Why Collegiate Design is The New Workplace
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The document discusses how collegiate design in the workplace can help companies find and retain young talent. It argues that collegiate design, which includes colorful and expressive spaces that integrate work and personal life, allows companies to attract millennial employees who seek work-life balance. Such design also promotes employee productivity by allowing choice in workspaces, championing collaboration over hierarchy, and prioritizing technology over traditional office spaces.
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Please compare your answers and redo them for your satisfaction. I.docx
Please compare your answers and redo them for your satisfaction. I think you know the subject well.
I have provided for you to review and compare your answers to the following suggested answers.
Suggested Answers
Ratio
Your Answer
Industry Average
Your Interpretation
(Good-Fair-Low-Poor)
Profit margin on sales
3.40%
3%
Fair
Return on assets
6%
9%
Low
Receivable turnover
12
1.6X
Fair
Inventory turnover
5
10X
Poor
Fixed asset turnover
5.41
2X
Poor
Total asset turnover
1.76
3X
Poor
Current ratio
2.7
2X
Fair
Quick ratio
1.3
1.5X
Fair
Times interest earned
11
7X
Good
Analysis:
The firm has problems with inventory and accounts receivables management. By improving these two areas the firm can show better performance
Profit margin:
Net income/ sales = 27/795 = 3.4%
Return on assets:
Net income/ total assets = 27/450 = 6%
Receivable turnover:
Sales (credit)/ receivables = 795/66 = 12.05
Inventory turnover:
Sales/inventory = 795/159 = 5x
Fixed asset turnover:
Sales/ fixed assets = 795/147 = 5.4x
Total asset turnover:
Sales/ total assets = 795/450 = 1.77x
Current ratio:
Current assets/ current liabilities = 303/111 = 2.73
Quick ratio:
(current assets – inventory) / current liabilities = (303-159)/111 = 1.30
Times interest earned:
Earnings before interest and tax (EBIT)/ interest expense = 49.5/4.5 = 11
Global Human Capital Trends 2016
The new organization: Different by design
Deloitte’s Human Capital professionals leverage research, analytics,
and industry insights to help design and execute the HR, talent,
leadership, organization, and change programs that enable
business performance through people performance. Visit the
“Human Capital” area of www.deloitte.com to learn more.
http://www.deloitte.com
Contents
Introduction: The new organization | 1
Different by design
Organizational design | 17
The rise of teams
Leadership awakened | 27
Generations, teams, science
Shape culture | 37
Drive strategy
Engagement | 47
Always on
Learning | 57
Employees take charge
Design thinking | 67
Crafting the employee experience
HR | 77
Growing momentum toward a new mandate
People analytics | 87
Gaining speed
Digital HR | 97
Revolution, not evolution
The gig economy | 105
Distraction or disruption?
The new organization: Different by design
Introduction
Sweeping global forces are reshaping the workplace, the workforce,
and work itself. To help organizations and their leaders understand
these changes, Deloitte presents the 2016 Global Human
Capital Trends report, based on more than 7,000 responses
to our survey in over 130 countries around the world.
THE theme of this year’s report—“The new organization: Different by design”—
reflects a major finding: After three years of
struggling to drive employee engagement
and retention, improve leadership, and build
a meaningful culture, executives see a need
to redesign the organization it.
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Running head RECRUITMENT .docx
Running head: RECRUITMENT 1
RECRUITMENT 9
Assignment: MINI research paper draft 1
This paper discusses the process of recruitment and how it has changed over the years. With organizations now facing nontraditional forces such as globalize and technology changes, the process of recruitment has become imperative that for managers to update their strategies. Recruitment is key to determining the caliber of employees which translates to the productivity level.
Today, organizations must update the recruitment process, which is a critical human resource function, to align with changing dynamics of the business world.
*Great introduction paragraph. This could be integrated into the synthesized reflection to help elaborate on your other ideas.
Article summary 1
In, “Gaming the System to Boost Recruiting”, Sarah Fisher Gale (2017), investigates whether the gaming strategy adopted by Unilever does minimizes bias in the recruitment processes. In September 2016, the company announced that the gaming strategy will would implement a digital recruitment program which will would use gamification. According to the chief HR officer, Leena Nair, targets (what/who targets 250,000…) 250,000 graduate applicants who will participate in video interviews and other gaming activities. Gale quotes Kyle Laguna, an analyst for IDC who states, that the system is not as basic as playing games but rather borrowing gaming strategies in to apply in cases.
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*Does this article explain exactly what gamification is? Such as the process and what you can do with the results.
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Disruptive technologies and shifting demographics are redefining the workforce. In response, smart companies are reinventing workplace learning in an effort to make their programs more relevant and effective, and to create a culture that encourages continuous learning and develops innovative leaders at all levels of the organization.
“Today, workplace learning has achieved mission-critical status,” says Sam Herring, CEO of Intrepid Learning. “Global CEOs face an environment that is more competitive than ever—one in which they live or die by their ability to lead innovation, which can only be realized by having world-class talent that is highly competent, motivated and engaged. Top companies understand this connection, and they know that success requires more than waging a war to acquire talent; it requires that they strategically develop the talent they need to envision and execute the business strategies that will make them successful in the future.”
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For most of the last century, workplace learning had a familiar look and feel: students sat in rows taking notes as an expert stood at the front of the room and dispensed information. Technology offered new ways to communicate and learn, but all too often technology-based learning programs turned out to be little more than upgraded versions of the same traditional K-12 model.
Today, that is changing rapidly. New advances in mobile devices and cloud technology, a deeper understanding of neuroscience and how humans learn best, and the emergence of the millennial workforce—the tech-savvy generation that is the largest in U.S. history—is creating a growing demand for more innovative and informal approaches to workplace learning.
“Employees no longer see their careers as the function of a single organization, but as the culmination of a purposeful set of development experiences they own themselves,” says Mary Slaughter, senior vice president and chief talent officer at Sun Trust. “When you combine their motivations with ubiquitous, on-demand access to skills and knowledge, and the unrelenting pressure to increase workplace productivity, it’s fruitless to maintain traditional, static learning architectures.”
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A primer on the challenges and strategies for driving robust, lasting employee engagement in the workplace.
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1. Organizations can better drive cultural transformation by aligning physical workplace changes with organizational changes. This means designing work environments that support new cultural values and behaviors rather than reinforcing old ones.
2. High-performance workplaces provide a diversity of space types to support different work activities and preferences. This enhances collaboration, focus, and mobility. Activity-based workplaces in particular allow employees choice without assigned desks.
3. The document outlines four workplace models on a spectrum from basic to high-performance. It then provides more details on collaborative workplaces and activity-based workplaces as two high-performance options that can better enable cultural change and drive performance
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HR Practices For Millennials
Chantal "Taly" Russell, a successful entrepreneur and HR representative in New York City, details how you can change your HR practices to cater to the new working generation of millennials.
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Engaged employees produce great work and have loyalty to the organization. This SlideShare discusses eight rules that will help create and maintain a passionate work culture. This passionate workplace culture will drive superior results to organizations.
Please compare your answers and redo them for your satisfaction. I.docx
Please compare your answers and redo them for your satisfaction. I think you know the subject well.
I have provided for you to review and compare your answers to the following suggested answers.
Suggested Answers
Ratio
Your Answer
Industry Average
Your Interpretation
(Good-Fair-Low-Poor)
Profit margin on sales
3.40%
3%
Fair
Return on assets
6%
9%
Low
Receivable turnover
12
1.6X
Fair
Inventory turnover
5
10X
Poor
Fixed asset turnover
5.41
2X
Poor
Total asset turnover
1.76
3X
Poor
Current ratio
2.7
2X
Fair
Quick ratio
1.3
1.5X
Fair
Times interest earned
11
7X
Good
Analysis:
The firm has problems with inventory and accounts receivables management. By improving these two areas the firm can show better performance
Profit margin:
Net income/ sales = 27/795 = 3.4%
Return on assets:
Net income/ total assets = 27/450 = 6%
Receivable turnover:
Sales (credit)/ receivables = 795/66 = 12.05
Inventory turnover:
Sales/inventory = 795/159 = 5x
Fixed asset turnover:
Sales/ fixed assets = 795/147 = 5.4x
Total asset turnover:
Sales/ total assets = 795/450 = 1.77x
Current ratio:
Current assets/ current liabilities = 303/111 = 2.73
Quick ratio:
(current assets – inventory) / current liabilities = (303-159)/111 = 1.30
Times interest earned:
Earnings before interest and tax (EBIT)/ interest expense = 49.5/4.5 = 11
Global Human Capital Trends 2016
The new organization: Different by design
Deloitte’s Human Capital professionals leverage research, analytics,
and industry insights to help design and execute the HR, talent,
leadership, organization, and change programs that enable
business performance through people performance. Visit the
“Human Capital” area of www.deloitte.com to learn more.
http://www.deloitte.com
Contents
Introduction: The new organization | 1
Different by design
Organizational design | 17
The rise of teams
Leadership awakened | 27
Generations, teams, science
Shape culture | 37
Drive strategy
Engagement | 47
Always on
Learning | 57
Employees take charge
Design thinking | 67
Crafting the employee experience
HR | 77
Growing momentum toward a new mandate
People analytics | 87
Gaining speed
Digital HR | 97
Revolution, not evolution
The gig economy | 105
Distraction or disruption?
The new organization: Different by design
Introduction
Sweeping global forces are reshaping the workplace, the workforce,
and work itself. To help organizations and their leaders understand
these changes, Deloitte presents the 2016 Global Human
Capital Trends report, based on more than 7,000 responses
to our survey in over 130 countries around the world.
THE theme of this year’s report—“The new organization: Different by design”—
reflects a major finding: After three years of
struggling to drive employee engagement
and retention, improve leadership, and build
a meaningful culture, executives see a need
to redesign the organization it.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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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
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
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McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Why Collegiate Design is The New Workplace
- 2. It Will Find & Keep Young Talent Citing that Millenials will be the majority of the U.S. workforce by 2016, HR executives have stated that finding and retaining young talent will be the biggest challenge of the next decade. At the same time, recent college grads increasingly seek workplaces conducive to their collegiate work- style.
- 3. It Harbors Work-Life Integration Expressive murals, colorful furniture, & high-end amenities encourage the integration of work-life balance. Companies that harbor this like Google, Apple and Facebook don’t want employees to work longer, they want employees to be as stress-free as possible. Happier employees are more productive employees.
- 4. It Promotes a Workplace Based on Choice Employees tend to be more productive & innovative when given a choice of where to work. As Gensler observed in their research, when given the choice, employees preferred to work in the office as opposed to outside!
- 5. It Champions Collaboration Over Hierarchy Much like the Millenials, the new workplace should value technology more than space. Modern, tech-centric offices that prevent rewarding hierarchy with bigger offices will create a flatter culture open to mentorship, learning and collaboration.
- 6. It Promotes a Workplace Based on Choice Employees tend to be more productive & innovative when given a choice of where to work. As Gensler observed in their research, when given the choice, employees preferred to work in the office as opposed to outside the office. Collegiate design offer workers a change of scenery much like a campus.