for Georgia State University
Provides competitive
Creates succession planning to increase retention of quality talent at Georgia State University
& Resources
Ongoing committee meetings
Meetings with HRAC and HRMS
Taleo Website
Training manuals and job aids available online
Super-User training: June 4-5
Go-Live: July 1st
Training session twice a week
First trained: June 27-28
Broader reporting capability
More user-friendly system for candidates and internal users
Auto save feature
Customize reports specific to departments
Resume parsing
Candidate sharing
Job postings routed directly to Employment, reducing number of days to get a position posted
Increased Efficiencies
Email blast sent to qualified candidates prior to position being posted
Question Library
Reduced administrative tasks (e.g. uploads, job templates)
Full transcript