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WeCrut4U.com Videos, Downloads, and Voice Over Presentations |
Talent Drives Everything |
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Click on the title to go there (or pick one of the alternate formats for this item in the second column). |
| Title | Format | Summary | Intended Audience |
About Talent Search and Recruiting |
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| "How Do I Find the Talent I Need? | Voice Over
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Hiring Managers have to find the talent they need to get work done well. Recruiters, whether in-house or out-house, help them in that process. However, recruiting for well established roles is very different from recruting for new ones, whether or not those new roles are in well established organizations or in new, rapidly growing ones. Insight into these differences will allow hiring managers to work more effectively with recruiters to make sure that the people they hire are the right ones. | Managers who are recruiting talent. But also, candidates, who need to understand the large differences between the approach of recruiters who hire for well established roles and those of recruiters who look for people for new roles. |
| Recruiting is Changing: The Impact of the Internet and The Economy" | Changes in the economy and new tools on the Internet are changing recruiting. Today, instead of being a single professional discipline, recruiting breaks into 4 distinct types. Hiring decision makers and people looking for work as employees or contractors need to understand each, so that they can participate effectively. | Everyone, but especially leaders and professionals in talent based organizations. | |
| "Go Total Talent Management or Go Bust!" | Working draft of a short book. New talent management practices, ones which deal with the values and employment attitudes of today's talented professionals are badly needed. The practices which developed during the "baby boomer" era will simply not do the job. Total Talent Management is an integrated, aligned talent management approach which responses effectively to these challenges. | Everyone, but especially leaders and professionals in talent based organizations. | |
"Hiring Talent: The Tough Job of Staffing Knowledge Work Positions" |
A white paper which describes what you need to do successful hire knowledge workers (e.g. IT professional, engineers, life science professionals, etc. .... ). | Business Executives in Innovative Organizations; |
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| "Recruiting For Innovation" | Voice Over get PDF here |
Traditional recruiting techniques may work for organizations that have well established processes and practices, but they do not find the talent needed by organizations that need to be innovative, internally or in the marketplace. | Board Members; |
| The Right Fit: Investing in Leaders for Start Ups, Break Outs, and Turnarounds" | Voice Over get PDF here | The leaders of start ups, break outs and turnarounds need different sets of competencies, since the business requirements in each situation are different. Summarizing the experience of CEOs, investors and researchers, this presentation allows hiring decision makers and professional recruiters to focus their recruiting activity appropriately. | Board Members; CEOs; Chief Talent Officers; Chief Human Resource Officers; other C-Level Executives; Managers; Professionals |
| "WeCrut3.com's Approach to Interviewing Senior Manager Candidates": An Discussion Between Two Hiring Managers |
Animated Video Clip |
Two peer managers about to play squash talk about how to interview a candidate for a plant manager's job. This is an example of the "in context" hiring process that provides insight into what a person will actually do on the job if they are the successful candidate. | Executives; |
About Performance Contracting
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"Why Performance Contracting?" |
Voice Over get PDF here |
In less that 10 minutes, this voice over shows the organizational performance, staff engagement and motivation benefits of forward looking performance contracting as opposed to backward looking performance appraisal. "Shape the Future, Don't Appraise the Past"™ |
Board Members; |
| "C-Level Performance Contracting: How To" | Voice Over get PDF here |
Understand the business benefits and the process used to develop performance contracts for C-Level Executives under the guidance of a performance contract facilitator. | Board Members; |
| "Performance Appraisal is Dead .. Long Live Performance Contracting" | Voice Over get PDF here | Forward looking performance contracting beats backward looking performance appraisal for engaging staff and motivating them to do their best. In depth benefit analysis and comparison. This voice over show why. | Board Members; CEOs; Chief Talent Officers; Chief Human Resource Officers; other C-Level Executives |
About Coaching and Managing Talented Knowledge Workers |
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"OMG: My Boss Is Telling Me That I have To Coach My Staff" |
Voice Over get PDF here |
Coaching direct reports is not a skill that just comes naturally. Staff engagement requires that all managers coach effectively. Although this happens most easily in an organization that uses forward looking performance contracting, (rather than backward looking performance appraisal,) as its performance management process, every manager can use this coaching framework to understand what skills they need to be an effective coach. |
Managers with direct reports |
Voice Over |
A 5 minute, 25 slide presentation (classic Ignite format) made by Roelf Woldring at Ignite Waterloo 6 on how we make decisions. Insight into different ways we do this will increase your interpersonal effectiveness in teams and as a manager of others. | Everyone | |
| "Competency Management: HR for Adults" | A three part white paper which describes the competency based approach to human resource (e.g. talent) management. | HR professionals; |
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| About E-Learning | |||
"Making Effective Decisions About Developing E-Learning Content" |
Voice Over get white paper as PDF here |
Designing and developing effective e-learning content requires skills that go beyond instructional design or curriculum development. E-learning content developers must make decisions about design balances that consider variations in individual learning style, delivery program delivery technologies, graphic / media design concerns & program creation and delivery costs. This voice over, and the supporting white paper, lays out the issues and the choices. |
E-Learning Developers; |
About Information Technology, IT Architecture and Project Management |
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"Learning Organizations, Work Flow and IT" |
Voice Over get PDF here |
Organizations use a wide variety of computer business applications to do their day to day business. Automated business work flow capture and "hide" reasons for the sequence of events and reasons for decisions at particular points in this sequence in computer code. Automated business work flows are a "knowledge sink". When changes are made to the automated work flow, management and staff need to be "reminded" of the underlying business rules which have been captured in the automation code, and the reasons for change. |
Talent Management and IT Executives; Learning / E-Learning and IT Professionals |
| "IT Project Risk Management Framework" | Voice Over |
A framework which can be used to assess the risk factors in individual projects. As well, it can be used to look at the comparative risk versus the business benefits profile of all of the current projects that are underway in an enterprise. |
IT Professionals; |
| "The Organization Structure Needed to Make Enterprise Architecture Work In Large IT Organizations" | Voice Over get PDF here |
Enterprise architecture (EA) can have tremendous bottom line payoff for large organizations. But implementing enterprise architecture, especially over a number of years, is not easy. The Enterprise's organization structure must set up to allow this to happen effectively. Without this, enterprise architecture simply does not deliver business benefits. |
C-Level Executives; |
| About Influencing Political Stakeholders | |||
| "Influencing Stakeholders: Making sure that those who count are aware that you count" | Voice Over |
Individuals working on projects and endeavors that need "support" from public figure stakeholders need to include explicit elements in their activities that get this needed support from these people. That requires understanding the "what counts" for such stakeholders, and framing benefits statements in this "stakeholder" language. It also means be very aware of when to send these "we count" messages, since innovative approaches impact differently on and are taken up at different times by "champions, early adopters, the early majority, the late majority and laggards". |
Everyone |
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Workplace Competence International, Ontario, Canada 2012-2013
All Rights Reserved, except
as noted on the various web pages.
