A Recipe for Success:Building a Corporate University


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One of the major initiatives for corporations in 2014 is to create a Corporate University. Which means, that if this is a priority for your organization, you’ll want to understand the nine steps needed for building a successful Corporate U.


However, before we jump in, we should first discuss what is a Corporate University. Is it to combine all learning activities under one umbrella? Is it to create a “cool” name for activities that are already taking place? Or is it to be a member of the approximately 3700 Corporate Universities that are estimated to be in existence? 


I don’t think so. According to Mark Allen in The Corporate University Handbook, a Corporate University is “an educational entity that is a strategic tool designed to assist its parent organization in achieving its mission by conducting activities that cultivate both individual and organizational learning, knowledge and wisdom.”


Simply put, it’s about developing employees to improve employee and organizational performance to achieve organizational results. If we use this definition as the backbone for creating a Corporate U, we can easily define nine steps for success.


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Competency Development Best Practices:

Learn the best five practices to develop employee competencies

By Cindy Pascale, CEO

October 2013


HR Leaders and C-level Executives agree that developing competencies improves individual and overall organization performance. While most leaders recognize the importance of competency development to the vitality and sustainability of their organization, a recent poll showed that only one third currently develop competencies. It’s interesting to note that in the same poll, 45% of the respondents were also considering implementing a competency based training program within the next 12 months.To achieve their desired goals, organizations that are currently developing or planning development should understand and build the five competency development best practices into their development process. 


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eQuest Big Data Whitepaper HR's Golden Opportunity


With the arrival of Big Data, HR is faced with an unprecedented opportunity to become more data- driven, analytical and strategic in the way that it acquires talent. Indeed, HR has spent much of the past decade trying to find increasingly better ways to apply metrics and analytics to its human capital decisions. Now, powerful new technologies make it possible for HR to blend its internal data with an unprecedented amount of data from external sources to make evidence- based talent management decisions and to raise the department’s profile as a strategic partner to senior leadership. This is particularly true when it comes to job boards, which continue to be a top source for employers to tap into active job seekers. Today’s more evolved job boards provide a goldmine of information, and the ‹‹need for HR to successfully leverage this information to win the war for talent has never been greater. Thanks to the growing number of software vendors that have been successfully gathering and analyzing vast amounts of talent-related data, HR can now turn to these experts for much-needed assistance in launching their own talent- related Big Data initiatives. (Note: For the purposes of this article, the term “talent management” refers to the life cycle of activity that begins with talent acquisition and selection and extends throughout their development, promotion and retention.)    


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