2017 Spencer Stuart U.S. Board Index Highlights
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A snapshot of trends in board composition, board governance practices and director compensation among S&P 500 companies.
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
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Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...Istanbul Beykent University (İstanbul Beykent Üniversitesi)
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcyMore Related Content
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FOR MORE VISIT HR BLOG -> cake.hr/blog
Thinking Talent Architecture
This document discusses how the world of work has changed in recent decades due to globalization, technology advances, and changing workforce attitudes. Many businesses still need to adapt their talent strategies to today's workplace. It presents examples of traditional ("Kevin") and modern ("Sam") employees and career paths. The challenge is that organizations develop specialists but then lack leadership skills for senior roles. Solutions proposed include analyzing talent architecture, creating a systematic talent plan aligned to business strategy, and helping with plan delivery through initiatives to accelerate team performance, simplify processes, and build talent flow.
BPI group Executive Employment Trends Annual Report 2018
BPI group’s Executive Employment Trends Annual Report 2018 offers visibility into the current executive job market based on landing data collected on our Executive Transition Services (ETS) clients who completed their job search in 2018, and compares selected data to findings from 2017.
From Succession to Success Empowering Millennials and Gen Zs for Leadership.pdf
2024 is just around the corner, but it's not too late to equip yourself with knowledge and updated trends that you can use in your recruitment processes.
This webinar will help embrace the newest trends and strategies of 2024, equipping you with innovative approaches to engage with the new generation of leaders!
In this session, learn practical insights to:
Exploring work styles and preferences of Millennials and Gen Z leaders
Strategies for boosting retention and loyalty in your organization
Innovative approaches to enhance learning and development initiatives
Check out the recording here: https://www.talentview.com/from-succession-to-success-empowering-millennials-and-gen-zs-for-leadership/
Want to learn more about Empowering Millennials and Gen Zs for Leadership? Schedule a call here: https://calendly.com/mica-palattao/30min?month=2023-12
#TalentViewLearning
EPI-USE Summit Workforce2020
Invitation til EPI-USE Summit Workforce2020 den 12. januar hos DI i København. Tilmeld dig via link i invitationen.
Vel mødt
Changing the Trajectory: How Companies Can Lean In Too
This document summarizes findings from McKinsey & Company's 2018 study on women in the workplace. Some key findings include:
- Women face challenges advancing in their careers, with promotion rates to manager being 21% lower than men. Black women face even greater challenges, with a 40% lower promotion rate.
- While most employees want to stay at their companies, 81% of women who plan to leave cite taking a role at another company as the reason.
- Gender diversity in companies is linked to improved performance, with diverse companies being 15% more likely to outperform industry averages. However, only 28% of women see their companies as adequately representing women in leadership.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Gender Bias in Multi-Rater Feedback Surveys
This document summarizes research examining gender bias in multi-rater feedback surveys. The research analyzed data from over 20,000 managers rated through the Hogan 360 survey. It found small but statistically significant differences in how men and women were rated by male and female raters. For example, women were seen as more organized and empathetic while men were seen as more steady under pressure. The implications are that gender biases should be considered when interpreting multi-rater feedback and developing individuals and organizations.
Similar to 2017 Spencer Stuart U.S. Board Index Highlights (20)
Chief Diversity Officers Today: Paving the Way for Diversity & Inclusion Success
Chief Diversity Officers Today: Paving the Way for Diversity & Inclusion Success
Executive Employment Trends Report Q3 2017 - Q3 2018
Executive Employment Trends Report Q3 2017 - Q3 2018
BPI group Executive Employment Trends Report Q3 2017 - Q3 2018
BPI group Executive Employment Trends Report Q3 2017 - Q3 2018
SMW International Survey of Interim Management_2016
SMW International Survey of Interim Management_2016
BPI group Executive Employment Trends Annual Report 2018
BPI group Executive Employment Trends Annual Report 2018
From Succession to Success Empowering Millennials and Gen Zs for Leadership.pdf
From Succession to Success Empowering Millennials and Gen Zs for Leadership.pdf
Changing the Trajectory: How Companies Can Lean In Too
Changing the Trajectory: How Companies Can Lean In Too
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)
Recently uploaded
一比一原版(philau毕业证书)美国费城大学毕业证如何办理
原版一模一样【微信：741003700 】【(philau毕业证书)美国费城大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
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校名:学校英文全称
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颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
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综上所述，办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...Istanbul Beykent University (İstanbul Beykent Üniversitesi)
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcyNeal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Corporate innovation with Startups made simple with Pitchworks VC Studio
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
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Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
Corporate innovation with Startups made simple with Pitchworks VC Studio
Corporate innovation with Startups made simple with Pitchworks VC Studio
2017 Spencer Stuart U.S. Board Index Highlights
- 1. SSBI 2017 Highlights December 2017
- 2. 2PROPRIETARY AND CONFIDENTIAL. ALL RIGHTS RESERVED The number of new independent directors elected to S&P 500 boards during 2017 397
- 3. 3PROPRIETARY AND CONFIDENTIAL. ALL RIGHTS RESERVED 36% 32% 31% 30% 24% 14% 10% 13% 12% 15% 2017 2016 2015 2014 2013 Female and Diverse New Directors Female Diverse For the first time, half of the new S&P 500 directors are women and/or minorities* Female representation among new directors rose to 36% in 2017, a 20-year high *Minorities are defined as African-American, Hispanic/Latino or Asian. Individuals of Indian descent have been counted as Asian, which is consistent with U.S. Census Bureau methodology Women now constitute 22%of all S&P 500 directors
- 4. 4PROPRIETARY AND CONFIDENTIAL. ALL RIGHTS RESERVED Boards are casting a wider and deeper net to identify director candidates: 45% incoming directors are serving on their first outside corporate board, compared to 32% in 2016 37% S&P 500 CEOs serve on one or more outside boards, down from 52% 10 years ago Of the 179 first timers, 75 are women and 24 are diverse men
- 5. 5PROPRIETARY AND CONFIDENTIAL. ALL RIGHTS RESERVED In terms of female representation in the boardroom, Spencer Stuart’s research also found: 80% S&P 500 boards include two or more female directors 41% S&P 500 boards have three or more female directors 15% 11% 20% 20% 17% 22% Audit Committee Compensation Committee Nominating Committee Women in committee chair roles 2017 2016 9 women serve as independent board chair 10%women serve as leading/presiding
- 6. 6PROPRIETARY AND CONFIDENTIAL. ALL RIGHTS RESERVED » For the first time, more than half (51%) of boards have a separate chair and CEO » 28% of S&P 500 boards have an independent chairBoard leadership continues to evolve 23%13% 2007 2012 28% 2017 Boards with independent chairs 2007-2017
- 7. 7PROPRIETARY AND CONFIDENTIAL. ALL RIGHTS RESERVED Director skills and qualifications are changing Banking | Finance | Investment | Accounting 29% of new directors are active or retired executives with credentials in: 13% New directors have investing and investment management backgrounds 47% 2007 2017 36% Down from 10 years ago, 36% of new directors are active or retired CEOs, chairs, presidents, and COOs
- 8. 8PROPRIETARY AND CONFIDENTIAL. ALL RIGHTS RESERVED Mandatory retirement policies remain a prevalent mechanism to promote turnover S&P 500 boards have term limits for directors24 ONLY For the first time, a majority of boards with mandatory retirement policies set the age at S&P 500 boards with retirement age set it at 75 or higher42% 73% S&P 500 boards report having a mandatory retirement age for directors, unchanged over the past five years 73+YEARS
- 9. 9PROPRIETARY AND CONFIDENTIAL. ALL RIGHTS RESERVED Boards have changed in other ways over the past 10 years 85% S&P 500 board members are independent directors, the highest percentage since we began tracking this data in 1998 60% CEOs are now the only employee director on 60% of boards, up from 43% in 2007 The average age of S&P 500 independent directors, two years older than a decade ago 63.1 years old $288,909 Average total compensation for non-employee directors of S&P 500 companies rose 1.3%. Median annual retainer remained flat at $100,000