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        <title>Human Capital Lab NewsWire</title>
        <link>http://www.humancapitallab.org/rss.php</link>
        <description>The latest resources and research from Bellevue University's Human Capital Lab.</description>
        <language>English</language>
        <copyright>(c) 2012, Bellevue Unversity Human Capital Lab. All rights reserved.</copyright>
        <ttl>5</ttl>        <item>
            <title>The Evolution of Talent Management</title>
            <link>http://www.humancapitallab.org/article.php?id=298</link>
            <description><![CDATA[In today's competitive global marketplace, it's important to effectively manage our talent in order to thrive.<br /><br />
The ever changing demographic of our workforce, along with the increase in technological innovation, makes talent management a challenge. The very definition of "talent" and what it means to an organization has shifted as well.<br /><br />
Learn from Jason Lauritsen, Principal Consultant at Bulletproof Talent, how to define and measure talent in a group setting, different emerging forms of talent, and new models for thinking about talent planning.
<!--<br /><br />
Presented January 24, 2012. Watch the <a href="res-winter12.php">video presentation</a>.-->]]></description>
            <pubDate>Tue, 24 Jan 2012</pubDate>
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            <title>Increase Organizational Results by Leveraging Your Human Capital: Using Change Management and Measurement to Make an Impact.</title>
            <link>http://www.humancapitallab.org/article.php?id=297</link>
            <description><![CDATA[Organizations today are challenged with driving results in every area, across functions, business units and geography. Learning leaders must align interventions with corporate objectives, lead necessary change initiatives, and make impactful decisions based on data-driven input to leverage their most important asset - their people.]]></description>
            <pubDate>Tue, 29 Nov 2011</pubDate>
        </item>        <item>
            <title>Innovation and the Human Capital Investment</title>
            <link>http://www.humancapitallab.org/article.php?id=295</link>
            <description><![CDATA[In a world of ever-accelerating change and global competition, organizations can no longer afford to let innovation be the responsibility of a few individuals or departments.<br /><br />
As the balance of power has shifted to the consumer, continuous innovation, creativity, and organizational learning by <b>the entire organization</b> is required for survival.<br /><br />
Learn from R. John Welsh, Ph.D., how a culture of innovation can be inoculated organization-wide and become part of your firm's DNA - and why NOT doing so will have severe long-term effects.<br /><br />
Presented October 25, 2011. Watch the <a href="res-fall11.php">video presentation</a>.]]></description>
            <pubDate>Tue, 25 Oct 2011</pubDate>
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            <title>Effectively Implementing &lt;i&gt;and Measuring&lt;/i&gt; Collaborative Learning</title>
            <link>http://www.humancapitallab.org/article.php?id=292</link>
            <description><![CDATA[This webinar outlines the strategies and best practices you need to get the most impact out of collaborative learning in your organization. You will learn what KPIs are essential for measurement, how to measure <i>and monetize</i>, and how to leverage analytics to gauge results.<br /><br />
Download the exclusive Human Capital Lab <a href="article.php?id=290">case study</a>, "Bellevue University KnowledgeCaf&eacute;: Stage One Evaluation," referenced in Joe Hare's presentation.]]></description>
            <pubDate>Fri, 02 Sep 2011</pubDate>
        </item>        <item>
            <title>Measuring Business Impact: &lt;i&gt;Bellevue University KnowledgeCaf&amp;eacute;: Stage One Evaluation&lt;/i&gt;</title>
            <link>http://www.humancapitallab.org/article.php?id=290</link>
            <description><![CDATA[Effective knowledge management is a game-changer for any organization. Employing a knowledge management platform can yield incredible savings both in terms of time and to the bottom line. This case study documents the planning, installation, and the key findings of implementing Bellevue University's knowledge management system, <i>KnowledgeCaf&eacute;</i>.]]></description>
            <pubDate>Fri, 05 Aug 2011</pubDate>
        </item>        <item>
            <title>A Broken Record</title>
            <link>http://www.humancapitallab.org/article.php?id=288</link>
            <description><![CDATA["Sounding like a broken record" is an antiquated adage in the digital age. And the broken record many learning leaders keep saying, "My CEO doesn't care about measurement" is just as outdated. According to a recent survey, 96 percent of CEOs want to know that learning programs are driving their organization's business measures. CEOs do care about measurement, but they often don't know how to ask for it. Learn what four key players must be present at the table to help link learning interventions to strategic business performance indicators.]]></description>
            <pubDate>Fri, 29 Jul 2011</pubDate>
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            <title>Effectively Implementing &lt;i&gt;and Measuring&lt;/i&gt; Social Learning</title>
            <link>http://www.humancapitallab.org/article.php?id=285</link>
            <description><![CDATA[Collaborative learning is the game-changing tool sweeping through the learning community. However, effective implementation requires defining what you would like to accomplish and how you will measure progress. This presentation describes all the facets of a collaborative learning initiative and provides a basic overview of measurement principles.
<br /><br />
You can also <a href="res-summer11.php">watch a video</a> from the presentation.]]></description>
            <pubDate>Tue, 26 Jul 2011</pubDate>
        </item>        <item>
            <title>Driving Collaboration &lt;i&gt;through Social Media&lt;/i&gt;</title>
            <link>http://www.humancapitallab.org/article.php?id=280</link>
            <description><![CDATA[As we continue to move toward a knowledge-based economy, it is becoming clearer that human capital is becoming the one true competitive advantage. Within the people of an organization resides unique knowledge that cannot be replicated. Knowledge, both tacit and explicit, is a resource that can impact the effectiveness of a business. The management of that knowledge is crucial in setting oneself apart from one's competitors. To address this problem, knowledge management strategies need to be developed to allow an organization to capture, store, and retrieve knowledge.]]></description>
            <pubDate>Fri, 08 Jul 2011</pubDate>
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            <title>What If? The Pending Organization Succession Crisis</title>
            <link>http://www.humancapitallab.org/article.php?id=282</link>
            <description><![CDATA[On January 1, 2011, 76 million baby boomers began a steady cycle of retirement that will unleash one of the largest demographic and economic upheavals the United States has ever experienced. Gen Xers and Millennials will not be able to replace the 40 percent gap in the U.S. workforce. These younger generations also cannot be expected to replace perhaps an even greater unknown amount of tacit and explicit knowledge necessary to successfully operate the public and private sectors as we know them today. Serious efforts must be undertaken now to document and transfer this knowledge to the next generations.]]></description>
            <pubDate>Fri, 08 Jul 2011</pubDate>
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            <title>VF Corporation: Measuring the Impact of Performance Management&lt;br /&gt;&lt;i&gt;Maximizing Performance: Stage One Evaluation&lt;/i&gt;</title>
            <link>http://www.humancapitallab.org/article.php?id=279</link>
            <description><![CDATA[This case study is the first in a three-stage analysis of VF Corporation's company-wide performance management system, Maximizing Performance. This stage of the analysis focuses on the compliance and quality issues involved in writing VF Corporation's performance plans and details the three key factors that emerged as having a dramatic impact on those issues.]]></description>
            <pubDate>Mon, 13 Jun 2011</pubDate>
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