It is a common theme today that HR is neglected as an administrative function rather than as a strategic enabler of the organisation. Why is that?
This white paper explores 4 different reasons that contribute for a miss alignment between HR and Strategy
10 Things HR Can Do to Help Align an Organization’s GoalsHuman Capital Media
Establishing clear and measureable goals for all employees in an organization is among the top 10 practices that drive business impact, according to research firm Bersin & Associates.
Join us for this event — SumTotal's Director of Product Marketing will help you look beyond performance management technology to get the most out of both your people and your performance solution. Discover 10 steps that can save you time and expense as you work to drive better organizational alignment. In this webinar you’ll learn:
• The 10 most important things to consider before you embark on a goal alignment project
• How to position HR in the process, and what role HR professionals should play
• Best practices for avoiding common pitfalls, such as planning a multitiered rollout to help goals work their way down an organization
• The role that integrated talent management technology can play
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
10 Things HR Can Do to Help Align an Organization’s GoalsHuman Capital Media
Establishing clear and measureable goals for all employees in an organization is among the top 10 practices that drive business impact, according to research firm Bersin & Associates.
Join us for this event — SumTotal's Director of Product Marketing will help you look beyond performance management technology to get the most out of both your people and your performance solution. Discover 10 steps that can save you time and expense as you work to drive better organizational alignment. In this webinar you’ll learn:
• The 10 most important things to consider before you embark on a goal alignment project
• How to position HR in the process, and what role HR professionals should play
• Best practices for avoiding common pitfalls, such as planning a multitiered rollout to help goals work their way down an organization
• The role that integrated talent management technology can play
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
A Holistic Approach to Modern Talent ManagementDATIS
Does your organization practice goal and performance management? Do you complete development plans for employees? Are employee goals aligned with the organization’s strategy?
A recent study by McKinsley & Company has found that, “Human capital departments are struggling to deal with a talent shortage, adapt to a changing workforce, and develop new flexible working models to meet the needs of tomorrow’s workers.” This has triggered a fundamental shift in the HR function from information management to practices that aim to attract, develop, and retain top talent.
Topics covered include:
Unifying talent management into your workforce strategy for a holistic approach
Best practices for employee and manager performance appraisals
Cascading goals that align employees with the organization
Development plans with customized training requirements for individuals, groups, or departments
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Organizational Behavior And Employee Relationship Management PowerPoint Prese...SlideTeam
This Organizational management PowerPoint presentation will be useful for the managers in bringing together people on a common platform to make them work towards a common predefined objective. This ppt presentation helpful for managers to perform optimal resource usage by careful workforce preparation and monitoring. This presentation covers an effective communication plan that includes reasons for communication, activity, channels, timing, audience, and responsible person and is useful in Determining organizational structure and design. It also includes strategies that involve employee training, promotional activities, and operations efficiency. This PowerPoint presentation focuses on the current situation of the company including problem areas and Company Performance Indicators. It also covers Organization Readiness assessment for Development, management by objectives including present level and target level task responsibility, monitoring and tracking improvements, Organizational Development Action Plan, process, and framework. In this PPT presentation, we have listed some of the management styles with its features impact on the organization and success rate, Management Styles Selection Matrix, and employees skills enhancing training program. It also covers the leadership goals and control along with criteria and responsible persons who will keep a check on all the activities and organizations cultural improvement plan for the employees such as supportive management, growth opportunity, and trust in leadership. This presentation covers the common threats faced by the organization such as data misused, insider threats, strict compliance regulations, third party threats, and cyber threats. Here we have listed some of the organization ethics and policies that are to be followed by the employees through which internal threats to the company can be prevented. It also includes the responsibilities of key team members involved in the organization management process. This PowerPoint presentation focuses on Role of HR Consulting in Redesigning Organizational Structure, new circular organizational structure design for the company, new hierarchical org structure for the company, organizations workflow stream such as engaging stakeholders, developing new strategy and plans, transition and continues improvement and Employee Engagement activities in the Organization. This PPT presentation covers the factors influencing organizational culture and behavior. Every company has different factors some examples are mentioned below for software and technology companies and manufacturing organizations and the impact after implementing organization management such as improved customer satisfaction, profitable business results, and improvement of company financial performance. https://bit.ly/3e6SajY
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
Create a path of success for the leaders in your organization. Learn best practices for creating a succession planning process to identify, develop and promote the high potential talent in your company.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
MAKING STRATEGY HAPPEN An intensive immersion into the world of Strategy Execution Course officially Endorsed by the ILM This course is endorsed by the Institute of Leadership & Management (ILM).
Cybersecurity Strategy for a Safe Digital Transformation JourneyRafael Lemaitre
This Knowledge breakfast, with the participation of Etisalat, Axa, National Bank of Abu Dhabi (NBAD) and Solucom, as well as the expert in cyber security Gerome Billois. Event will take place in Dubai at the Grosvenor House Hotel in Dubai Marina. February 16th 2016
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
A Holistic Approach to Modern Talent ManagementDATIS
Does your organization practice goal and performance management? Do you complete development plans for employees? Are employee goals aligned with the organization’s strategy?
A recent study by McKinsley & Company has found that, “Human capital departments are struggling to deal with a talent shortage, adapt to a changing workforce, and develop new flexible working models to meet the needs of tomorrow’s workers.” This has triggered a fundamental shift in the HR function from information management to practices that aim to attract, develop, and retain top talent.
Topics covered include:
Unifying talent management into your workforce strategy for a holistic approach
Best practices for employee and manager performance appraisals
Cascading goals that align employees with the organization
Development plans with customized training requirements for individuals, groups, or departments
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Organizational Behavior And Employee Relationship Management PowerPoint Prese...SlideTeam
This Organizational management PowerPoint presentation will be useful for the managers in bringing together people on a common platform to make them work towards a common predefined objective. This ppt presentation helpful for managers to perform optimal resource usage by careful workforce preparation and monitoring. This presentation covers an effective communication plan that includes reasons for communication, activity, channels, timing, audience, and responsible person and is useful in Determining organizational structure and design. It also includes strategies that involve employee training, promotional activities, and operations efficiency. This PowerPoint presentation focuses on the current situation of the company including problem areas and Company Performance Indicators. It also covers Organization Readiness assessment for Development, management by objectives including present level and target level task responsibility, monitoring and tracking improvements, Organizational Development Action Plan, process, and framework. In this PPT presentation, we have listed some of the management styles with its features impact on the organization and success rate, Management Styles Selection Matrix, and employees skills enhancing training program. It also covers the leadership goals and control along with criteria and responsible persons who will keep a check on all the activities and organizations cultural improvement plan for the employees such as supportive management, growth opportunity, and trust in leadership. This presentation covers the common threats faced by the organization such as data misused, insider threats, strict compliance regulations, third party threats, and cyber threats. Here we have listed some of the organization ethics and policies that are to be followed by the employees through which internal threats to the company can be prevented. It also includes the responsibilities of key team members involved in the organization management process. This PowerPoint presentation focuses on Role of HR Consulting in Redesigning Organizational Structure, new circular organizational structure design for the company, new hierarchical org structure for the company, organizations workflow stream such as engaging stakeholders, developing new strategy and plans, transition and continues improvement and Employee Engagement activities in the Organization. This PPT presentation covers the factors influencing organizational culture and behavior. Every company has different factors some examples are mentioned below for software and technology companies and manufacturing organizations and the impact after implementing organization management such as improved customer satisfaction, profitable business results, and improvement of company financial performance. https://bit.ly/3e6SajY
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
Create a path of success for the leaders in your organization. Learn best practices for creating a succession planning process to identify, develop and promote the high potential talent in your company.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
MAKING STRATEGY HAPPEN An intensive immersion into the world of Strategy Execution Course officially Endorsed by the ILM This course is endorsed by the Institute of Leadership & Management (ILM).
Cybersecurity Strategy for a Safe Digital Transformation JourneyRafael Lemaitre
This Knowledge breakfast, with the participation of Etisalat, Axa, National Bank of Abu Dhabi (NBAD) and Solucom, as well as the expert in cyber security Gerome Billois. Event will take place in Dubai at the Grosvenor House Hotel in Dubai Marina. February 16th 2016
Executing Strategy in the Midst of the Perfect StormRafael Lemaitre
How the Arab spring, the aftermath of the financial crisis, and current global economic woes are affecting organizations in the Middle East - and why integrating your planning and budgeting process might be the best shelter from the storm. White paper by Carlos Guevara, Partner of ShiftIN Partners
Fueling Strategic Transformation at Emirates National Oil CompanyRafael Lemaitre
This case study looks at the transformation journey that Emirates National Oil Company (ENOC) undertook, to transform its management capabilities, thanks to the development and implementation of a best-in-class strategy execution framework.
Physical sales networks in the digital era : change or dieWavestone
Is the accelerating digitisation of customer service sounding the death knell for physical networks? No, but to ensure that this commitment to human contact endures, new business models are being created, providing added value to customers, sales staff and companies. A radical transformation in sales is necessary. This transformation embraces the omni-channel Customer service, the attitude of sales staff and teleconsultants, the organisation of sales space, the working tools and the associated business model, etc.
Jeroen De Flander Strategy Execution Master Class in DubaiRafael Lemaitre
Jeroen De Flander's Strategy Execution Master Class, join us on March 15 & 16 in Dubai
Join Jeroen De Flander, author of the international bestsellers Strategy Execution Heroes and The Execution Shortcut as he leads a two-day Master Class.
Jeroen De Flander is one of the world's most influential thinkers on strategy execution and a highly regarded keynote speaker. He has shared the stage with prominent strategists like Michael Porter and reached out to 26,000+ leaders in 40+ countries. His first book Strategy Execution Heroes reached the Amazon bestseller list in 5 countries and was nominated for Management Book of the Year 2012 in the Netherlands. His second book The Execution Shortcut reached the #3 spot in its category on Amazon.
Demystifying Innovation by Dr. Hitendra Patel & discussion panel with Innovat...Rafael Lemaitre
Innovation breakfast: Conference by Innovation Guru Dr. Hitendra Patel, plus a discussion panel with the heads of innovation of: du, Ericsson and the UAE Space Agency and GE
Cybersecurity Strategy for a Safe Digital Transformation JourneyRafael Lemaitre
This Knowledge breakfast, with the participation of Etisalat, Axa and Solucom, as well as the expert in cyber security Gerome Billois. Event will take place in Dubai at the Grosvenor House Hotel in Dubai Marina. February 16th 2016
Business Transformation Best Practices Summit in ParisRafael Lemaitre
A 3 days workshop and best practice exchange.
Benchmarking tour 20 to 22 September 2016, Paris.
Day 1: Digital Transformation
Day 2: Digital Innovation
Day 3: Strategy Execution
This certified course is offered for the first time in the GCC countries, and represents a unique opportunity to get access to the prestigious Innovation Management Certification, accredited by the respected Global Innovation Management Institute (GIMI). It will help you to start your journey towards innovation, teaching you about the use of idea generation, the tools needed, and how to apply them in creating more and better ideas. This course covers all the body of knowledge of the GIMI Certification Level 1, and it will prepare you to take the online assessment which is applied independently by the Institute. In addition this course will give you tips to prepare your Level 2 action project (which you may pursue once you have received Level 1 certification). The course is composed of 3 different modules during 3 days.
The Transformation Office - A new organisational capability for the digital e...Rafael Lemaitre
In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
· From The executive guide to high-impact talent management Power.docxoswald1horne84988
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
· From The executive guide to high-impact talent management Power.docxLynellBull52
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
Running head TALENT MANAGEMENT STRATEGY .docxtoltonkendal
Running head: TALENT MANAGEMENT STRATEGY 1
TALENT MANAGEMENT STRATEGY 9
Talent Management Strategy
An HR team without a talent management strategy and plan fails to perform its role. In fact, an organization with such an HR team does not give talent management activities the importance they require (Khatri, Gupta, Gulati, & Chauhan, 2010). The hardest part in designing a talent management is getting started with the plan. An effective talent management strategy should map out the goals and priorities of an organization and tie them to its strategic plan. The current analysis will formulate a six step talent management approach to encompass an organization with two hundred people in which twenty are identified leaders. The talent management strategy will include identifying organizational goals, identifying organizational drivers and challenges, identifying gaps, defining HR priorities and goals, conducting an inventory of the talent management processes, and measuring the results and communicate success.
The first step is to identify organizational goals and priorities. The organization should identify its strategic high-level goals and priorities. The leaders should examine whether there are any upcoming changes, initiatives, or directions for the company. In the case of any new directions, the leaders should identify and list each one of them. The second step is identifying the organizational drivers as well as its challenges. Every business has both internal and external challenges. The challenges could include a highly competitive job market, results from an employee satisfaction survey, new or changed regulations and legislation, and new technology.
Thirdly, the organization required to conduct a gap analysis. Here, business leaders should compare where the organization is today with where they want it to be. Besides, it is essential to consider the risk and address the gaps in the company. For example, an organization that wishes to be ranked first in the industry for customer satisfaction needs to identify its current rating on customer satisfaction. It is only then that the business will identify the gap between its current rating and the kind of rating required to make it the leader in customer satisfactions. The risk of failing to improve the customer satisfaction rating might be a drop in sales or the market share.
Fourthly, business leaders should define the HR priorities and goals of the company. The HR goals should be based on the goals, challenges, and gaps that were identified in the previous steps. The identified goals ought to be specific, measurable, achievable, relevant and time-bound (SMART). Additionally, the HR goals should be linked to the applicable corporate goals. The HR team should introduce measures in the implementation stage to determine the effectiveness of the strategy. It is critical to ensure t ...
Cultural Competence Self-Assessment Tool This questionnaireOllieShoresna
Cultural Competence Self-Assessment Tool
This questionnaire is intended to help identify your cultural competence training needs. Cultural
competence refers to the ability to work in ways that recognize and respect culturally based patterns of
behavior and the cultural strengths associated with people and ethnic communication different than your
own. The questionnaire is intended to help assess your strengths and weaknesses in addressing the
cultural diversity of your patients and colleagues. Feel free to copy this survey to use with your clinic staff
members. Circle the responses that most accurately reflect your perception.
Not at
all
Barely Fairly
well
Very
well
1. Do you know:
The prevailing beliefs, custom norms or
values of ethnic communities you serve?
1 2 3 4
How health/illness is defined by members
of the different ethnic communities in
your area?
1
2
3
4
What languages are used by the ethnic
communities in your area?
1
2
3
4
2. How well are you able to describe the strengths
of a given ethnic community?
1
2
3
4
3. Do you attend cultural, ritual, or ceremonial
functions sponsored or presented by ethnic
groups?
1
2
3
4
4. Do you have access to professionals or others
who can give you insight and respect to
understanding or reaching out to members of
ethnic communities?
1
2
3
4
5. Does the waiting room in your office or any of the exam rooms have magazines, books, art work
or cultural artifacts reflecting the ethnic communities that your serve?
None A few Some Many
1 2 3 4
UCare Provider Manual Revised January 2010
6. To what extent do you know the following risk factors of the ethnic communities in your service
area?
Not at
all
Barely Fairly
well
Very well
Infant mortality rates 1 2 3 4
Life expectancy rates 1 2 3 4
Disease prevalence 1 2 3 4
Educational attainment 1 2 3 4
Geographic location 1 2 3 4
Income differentials 1 2 3 4
Unemployment rates 1 2 3 4
7. To what extent do you know the following characteristics of your patients of diverse cultures?
Not at all Barely Fairly well Very well
Social History (how they came to
reside in your area)
1 2 3 4
Role of family/elders in decision
making
1 2 3 4
Availability and accessibility to
social service agencies
1 2 3 4
Basic health expectations 1 2 3 4
Add up your total score and then check the following scale to determine your level of cultural
competence.
55-72 Culturally competent
37-54 Knowledgeable of diversity
19-36 Minimal cultural awareness
18 or below Culturally unaware
Developed by The Center for Cross-Cultural Health, Through the Eyes of Others: Interc ...
What comes to mind when you think of culture?
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What comes to mind when you think of culture?
We see a direct correlation between Performance and the health of your Leadership, Culture and Strategy. In turn, maybe you’ve
heard that culture eats strategy for breakfast
- the saying attributed to Peter Drucker. But strategy and culture should be interacting with and reinforcing each other, not just running alongside each other!
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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4 Reasons Why HR is Lost in Translations When it Comes to Strategy
1. 4 reasons why HR is
lost in translation
when it comes to
Strategy
The most common pitfalls when linking
Human Capital to strategic goals
By Carlos Guevara – Partner -
and Fares Hillo – Consulting Manager -
at ShiftIN Partners
August 2014
www.shiftINpartners.com
2. 2
It is a common theme today that HR is neglected as
an administrative function rather than considered
as a strategic enabler of the organisation.
Why is that?
Many clients come to us asking for help on how
to align their HR to the strategy. We define the
human capital framework as the set of policies,
plans, tools and processes that an organisation
uses to manage its most important resource, the
people.
In this article we present the four most common
pitfalls that we find when linking Human Capital
to strategy.
4 reasons why HR is lost in translation when it comes to Strategy
3. SHIFTIN PARTNERS K nowledge Library 3
One of the most common mistakes is when organisations
have 2 separate frameworks, one for strategy and another
for human capital but they don’t talk to each other. Each
one has its own speed. They are dancing to different songs.
If you look at any organisation, at some point during the
year, it should develop its plans for next year. That’s when
it review its objectives and set targets for the coming
years, allocating the necessary resources in a budget. In
a best practice organisation strategy sets the pace for the
planning process, and not the other way around. That
means that before it starts developing their manpower
plans, initiatives and budgets, it first need to take a step
back and ask: “Is this the right strategy?”, “Are these the
right objectives and targets for next year?”, “are we going
on the right track or do we need to change anything?”
Only once these questions are answered is it the right time
to define the plans that are necessary to accomplish the
vision.
How do you know that something is not working well?
Look for the following symptoms:
• The budget is developed before the strategic plan
is updated
• HR asks departments to define their manpower
needs for next year before these departments
have had the chance to review their departmental
strategies
• The strategy department doesn’t involve HR
during the strategy update
• Similarly, HR doesn’t involve the strategy
department when updating their manpower plans
Strategy and
HR move at
different
‘tempos’
4. Human Capital Model
By ShiftIN Partners
4 4 reasons why HR is lost in translation when it comes to Strategy
5. SHIFTIN PARTNERS K nowledge Library 5
One of the most important enabling points between the
human capital strategy and the enterprise strategy is on
the competency development, yet many organisations
struggle in creating a proper link between these 2
elements, why?
First of all, not all organisations have a proper competency
management framework in place. Think of a competency
as the ability of an individual to do a job properly. In that
sense, a competency framework is a set of defined skills
and behaviors that an organisation should have to perform.
As a framework it also provides a structured guide on
how to identify, evaluate and develop such behaviors in
individual employees. Does your organisation have one of
those? If yes, the next question is how you ensure it is
linked to your strategy?
The whole purpose of a competency framework is to
enhance the readiness of an organisation to execute its
strategy.
You know that you have this problem if you perceive
the following symptoms:
• You have a competency framework but it reflects
the competencies needed in the past but not
those needed in the future
• You have a competency framework but you lack
the tools to measure the proficiency levels and
accurately identify the competency gaps
• You are able to measure the competency gaps
but your training plan is unable to address them
• Your job descriptions do not reflect the necessary
competencies to develop the job
• You do not have a competency framework at all
The
readiness
issue
6. Our research1 shows that over 90% of managers believe that individual objectives are helpful to determine task importance,
yet not every organisation has an effective process to develop individual objectives in line with enterprise goals.
Our message to organisations is to always use their functional strategic objectives as the guide for developing individual
objectives, combined with the specific responsibilities of that individual. However this is rarely executed effectively.
Some HR organisations spend money and valuable time developing frameworks for employee performance that ultimately
become another bureaucratic template-filling exercise. Many reasons can be atributed to why this happens, however the
most common reason, based on our observations, is that there is no clear linkage to business goals during the process
of setting employee’s objectives. In other words, managers and employees are allowed to set short-sighted, operational
objectives that might be relevant from a functional perspective but that have no significant impact on the business results.
6
The
template-filling
habit
Examples of these contradictions are many:
• Sales managers that are allowed to set high volume targets
on products that are easy to sell instead of pushing for
those products that have higher margins and are more
strategic for the future of the company
• Maintenance managers that aim to increase machine
availability at infinite cost
• IT managers that want to implement ‘best of breed’ IT
systems when all the organisation needs is to better use
power point and excel
How do you know if you have this problem? Look for the
following symptoms:
• Your organisation has an individual performance
management framework that many refer to as highly
ineffective in driving business goals
• Managers are not required to provide justification in the
form of strategic contribution (or strategic link) when
setting personal objectives
• There is low level of engagement from managers while
setting objectives and providing coaching and appraisal.
They don’t seem to see the value in doing it…
1 State of the Strategy Execution 2014. www.Stateofstrategy.org
4 reasons why HR is lost in translation when it comes to Strategy
7. SHIFTIN PARTNERS K nowledge Library 7
The
Nokia
disease
Last but not least. HC frameworks should foster the right
organisational culture to enable the strategy. One of the
key aspects of shaping the right culture is the incentives.
The way an organisation rewards its employees has a
tremendous effect on driving behaviors, and ultimately
performance.
Unfortunately it is very common to see that strategy
doesn’t drive the culture. In fact, the opposite is much
more common. Say that you want to change your sales
strategy towards a different product mix, one that drives
more margins but is certainly more difficult to sell. Do
you think your sales force will happily accept the change
and will immediately start selling the new products? The
answer is ‘it depends’. If their sales incentives are still
connected to the old strategy of selling high volume of low
value added products, obviously not, but if they have the
right incentives, then yes.
But not everything is about sticks and carrots; we also
need to consider the role of leadership in shaping the
right culture. It is common the case of the manager who
preaches to his team that strategy is the most important
thing in the company, and yet fails to spend more than
2 hours a quarter discussing it! Another example is how
Nokia knew 5 years before its bankruptcy that they needed
to change, and what they had to do, but they failed to
develop the culture to make that change happen.
The HC framework should be able to reward the good
behaviors and mitigate the wrong ones. It is not only about
paying more or less bonus at the end of the year, but also
identifying the best performers, promoting the employees
who exhibit the right values and creating an environment
that incentivises the desired behaviors.
How do you know you have a misalignment between
culture and strategy?1
• Your strategy says one thing but your culture says
another (‘Nokia disease’)
• HR doesn’t have a proactive process to incentivise
the right behaviors
• Culture is an intangible that nobody actually
manages
• The values in my organisation are nice words on
the wall but the majority of employees don’t act on
them
1 State of the Strategy Execution 2014. www.Stateofstrategy.org
8. Concluding…
So, if you want to have a quick diagnosis about where you
organisation stands in terms of linking Human Capital with
Strategy, take a look at this checklist. If you can tick 4 out
of the 4 points congratulations!, you are among the top
10% of organisations that have mastered the process of
linking Human Capital to Strategy:
8
The calendar
My HC plans are developed in close
coordination with the strategy of the
organisation and once the organisational
goals have been defined.
The competencies
My competency framework is reviewed
every year in order to accommodate the
necessary changes as per the strategy.
Development plans and career paths are
updated accordingly.
The personal objectives
I have a clear linkage between personal
objectives and enterprise objectives. The
process for setting goals is facilitated by HR,
executed by the managers and audited by
the Strategy Department.
The culture
Employees are rewarded on the basis of
performance, and incentives are in place to
reinforce the right behaviors.
1
2
3
4
4 reasons why HR is lost in translation when it comes to Strategy
9. SHIFTIN PARTNERS K nowledge Library 9
Carlos Guevara – Partner at ShiftIN Partners.
Carlos is a seasoned consultant and trainer specialized in the
field of Strategy Execution. Over the last 15 years, Carlos has
trained and coached +500 managers, in +50 organisations,
across +12 countries, in the areas of Strategy, Performance
Management and Change. Before creating ShiftIN, he worked
at Cemex. He is a frequent speaker and writer on strategy and
execution. A mechanical engineer, he holds an MBA from IE
Business School.
You can reach Carlos at cguevara@shiftinpartners.com
Fares Hillo – Consulting Manager at ShiftIN Partners.
Fares is a skilled consultant with an abundant amount of experience
in the field of strategy execution. Since 2009, he has engaged
with multiple entities across the GCC in supporting them develop
and execute their strategies as well as strengthen their people’s
capabilities to do the same. Prior to joining ShiftIN, Fares worked
at the National Petroleum Construction Company (NPCC – UAE).
A chemical engineer, he has received a MSc from UCL in the UK.
You can reach Fares at fhillo@shiftinpartners.com & @FaresHillo
The shift key in your keyboard enables regular characters to
be capitalized or transformed into something completely new.
Similarly, ShiftIN Partners is a leading management consulting
firm focused on helping clients develop and execute strategy
programs that enable the organization to achieve the necessary
Shift, working from withIN.
With an accumulated experience in consulting of +20 years, our
consultants are regularly appointed by the Leadership Teams
to provide advice on how to overcome challenges related to
Strategy, Execution and Change.
ShiftIN Partners is headquartered in Abu Dhabi, with offices in
Dubai, Riyadh and Doha.
For more information visit: www.shiftinpartners.com
About
The Authors
About
ShiftIN Partners