Who We Are Hudson is a leading provider of permanent recruitment, contract professionals

Who We Are Hudson is a leading provider of permanent recruitment, contract professionals www.phwiki.com

Who We Are Hudson is a leading provider of permanent recruitment, contract professionals

Glickman, Elyse, Fashion Editor has reference to this Academic Journal, PHwiki organized this Journal Sponsored by Hudson (http://us.hudson.com) Assessment Centers: “A better way to identify potential talent gaps in addition to training needs” Who We Are Hudson is a leading provider of permanent recruitment, contract professionals in addition to talent management solutions worldwide. We help our clients achieve greater organizational per as long as mance by assessing, recruiting in addition to developing the best in addition to brightest people as long as their business. The company employs approximately 3,600 professionals, speaking multiple languages in 25 countries, operating in four regions (Americas, Europe, Asia, & Australasia). http://us.hudson.com TALENT MANAGEMENT PERMANENT & CONTRACT RECRUITMENT CONSULTING & CONTRACT PROFESSIONALS Our Global Services

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Hudson Talent Management Hudson’s Talent Management Solutions can be integrated into the recruitment process in addition to HR initiatives to drive per as long as mance in addition to align with the companies objectives. St in addition to ardized global methodology supports pan-national projects One of the worlds largest talent management consultancies 400 experienced professionals across the globe Dedicated R&D Centers with highly skilled technical experts Hudson offers a comprehensive talent management in addition to consulting service in assessment including: Hudson Assessment Suite Job & Competency Profiling Psychological Assessment Behavioural Assessment Assessment in addition to Development Centers Competency Based Interviewing Employee Assessment Surveys Trans as long as ming Business Per as long as mance

Hudson Research Programs Hudson is committed to the collection in addition to publication of thorough intelligence on the as long as ces that impact career decisions in addition to business per as long as mance. Check out Market Insights at www.us.hudson.com. In the past, we surveyed nearly 10,000 workers monthly to provide insight into a variety of workplace trends in addition to issues. Our programs have included: Trends & Topics Surveys Topics include aging work as long as ce, work-life balance, absenteeism in addition to more In-Depth Research Initiatives & White Papers Retention Initiatives, Compensation & Benefits, Pay & Per as long as mance, in addition to Independent Professionals Labor Market Who’s Got The Power Employers 5 Employees Managing The Talent War The war as long as talent exists, organizations need to address the work as long as ce gaps in addition to their future potential to remaincompetitive. Issues that need to be addressed include: How do I find in addition to grow my knowledge workers in addition to leaders How large is the gap between my needs in addition to reality Buying talent will not be sufficient as a solution to meet my business needs. Growing talent internally is key, but how We must retain talent, but how

Hudson Global HR Insight In March/April 2009 Hudson conducted a global survey across 30 countries with HR leaders exploring how HR priorities in addition to challenges have changed during the global economic downturn. Key Findings: There has been a clear shift from talent attraction to talent engagement, organizational development in addition to people development. 79% of North American companies reported that their HR strategy incorporates downsizing. Internal talent assessment is a key focus as long as 52% of these organizations Employees with the most potential will take care of the high impact roles in addition to high value specialists to fulfill their complex jobs. A key question is: Do companies know where their high potentials are in addition to what roles they can fit Winning The Battle For Hearts And Minds In order to achieve increased per as long as mance management must fully unlock the potential of their people. Organizations need to increase objectivity as long as internal promotion They need to minimize poor hiring decisions Identify high potentials as long as fast track development Utilize a consistent in addition to reliable measurement of important competencies Create in addition to deliver a powerful learning experience as long as participants Provide transparency, equal opportunity & fairness as long as all “If you want 1 year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people.” — Ancient Chinese Proverb

The Importance Of Career Source : Hudson / Vlerick Hipo Research Study Identifying & Developing Top Talent Journal of Applied Psychology Clusters of HiPo Competencies Research: University of Brussels Through Principal Factor Analysis a cluster of three competencies was detected explaining 70% of variance between HiPo’s in addition to others Source: The Journal of Management Development

Increasing “Fit” To Drive Per as long as mance & Retention Talent Assessment An important part of your overall talent management strategy is the development of the process organizations will use to evaluate per as long as mance in addition to potential, in addition to to identify future leaders, successors, in addition to /or high potential employees. An effective talent assessment process should be: Consistent across your organization’s business units Aligned to your organization’s business needs in addition to future leadership needs A multi-level process that involves several data points Well-defined in addition to understood across the organization Assessment is often equated in addition to confused with evaluation, but the two concepts are different. Assessment is used to determine what a person knows or can do, while evaluation is used to determine the worth or value of a course or program. Assessment data effects employee advancement, success in addition to development (Herman & Knuth, 1991). What Types of Assessment How can organizations assess existing staff to track high potentials in addition to ensure new hires meet the future needs of the business Assessment: Online Psychometric Assessments Leadership/Management Assessment Batteries Assessment in addition to Development Centers 360 degree feedback surveys in addition to business assessments Competency model profiling, behavioral based interviews, multi-rater assessment tools

Assessment Benchmarking Assessment/Development Centers What is an assessment/development center An assessment/development center is a process designed to identify an individual’s strengths, weaknesses, in addition to potential in a current or future role. The assessment process is characterized by: Multiple participants rated by multiple assessors on several varied exercises Many of these exercises are designed to assess competencies Data integration: a structured evaluation of the participant in which assessors present objective evidence in addition to reach a consensus decision The outcome of an assessment/development center are: Written reports detailing a participant’s competencies as they relate to job requirements One-to-one sessions examining the reports Why Assessment Centers Combine multiple assessment in addition to business simulation methodologies to achieve the best possible predictor of future per as long as mance Offers comprehensive secondary evaluation of preferred c in addition to idate strengths in addition to weaknesses Are the most powerful tool to predict the profile you want to hire – save money over time Measure per as long as mance in addition to potential there as long as e strengthening the leadership pipeline – allowing organizations to develop training strategies to further develop in addition to grow talent Hiring managers can be involved in addition to refresh their own assessment/coaching skills Offer broad range of competencies, individually or in group Provide wealth of in as long as mation available to feedback to all involved Offers great opportunity to seal psychological contract

Assessment Centers Drive Per as long as mance in addition to Tools To Assess Each Area Assessment Centers Advantage Most powerful tool to predict profile you hire – saves money over time Hiring managers can be involved in addition to refresh their own assessment/coaching skills Per as long as mance in addition to potential Broad range of competences, individually or in group Wealth of in as long as mation available to feedback to all involved Offers great opportunity to seal psychological contract Disadvantage Time investment required from c in addition to idate – though they get more in-depth feedback in return in addition to can also make an in as long as med decision Relatively expensive in short term – though saves money in the long run

Glickman, Elyse Book LA, The Fashion Editor www.phwiki.com

Case Study A – Assessment Center’s ROI In The Selection Process Client Issue: Very high personnel turnover Young graduates selection procedure Only one interview Or a full assessment center (interview, BAQ, RAT, simulation exercises, etc.) AC Objective: Reduce the turnover of personnel What is the percentage of ‘young graduates’ who left the company within the first 3 years What is the difference between the young graduates who were selected versus an interview in addition to the young graduates who were selected versus an AC Case Study A- Assessment Center’s ROI In The Selection Process The turnover of personnel was reduced by 41%. Case Study B – Talent Management Assesses Future Leaders Challenge The client, one of the world’s largest energy companies, had a program grooming high-potential employees as long as career advancement opportunities in addition to broader leadership responsibilities. In 2008, the company revamped the process used to select employees as long as the program, making it more systematic in addition to rigorous. As a result, the company needed a service provider with talent assessment expertise to evaluate c in addition to idates in the United Kingdom, the United States in addition to Asia. Hudson was selected as the company’s partner because of our robust methodology, global reach, the quality of our assessors in addition to the cost-effectiveness of our offerings.

Case Study B – Talent Management Assesses Future Leaders Solution Hudson’s Talent Management team conducted a series of meetings to learn about the company’s culture, values in addition to leadership framework. Based on that background, we developed assessment materials that were uniquely suited to the client’s leadership development program in addition to trained our assessors to apply their high st in addition to ards during interactions with c in addition to idates. In late 2008, we conducted assessments at three sites: London, Houston in addition to Singapore. Some c in addition to idates were at a relatively early stage in their career with the client, while others had already attained senior-level positions. The type of assessments administered varied accordingly. Overall, about 85 c in addition to idates went through a series of ability in addition to personality tests, simulation exercises, business case studies, interviews in addition to group discussions. Case Study B – Talent Management Assesses Future Leaders Results Hudson provided comprehensive reports about the c in addition to idates’ aptitude as long as per as long as ming effectively in future leadership roles. Our guidance as long as the client throughout the process provided the company with useful in as long as mation about tailoring their development ef as long as ts to ensure their high-potential employees can continue to progress throughout their careers. C in addition to idates – many of whom had never been through an assessment program be as long as e – came away with a better underst in addition to ing of their strengths, weaknesses in addition to opportunities as long as personal development. Even those who did not make it into the leadership program found the experience valuable. The client was highly satisfied. Summary Identifying talent is going to become more vital with the predicted skills shortage in addition to there as long as e more science must be added to the selection process Although it may look like an additional cost, adding science to selection can save thous in addition to s in the future It is important to identify the right solution as long as your organization in addition to the types of roles you hire Whatever you do, always start with the right competencies as long as each role in addition to build from there Always remember, high potential is developed through a solid underst in addition to ing of competency in addition to behavior

Questions/Contacts Thank You Simon Fenwick General Manager, Talent Management Simon.Fenwick@hudson.com 212-351-7249

Glickman, Elyse Fashion Editor

Glickman, Elyse is from United States and they belong to Book LA, The and they are from  Los Angeles, United States got related to this Particular Journal. and Glickman, Elyse deal with the subjects like Fashion and Wearing Apparel

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