At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
How can you and your organization demonstrate positive elearning return on investment (ROI)? Find out in this guide, which describes six key strategies.
Learn more about eLearning: http://www.lynda.com/Elearning-training-tutorials/33-0.html
Employee Engagement in a Challenging EconomyTalentMap
The document discusses how a challenging economy impacts employee engagement. It notes that engagement typically lags behind GDP and unemployment. During recessions, remaining employees face increased stress due to job insecurity, workload increases, and questions about whether their organization cares about them. However, maintaining engagement is important for long term success. Best practices include focusing on communication, direction, career growth, and wellness to help employees cope. The presentation also lists upcoming engagement-related events.
The webinar will begin at the top of the hour using computer speakers or headphones as no dial in number will be provided. Questions can be submitted using an icon and handouts like slide decks can be downloaded. Recordings will be available later on-demand and certification codes will be provided in a follow up email.
The New VUCA World: Creating Alignment for StabilityBizLibrary
This document summarizes a webinar presentation by Lori Kleiman on creating alignment for stability in a VUCA world. The webinar discusses the challenges of volatility, uncertainty, complexity and ambiguity (VUCA) and provides frameworks to address them, including the SCAILES model. It also covers topics like leadership tactics, developing employees, and communication. The goal is to help organizations and leaders navigate changes in business trends and a dynamic work environment.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
This document summarizes an upcoming webinar on innovative approaches for managing professional growth. The webinar will discuss the challenge of providing professional growth opportunities, especially in small or low-growth organizations. It will then present four new ways to enhance professional growth: career management, encouraging network development, implementing "tours of duty" between the employee and organization, and building an alumni network for former employees. The webinar aims to engage talented employees and help them build long-term employability outside of the traditional career ladder model.
1. The document discusses how work and leadership are changing as work becomes more complex, teams more diverse, customers more dispersed, and technology advances faster. This requires updating how we prepare leaders for their new roles of leading learners.
2. Leading learners is very different than traditional management and requires breaking old habits and learning new skills. Managers must motivate creativity through psychological safety, relationships, and self-direction rather than traditional methods like evaluation and competition.
3. There is a growing gap in engagement for new managers who need more support in their transition, costing organizations millions. We must do better supporting leaders as both managers and their teams continuously learn and adapt.
The document discusses best practices for startup team management and development based on the teachings of Steve Blank. It addresses that a startup team should be minimal, including only roles necessary to validate a repeatable and scalable business model. The CEO is responsible for all other functions until a business model is proven. An ideal tech startup team includes a designer, engineer, and developer, with the CEO handling additional responsibilities. The document also outlines the four stages of team development and provides tools and methods for customer development, validation, and pivoting as needed based on customer feedback.
Read how AFROSAI-E and The Swedish National Audit Office are employing a development and mentoring to help Supreme Audit Institution executives transform their leadership capacity into capability.
For the web version visit:
http://www.ddiworld.com/go/archive/go-magazine-2016-issue-1
How can you and your organization demonstrate positive elearning return on investment (ROI)? Find out in this guide, which describes six key strategies.
Learn more about eLearning: http://www.lynda.com/Elearning-training-tutorials/33-0.html
Employee Engagement in a Challenging EconomyTalentMap
The document discusses how a challenging economy impacts employee engagement. It notes that engagement typically lags behind GDP and unemployment. During recessions, remaining employees face increased stress due to job insecurity, workload increases, and questions about whether their organization cares about them. However, maintaining engagement is important for long term success. Best practices include focusing on communication, direction, career growth, and wellness to help employees cope. The presentation also lists upcoming engagement-related events.
The webinar will begin at the top of the hour using computer speakers or headphones as no dial in number will be provided. Questions can be submitted using an icon and handouts like slide decks can be downloaded. Recordings will be available later on-demand and certification codes will be provided in a follow up email.
The New VUCA World: Creating Alignment for StabilityBizLibrary
This document summarizes a webinar presentation by Lori Kleiman on creating alignment for stability in a VUCA world. The webinar discusses the challenges of volatility, uncertainty, complexity and ambiguity (VUCA) and provides frameworks to address them, including the SCAILES model. It also covers topics like leadership tactics, developing employees, and communication. The goal is to help organizations and leaders navigate changes in business trends and a dynamic work environment.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
This document summarizes an upcoming webinar on innovative approaches for managing professional growth. The webinar will discuss the challenge of providing professional growth opportunities, especially in small or low-growth organizations. It will then present four new ways to enhance professional growth: career management, encouraging network development, implementing "tours of duty" between the employee and organization, and building an alumni network for former employees. The webinar aims to engage talented employees and help them build long-term employability outside of the traditional career ladder model.
1. The document discusses how work and leadership are changing as work becomes more complex, teams more diverse, customers more dispersed, and technology advances faster. This requires updating how we prepare leaders for their new roles of leading learners.
2. Leading learners is very different than traditional management and requires breaking old habits and learning new skills. Managers must motivate creativity through psychological safety, relationships, and self-direction rather than traditional methods like evaluation and competition.
3. There is a growing gap in engagement for new managers who need more support in their transition, costing organizations millions. We must do better supporting leaders as both managers and their teams continuously learn and adapt.
The document discusses best practices for startup team management and development based on the teachings of Steve Blank. It addresses that a startup team should be minimal, including only roles necessary to validate a repeatable and scalable business model. The CEO is responsible for all other functions until a business model is proven. An ideal tech startup team includes a designer, engineer, and developer, with the CEO handling additional responsibilities. The document also outlines the four stages of team development and provides tools and methods for customer development, validation, and pivoting as needed based on customer feedback.
Read how AFROSAI-E and The Swedish National Audit Office are employing a development and mentoring to help Supreme Audit Institution executives transform their leadership capacity into capability.
For the web version visit:
http://www.ddiworld.com/go/archive/go-magazine-2016-issue-1
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
This guide describes four steps any company can take to get the most from an elearning investment.
Business leaders increasingly recognize that providing employee training is critical to success. Companies worldwide use instructional content available on demand to build elearning programs that drive positive outcomes.
More than 40 percent of global Fortune 500 companies had embraced elearning strategies in 2013 (Ibis Capital). That same year, elearning was a $56.2 billion industry. This was expected to more than double by the end of 2015 (Global Industry Analysts).
Tremendous benefits result from elearning—chief among them improving employee performance and productivity, aligning expertise with business objectives, and providing consistent and scalable training to a dispersed workforce.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
Buiilding and Supporting a Collaborative WorkplaceRobin Schooling
Building and supporting collaboration in the workplace requires addressing both motivational and ability barriers to collaboration. It is important to assess when collaboration is appropriate and design solutions to break down barriers between employees. These barriers include the "not invented here" tendency to hoard ideas, search difficulties in finding helpful resources, and challenges transferring tacit knowledge between groups. Fostering a collaborative culture requires modeling collaborative behaviors, training employees in collaborative skills, and using performance programs to reward collaboration throughout the organization.
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
The world at large is ever-changing, and our organizations and employees are doing all we can to keep up. The days of going off to a strategic planning retreat, planning a five-year vision and executing it are gone. We now operate in a world that is VUCA — Volatile, Uncertain, Complex and Ambiguous. What do you as the HR leader have to do to adapt to this new and ever-changing world? We will identify common needs of HR functions today and give tips and suggestions to align HR with the changes in the organization, ensure you gain the resources you need and establish yourself as the visionary team member that is helping to drive your organization forward.
Learning objectives:
What is the VUCA world?
Evaluate what areas of HR will be impacted by changes.
Establishing and advocating for needs of HR and your employees.
Aligning processes with the new initiatives in your organization.
Presented by: Mike Erlin, Managing Director, Australia & New Zealand
Some questions we answer:
Compliance
•Where do the highest risk levels reside & why?
•What are my risks if employees do not finish a course on time?
Succession Planning
•Which employees are ready for a new role?
Career Mobility
•What are possible career paths based on current role and career interests?
Employee Growth
•What is my employee’s potential for new roles & how can I best develop them?
Learning & Development
•What courses drive the most impactful development?
•How can I effectively assign courses & optimise our catalog?
Learning professionals face challenges to keep pace with the speed in which valued skills and capabilities are sweeping the workforce. With the added complexity of ubiquitous learning, disruptive technologies and multi-generational workforce diversity, we can safely agree that the time is now for learning and development functions to reboot. During this session, you will learn how Blue Cross and Blue Shield of North Carolina’s evidence-based approach is positioning us to reduce learning cost, improve stakeholder satisfaction, align to value-based business outcomes and gain efficiencies.
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
Interviews are the most commonly used tool in the majority of hiring and promotion decisions. Therefore, if talent matters to your organization ensure your interviewing system is a critical part to your business processes.
Download DDI’s How-To-Guide to help you change your interviewing system into a strategic advantage.
This session explores the design of persona-based learning maps to support manager-employee development discussions. Employees in participating organizations are assigned a “learning persona” based on their role. Skills and learning activities are then varied based on the needs of different groups.
We’ve compiled data from our thought leaders to compare methodologies and solutions against those practices used by “Best-in-Class” companies.
Download this guidebook to learn how DDI assessment systems stack up with respect to best practices and tools/technologies.
Towards Maturity & PA Consulting presentationLaura Overton
This document discusses preparing for the future of learning in healthcare. It summarizes findings from a survey that show top learning organizations are more likely to establish clear goals, think differently, understand learners, use appropriate technology, make learning a team effort, provide ongoing training, use common sense frameworks, keep improving, and implement learning solutions. The document advocates for using experiences and resources to support on-the-job learning. It acknowledges challenges healthcare faces in adopting new learning technologies and developing skills, and provides recommendations for defining needs, designing practical support, and iterating based on user feedback to prepare for future changes.
The document discusses optimizing an organization's leadership pipeline. It provides 6 key steps: 1) Connect leadership development to business priorities. 2) Define success profiles for leaders. 3) Manage leadership transitions at all levels. 4) Carefully identify high-potential employees. 5) Secure commitment from senior leaders. 6) Implement principles like metrics to ensure ongoing success of the pipeline. The goal is to develop the right quantity and quality of leaders to meet business challenges.
Check out stories on VF’s “brand” new approach to global talent, a sampling of illuminating findings from the Global Leadership Forecast 2014ǀ2015, and the need for retirement management. The issue also includes articles on embracing the people side of lean in manufacturing, highlights from a survey showing how HR is perceived by business leaders, a cup of coffee with Fast Company’s Robert Safian.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
This presentation was part of a Week 0 class called "How Neuroscience Influences Human Behavior" at the Stanford Graduate School of Business. The class was co-taught by Marketing Professor Baba Shiv and Nir Eyal (Stanford MBA '08, blog: http://www.nirandfar.com)
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
This guide describes four steps any company can take to get the most from an elearning investment.
Business leaders increasingly recognize that providing employee training is critical to success. Companies worldwide use instructional content available on demand to build elearning programs that drive positive outcomes.
More than 40 percent of global Fortune 500 companies had embraced elearning strategies in 2013 (Ibis Capital). That same year, elearning was a $56.2 billion industry. This was expected to more than double by the end of 2015 (Global Industry Analysts).
Tremendous benefits result from elearning—chief among them improving employee performance and productivity, aligning expertise with business objectives, and providing consistent and scalable training to a dispersed workforce.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
Buiilding and Supporting a Collaborative WorkplaceRobin Schooling
Building and supporting collaboration in the workplace requires addressing both motivational and ability barriers to collaboration. It is important to assess when collaboration is appropriate and design solutions to break down barriers between employees. These barriers include the "not invented here" tendency to hoard ideas, search difficulties in finding helpful resources, and challenges transferring tacit knowledge between groups. Fostering a collaborative culture requires modeling collaborative behaviors, training employees in collaborative skills, and using performance programs to reward collaboration throughout the organization.
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
The world at large is ever-changing, and our organizations and employees are doing all we can to keep up. The days of going off to a strategic planning retreat, planning a five-year vision and executing it are gone. We now operate in a world that is VUCA — Volatile, Uncertain, Complex and Ambiguous. What do you as the HR leader have to do to adapt to this new and ever-changing world? We will identify common needs of HR functions today and give tips and suggestions to align HR with the changes in the organization, ensure you gain the resources you need and establish yourself as the visionary team member that is helping to drive your organization forward.
Learning objectives:
What is the VUCA world?
Evaluate what areas of HR will be impacted by changes.
Establishing and advocating for needs of HR and your employees.
Aligning processes with the new initiatives in your organization.
Presented by: Mike Erlin, Managing Director, Australia & New Zealand
Some questions we answer:
Compliance
•Where do the highest risk levels reside & why?
•What are my risks if employees do not finish a course on time?
Succession Planning
•Which employees are ready for a new role?
Career Mobility
•What are possible career paths based on current role and career interests?
Employee Growth
•What is my employee’s potential for new roles & how can I best develop them?
Learning & Development
•What courses drive the most impactful development?
•How can I effectively assign courses & optimise our catalog?
Learning professionals face challenges to keep pace with the speed in which valued skills and capabilities are sweeping the workforce. With the added complexity of ubiquitous learning, disruptive technologies and multi-generational workforce diversity, we can safely agree that the time is now for learning and development functions to reboot. During this session, you will learn how Blue Cross and Blue Shield of North Carolina’s evidence-based approach is positioning us to reduce learning cost, improve stakeholder satisfaction, align to value-based business outcomes and gain efficiencies.
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
Interviews are the most commonly used tool in the majority of hiring and promotion decisions. Therefore, if talent matters to your organization ensure your interviewing system is a critical part to your business processes.
Download DDI’s How-To-Guide to help you change your interviewing system into a strategic advantage.
This session explores the design of persona-based learning maps to support manager-employee development discussions. Employees in participating organizations are assigned a “learning persona” based on their role. Skills and learning activities are then varied based on the needs of different groups.
We’ve compiled data from our thought leaders to compare methodologies and solutions against those practices used by “Best-in-Class” companies.
Download this guidebook to learn how DDI assessment systems stack up with respect to best practices and tools/technologies.
Towards Maturity & PA Consulting presentationLaura Overton
This document discusses preparing for the future of learning in healthcare. It summarizes findings from a survey that show top learning organizations are more likely to establish clear goals, think differently, understand learners, use appropriate technology, make learning a team effort, provide ongoing training, use common sense frameworks, keep improving, and implement learning solutions. The document advocates for using experiences and resources to support on-the-job learning. It acknowledges challenges healthcare faces in adopting new learning technologies and developing skills, and provides recommendations for defining needs, designing practical support, and iterating based on user feedback to prepare for future changes.
The document discusses optimizing an organization's leadership pipeline. It provides 6 key steps: 1) Connect leadership development to business priorities. 2) Define success profiles for leaders. 3) Manage leadership transitions at all levels. 4) Carefully identify high-potential employees. 5) Secure commitment from senior leaders. 6) Implement principles like metrics to ensure ongoing success of the pipeline. The goal is to develop the right quantity and quality of leaders to meet business challenges.
Check out stories on VF’s “brand” new approach to global talent, a sampling of illuminating findings from the Global Leadership Forecast 2014ǀ2015, and the need for retirement management. The issue also includes articles on embracing the people side of lean in manufacturing, highlights from a survey showing how HR is perceived by business leaders, a cup of coffee with Fast Company’s Robert Safian.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
This presentation was part of a Week 0 class called "How Neuroscience Influences Human Behavior" at the Stanford Graduate School of Business. The class was co-taught by Marketing Professor Baba Shiv and Nir Eyal (Stanford MBA '08, blog: http://www.nirandfar.com)
The document discusses several topics relating to corporate governance:
- CEOs are criticized for being unable to devote sufficient time to board duties and for having leadership styles that inhibit collaboration and listening.
- Subsidiary CEOs at Berkshire Hathaway report that their financial performance is better than it would be without Berkshire Hathaway's ownership and trust-based culture.
- Nonprofit boards can teach for-profit boards about sharing power, independent directors improving monitoring, and how powerful CEOs may lower governance quality.
The largest investor complaint about proxy statements is the inability to understand executive compensation disclosures and determine if pay is appropriate.
This document discusses 8 key life and leadership lessons shared in the 2016 Stanford GSB View From The Top guest speaker series. It explores takeaways from leaders who spoke at Stanford about their experiences and advice. The document aims to provide insights for developing leadership skills.
Professor Jennifer Aaker and venture capitalist David Hornik explore the importance of stories in fueling growth and innovation in your company as well as the role of stories in shaping how others view your brand
Explore key takeaways shared in our Stanford GSB View From The Top guest speaker series this year.
More leadership insights: http://stanford.io/leadership
3 Most Critical HR Challenges for Startup FoundersJoseph Fung
Startup founders often have to juggle numerous priorities. When it comes to HR-related tasks, they are often caught up in *tactical* problems instead of *strategic* ones. This presentation outlines 3 critical and strategic challenges that should command significant attention from startup founders (and early stage employees).
This presentation was originally delivered as part of Communitech's Level Up series in Waterloo, Canada.
Steve Thompson, VP Enterprise Application Solutions & Alliances, Johnson Controls Inc.
From the 2010 Responsible Supply Chains Conference at Stanford Graduate School of Business: http://www.gsb.stanford.edu/scforum/ser/conference
For more resources from previous years:
http://www.gsb.stanford.edu/scforum/ser/conference/resources.html
Natura is a Brazilian cosmetics company with $2.1 billion in annual sales and over 1 million consultants. It has a sustainable supply chain focused on biodiversity and community development. Key aspects include sourcing from over 200 suppliers in Brazil and benefiting over 2,000 families, investing $30 million annually in social responsibility programs, and having carbon neutral operations. Natura's sustainable approach to its supply chain helps drive its success while creating social and environmental value.
Successful business people approach their problems creatively.
Chapter 1 from Creativity in Business by Michael Ray and Rochelle Myers.
http://faculty-gsb.stanford.edu/ray/bio.html
Innovation can mean many things. What is the most effective way to bring innovation to your organization? Stanford d.school's Perry Klebahn and Jeremy Utley will discuss how to routinely innovate in your job.
- Jack Ma gave a speech in Mandarin at Stanford University on May 4, 2013, during his last few days as CEO of Alibaba.
- He reflected on Alibaba's history and growth from humble beginnings, noting that when he started the company in 1995, nobody believed in him or thought it would succeed. However, through perseverance and a respect for technology, Alibaba was able to transform e-commerce in China and have a bigger impact than he ever imagined.
- Ma believes the current era is one of constant change and social conflicts which provide opportunities for young people. Entrepreneurs must be able to adapt to changes and share their good fortune with others through helping small businesses.
The Dean of the Stanford Graduate School of Business provided a summary of the school's progress over the past academic year in a letter to friends of the school. Key points included strengthening core programs, expanding global reach through new locations and technology-enabled programs, and increasing diversity among students and faculty. Student clubs continued to bring together diverse groups, and career preferences among graduates have shifted more towards technology fields in recent years. The school aims to continue improving programs and increasing its positive global impact.
Startup Team Development, for the Startup America Learning Seriesfoundertrainingcenter
Carolynn Duncan is the CEO of Founder Training Center, a regional incubator that has helped companies generate over $20 million in revenue. She discussed the importance of startup teams and different roles within teams, including management, staff, and advisors. She provided examples of ideal team structures and common gaps. Duncan also outlined tactics for effective team communication and management, such as regular meetings, addressing challenges, and maintaining team morale.
This document discusses building an entrepreneurial team. It addresses finding team members, deciding what roles are needed, choosing team members, and equitably splitting equity shares. The key points covered are that the team is the most important asset, team members should share the same vision and goals, and equity should be split based on factors like experience, skills, commitment, and whether their strengths are in theory or execution. Examples are provided for scoring team members on different criteria to determine their equity share.
Most startups fail because they are not able to hire the right set of people for their business. Here some common hiring challenges that most startups face.
This document discusses how founders can build a strong startup team and culture. It emphasizes that culture is a shared way of doing things with passion, and does not happen automatically, especially for startups. The founders play a key role in facilitating culture but cannot control it directly. It also stresses the importance of hiring the right people who are a cultural fit, doing so slowly, and clearly defining who should join the team. Developing people and company values together is also discussed.
The document provides tips for startups on hiring. It recommends focusing hiring efforts by hiring 10 candidates at once rather than spread out over 3 months to allow for better choice. Other tips include hiring friends of friends, making the job opportunity story viral, asking interviewees for referrals and advice, writing down the hiring story and testing it, and focusing on hiring for either expertise or throughput depending on the company's needs. The document emphasizes the importance of communication, focus, and fit over specific skills when hiring.
HR issues in startups, including hiring the right team and splitting equity
w/ Rob Siegel, General Partner, XSeed Capital, Lecturer at Stanford GSB
Rob will cover best practices, common mistakes and tips that startups should take into account during their recruiting and hiring process. Topics covered will include:
- Recruiting & retaining technical talent
- Outsourcing
- Managing contractors
- Other HR issues important for startups
This document provides an introduction to the career path of a business analyst. It discusses that business analysis is a fast-growing and lucrative career option that offers various benefits such as job stability, success, and high pay. The document outlines the typical job responsibilities of a business analyst and explains how professionals from different backgrounds can transition into this role. It also describes the career progression opportunities for business analysts at both junior and senior levels.
This document provides an agenda for an Executive MBA course on Business Management taking place on 18/12/2022 from 9:30am to 6:00pm. The course will consist of 5 sessions covering the following topics:
1. Introduction to Business Management
2. Managing External
3. Managing Internal
4. Managing Work Performance
5. Q&A and Group Photo
The document also provides details on the instructor's academic and professional affiliations as well as summaries and outlines of the content that will be covered in each session.
What to Expect From a Small vs Large Company by Salesforce Sr.PMProduct School
Main takeaways:
- Benefits and shortcomings of Product Management at a small vs large company
- Tips to making the transition easier
- Understand additional subtleties between working at a small and large company and determine what is best for you
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
The document discusses the evolving role of business analysts from a past focus on requirements elicitation, analysis and documentation to a current and future focus on enterprise analysis, strategic planning and ensuring business value throughout the project lifecycle. It notes that business analysts now help organizations improve processes, reduce costs and better support customers. The role requires skills in both business and technical domains to effectively communicate between teams.
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Positioning Your Organization to Attract and Retain Top Talent - Jobstreet.co...Kenny Ong
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This document outlines 10 steps for increasing employee retention presented by Roy Barker of Moore Diversified Services. It begins with introductions of the company, presenter, and importance of retention. Steps 6-10 are then outlined which include creating advancement opportunities, challenging employees, praising them, developing an excellent company culture, and truly getting to know each employee. The presentation emphasizes making the company a desirable place to work long-term rather than just a last resort. It concludes with contact details to ask questions and a reminder to complete a survey.
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Similar to Robert Siegel: HR Issues in a Startup (20)
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https://www.oeconsulting.com.sg/training-presentations]
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Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
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Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
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Robert Siegel: HR Issues in a Startup
1. HR Issues In a Startup :
Team, Talent, Make/Buy/Rent, and
More….
Robert Siegel
Lecturer, Stanford GSB; General Partner, XSeed Capital
@robsiegel
Stanford Graduate School of Business
February 27, 2014
5. Executive Staff
Your ability to scale is directly related to
the capability of your direct reports
- Hard to get stars if you are unproven
Think athletic team
Vice Presidents
- Marketing
- Sales
- Engineering/CTO
- Product
Stanford Graduate School of Business
6. Outlier Leaders
Executives who come later
Game changers
Fixers
Smaller pieces, bigger pies
Stanford Graduate School of Business
8. Managing the Technical Function
Make or buy or rent
Can you judge the deliverables?
Throwing away the MVP
Finding a technical co-founder
- And if you’ve never worked together before…
Stanford Graduate School of Business
9. Truisms
All that matters is if the product
works and is on time
Hire people who have delivered
and shipped product before
Development includes customers,
product/market fit, QA, scalability
Stanford Graduate School of Business
11. Paying Your Team
Pay what is fair (cash and stock)
Don’t overpay and don’t underpay
Assume comp is an open book
There are best practices – you
don’t need to reinvent the wheel
Stanford Graduate School of Business
12. New Hires – Seed Stage
Non-founding CEO – 4.0% to 8.0%
VPs – 1.5% to 3.0%
Directors – 0.5% to 1%
Managers – 0.2% to 0.4%
All others – < 0.2%
Stanford Graduate School of Business
13. New Hires – Series A
Non-founding CEO – 4.0% to 6.0%
VPs – 1.0% to 2.0%
Directors – 0.4% to 0.8%
Managers – 0.1% to 0.3%
All others – < 0.1%
Stanford Graduate School of Business
14. New Hires – Series B
Non-founding CEO – 3.0% to 5.0%
VPs – 0.75% to 1.3%
Directors – 0.3% to 0.6%
Managers – 0.1% to 0.2%
All others – < 0.1%
Stanford Graduate School of Business
15. Other Data Sources and Perspectives…
Title
Range (%)
CEO
5 – 10
COO
2–5
VP
1–2
Independent Board Member
1
Director
0.4 – 1.25
Lead Engineer
0.5 – 1
5+ years experience Engineer
0.33 – 0.66
Manager or Junior Engineer
0.2 – 0.33
Stanford Graduate School of Business
16. How to Divvy Up the Pie…
Classic startup – founders
• Not all equal
• Experience, background,
skillsets
Mix of title and position is
less of an issue with a
founding group
• Aforementioned variables more
important
It’s all about “t-comp”
Stanford Graduate School of Business
17. Holistic POV
Investors
Employee pool
• It needs to be refreshed after each round if
you take venture money
• You will be diluted; get comfortable with it
Founders
• What’s left over…
• You will be diluted; get comfortable with it
Stanford Graduate School of Business
18. Other Special Attributes of Executives
Early exercise
• Tax benefits
Vesting schedules
• Accelerated vesting up front if a
founder
• Acceleration on acquisition
(double trigger)
Stanford Graduate School of Business
20. Best Practices
Startups are not democracies
HR from Day 1:
Informal feedback
360 degree reviews
Scott Brady methods
Stanford Graduate School of Business
21. Other Random Insights
Your team is a reflection of you
Saloner’s First Law
How the CEO keeps his/her job
If there is a problem with the
business, figure it out before your
Board does
Stanford Graduate School of Business