Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Check back frequently to see updates on the status of this new Talent Management initiative. Recruiting – The ability to successfully attract and hire key talent for current and future organizational needs through competency-based advertising and interviewing efforts.
Onboarding – The process of acclimating new hires and ensuring that they quickly feel welcomed, and valued by the organization.
Leadership development – Intentional goal-driven activities that enhance the quality of leadership abilities or attitudes within an individual or organization.
Professional development – Process of establishing training goals and plans that link to individual goal attainment, career planning, and possible succession planning. Recognition programs – A method of acknowledging, honoring, encouraging, and supporting individuals and teams who contribute, through behaviors and actions, to the success of the organization.
Compensation – A way to reward individuals for important work accomplishments, contributions to the goals of the university, and increased skills and competencies in their jobs.
Succession management – Succession management is a process for identifying and developing internal personnel with the potential to fill key or critical organizational positions. Competencies – Those measurable behaviors, characteristics, abilities and personality traits that identify successful employees against defined roles within an organization. The Utah Recreation Therapy Association honored the Therapeutic Recreation Club and 2016 graduate Ashley Nelson for their service in the community. ConceptDraw PRO presents the Organizational Charts Solution from the Management Area of ConceptDraw Solution Park.
The example below was also designed in ConceptDraw PRO using the Organizational Chart library from the Organizational Charts Solution.
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As I've explained in this series, strategic planning is an old school approach that is not strategic and focuses leadership in the wrong place.
The aim of ZEN LEADERSHIP is to bring simplicity, clarity, and focus to organizational leadership.ZEN LEADERSHIP promotes "Beginner's Mind" to encourage innovation. Johns Hopkins University is a recognized leader in teaching, patient care, and research, and is a great place to both develop professionally and make a difference.


The JHUjobs website provides links to the most current applicant information and is the convenient and sole method for submitting an application to join the Hopkins team. Succession management ensures the availability of experienced and capable employees that are prepared to assume these roles as they become available. Some of these differences include race, color, religion, gender, national origin, sexual orientation, age, disability, veteran status, and ethnicity, but there are many other dimensions of diversity. Here's a list of some of our top stories of the year featuring our outstanding students, faculty and alumni.
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You need only maintain a "beginner's mind" as exemplified by the Shunryu Suzuki quote: "In the beginner's mind there are many possibilities. Full-service Association Management for national and international professional associations. We'll begin by replacing the "Strategic Planning Pyramid" with a "Strategic Leadership Pyramid," both illustrated below for comparative purposes.
In the expert's mind there are few." Join the Zen Leadership Circle LinkedIn Group to engage in leadership discussions that include bringing simplicity, clarity and focus to business. As stated in previous posts, what we've been calling "strategic planning" is really operational, not strategic; it is, in fact, project planning methodology. I think that a one size fits all is not the solution to the struggle organizations have with strategic planning.
After you develop your strategic plan (versatile and living) you develop your tactical plan. In fact, it's the best approach to take when hard deadlines exist and detailed action plans are critical. That plan requires a leadership strategy to translate the strategic plan or vision into an operational product.
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A strategy is a choice, a focus, not a destination, and it requires an agility that a written plan can't provide.
Influencing culture, visioning, strategic thinking and strategy making are leadership tools, and they are all people-focused. Therefore, the most effective approach to ensure vision execution is one that is people-focused, not process-focused.


You'll note that none of the activities in the Strategic Leadership Pyramid include goals, objectives, action plans, key performance metrics, etc. If those who execute on vision (including top leadership) want to use goals, objectives and action plans as part of their operational methodology for executing on vision, great. Goals, objectives and action plans are good tools for personal time management, as well as focusing team activities when accomplishing complex projects. But as I've also previously written ("I Still Say Strategic Planning is a Flawed Concept"), planning and goal-setting methodologies are just one among many tactical approaches to taking actions aligned with organizational vision, and not always the best approach. As I explained in "Alignment Comes Before Vision," the "way we do things around here" supersedes desired outcomes. Before we begin crafting vision statements, we need to be sure we have clarity on the organization's "personality," the unwritten rules of behavior. We should know in advance of crafting a vision whether the organizational culture will support it.
For example, even though it may not be innovative, perhaps it creates traditional, timeless quality products with unparalleled craftsmanship, which gives it a competitive edge in the market. What makes organizational culture problematic is when it lacks alignment on identity, values, ethics or trust. If leadership and fraction of the staff is daring and innovative but the vast majority of the organization is conservative and risk averse, the ability to find alignment around a vision focused on innovation will be highly compromised.Vision and values are among the few items from the Strategic Planning Pyramid that remain on the Strategic Leadership Pyramid. They belong there because they are aspirational and inspirational, not operational or tactical. But, for further thoughts on strategy, see "Strategy, Plain and Simple" and "Haiku Strategy."Co-creating and telling the story means, let's describe vision and strategic focus in a compelling story format that is memorable and actionable.
I'll get into further detail on how to do this in future posts, but I touch on the concept in "Developing Intuitive Alignment."Last -- and this is where strategy gets operationalized in case you're wondering how strategic focus becomes manageable and measurable without the goals, objectives, action plans and the like -- is Ongoing Strategic Conversations.
Instead of going back into an operational, project management-type approach, this approach requires ongoing strategic conversations with the operationalizers. They involve asking questions that surface incorporation of the vision and strategies into the various roles in the organization. I'll go into detail on this in future posts, as well.In short, this approach provides a blueprint for keeping leadership focused in the right place -- on leadership (people), not management (process).




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