Casual Films is a new kind of production company, built for flexibility and creativity. Casual is a team of expert filmmakers based in London and New York with 4,000+ films and animations and 50+ industry awards under their belt in the past 7 years.
The organizers and presenters livened up the forum in an information exchange designed to energize, inform, and empower executives, business leaders, and people in the HR field. There was overwhelming agreement that how we have approached people and talent in the past will not be the best way to approach it in the digital age.
The forum was structured as short focused talks from 14 professionals sharing their ideas on how we can move our talent thinking forward. The single rule added an element of merriment— 20 slides auto-rotating every 15 seconds. The speakers championed out-of-the-box thinking on a strategic roadmap that leads to the rebellious future of HR.
At the heart of the roadmap is culture change in HR. HR needs to lead the change that the organization envisions. HR is in the unique position of interacting with all levels in the organization and can serve as role models for a new way of working. Speed, agility, dexterity, and data are important tools to re-humanizing HR.
Mark Fogel, Co-Founder, Human Capital 3.0; Frank Wander, CEO, PeopleProductive
In a competitive job market, establishing and maintaining an employer brand is critical to talent acquisition and management. Leaders in this space are focused less on brand protection and more on brand re-invention by:
- Creating an authentic and compelling brand that tells your story
- Experimenting with media and technology to establish a unique brand that speaks to a diverse workforce
Jonathan Allen, New York Chapter Director, Startup Socials; Lydia Chan, Senior Producer, Casual Films
Leadership development is the channel by which the employer brand and culture materializes. An investment in great leadership development can result in leaders who
- Can motivate and inspire others through a crisis, leaving no one behind
- Can engage others in shared meaning
- Have a distinctive and compelling voice
- Have integrity and strong values
- Have adaptive capacity to lead through disruption
Sarah Firisen, Director, GRP of the Future Global Leadership Development Programme, PWC
Talent acquisition includes procurement, forecasting, and pipelining. Cognitive bias results in a new hire failure rate of 46%. It is important to know your needs and your market. A structured interview process that evaluates skills and fit can double the hiring success rate. Social media tools allow the procurement process to be personalized in content and timing. Equity offerings can become grounds for innovative and differentiating compensation packages.
Katrina Collier, Social Recruiting Specialist, Winning Impression; Cooper Pickett, Founder, Longneck & Thunderfoot; Jody Robie, Head of Client Development, USA, Talent Works
John Sigmon, Chief Human Resources Officer, AARP
At the heart of every business are people. The goal of Talent Management is to motivate, develop, and retain productive and engaged employees. You can leverage different art forms and channels to accomplish this. Engaged employees feel seen and heard. Savvy corporations
- Nurture the power of a collaborative workforce by focusing on individuals not age, tenure, etc.
- Assess behaviors, not outcomes, and reward changed behavior
- Address high rate of change and skill gap with coaching/mentoring
Scott Annan, COO, Liquid Talent; Nick Crowe, Director of Education, Learnkit; Russell Hamilton, Principal, Connection Lab; Vadim Liberman, Manager, Talent Engagement, A Fortune 100 financial services firm; Miriam Peterson, Social Media Coordinator, Goshow Architects