ROPELLA provides leadership transformation and organizational improvement services through workshops, retreats, and assessments tailored to each client's needs and goals. Their services aim to improve leadership skills, communication, teamwork, and alignment to help organizations better achieve their objectives and gain a competitive advantage. They take a customized approach, beginning with assessing an organization and developing solutions focused on developing leadership, enhancing culture and engagement, and improving performance and results.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
Operational Excellence Series III Continues Improvement Deployement Erdem Dursun
In the previous chapter of our OPEX approach, we emphasized the importance of continuous improvement. In this chapter we will go deeper in CI and study how to deploy it successfully.
Leadership and Organization Development - InspireOneInspireone
InspireOne is a leading consulting firm with nearly two decades of experience in offering organizational and leadership development solutions. We strongly believe that unparalleled success can be achieved when organizations are able to transform their most valuable asset - their human capital - to or organizational capability
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
Operational Excellence Series III Continues Improvement Deployement Erdem Dursun
In the previous chapter of our OPEX approach, we emphasized the importance of continuous improvement. In this chapter we will go deeper in CI and study how to deploy it successfully.
Leadership and Organization Development - InspireOneInspireone
InspireOne is a leading consulting firm with nearly two decades of experience in offering organizational and leadership development solutions. We strongly believe that unparalleled success can be achieved when organizations are able to transform their most valuable asset - their human capital - to or organizational capability
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
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.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
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.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
The presentation is coverong the convolution neural network (CNN) design.
First,
the main building blocks of CNNs will be introduced. Then we systematically
investigate the impact of a range of recent advances in CNN architectures and
learning methods on the object categorization (ILSVRC) problem. In the
evaluation, the influence of the following choices of the architecture are
tested: non-linearity (ReLU, ELU, maxout, compatibility with batch
normalization), pooling variants (stochastic, max, average, mixed), network
width, classifier design (convolution, fully-connected, SPP), image
pre-processing, and of learning parameters: learning rate, batch size,
cleanliness of the data, etc.
Time to Scrap Performance AppraisalsJosh BersinJosh BersinGTakishaPeck109
Time to Scrap Performance Appraisals?
Josh Bersin
Josh Bersin
Global Industry Analyst, I study all aspects of HR, business leadership, corporate L&D, recruiting, and HR technology. ✨
Published May 4, 2013
+ Follow
Something big is going on in business today. More and more companies have decided to radically change their performance appraisal process.
Last week at our research conference we spoke with Adobe, Juniper, Kelly Services, and a variety of other companies who have decided to do away with traditional performance ratings and completely change the annual appraisal process.
Our research shows that this is a strong and positive trend.
Why the process must change.
Why do companies have annual reviews in the first place? Primarily they are an artifact from traditional top-down companies where we had to "weed out" the bottom performers every year. By forcing managers to rate people once per year we can have annual talent reviews and decide who gets more money, who to promote, and who to let go.
Coupled with the performance rating is the "potential" rating, which tries to capture an individual's potential to move up two levels in the organization (the traditional definition).
This approach is based on a philosophy that "we cant totally trust managers" so we're going to force them to fit people into these rating scales. And in many companies (around 20%) there are forced distributions.
The well publicized problems with this process abound. These include:
· Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it's often a surprise.
· Managers cannot typically "judge" an entire year of work from an individual, so the annual review is awkward and uncomfortable for both manager and employee.
· The manager-employee link is not 1:1 like it used to be - we usually have many peers and managers we work with during the year, so one person cannot adequately rate you without lots of peer input.
· While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not once per year.
· People are inspired and motivated by positive, constructive feedback - and the "appraisal" process almost always works against this.
· The most important part of an appraisal is the "development planning" conversation - what can one do to improve performance and engagement - and this is often left to a small box on the review form.
Of course companies are very nervous about eliminating this process because:
· We need a fair and validated way to distribute compensation increases (don't we?)
· We need a record of low performance when we let someone go
· We need to capture performance data in an employee's profile for future promotion and other talent reviews, development plans, and career migration
· We need a way to make sure managers are doing their jobs well.
Well I've probably discussed these issues with 100+ companies over the last five years and our research shows more and ...
Sustainability is not a concept; it’s a strategic imperative. To be competitive sustainability must be woven throughout your business beginning with your strategy, leveraging your human resources and optimizing your business processes. Sustainability = profitability.
We've been studying employee engagement for the last 25 years. What have we learnt in that time and what is next for the study and practice of employee attitudes and leadership?
Infographics on the link between effective leadership and business performance. Stats include development, employee engagement and emotional intelligence.
Crafting a Powerful Employee Value PropositionCielo
Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
There’s no doubt that organizations are increasingly reliant on external expertise. And that raises big questions for human resources: How clear is our strategy and philosophy of contingent staffing? How involved is HR in managing external expertise on behalf of their organizations, and how involved should it be? How well does our workforce planning incorporate external experts into a total workforce plan? How well do our systems and policies support our ability to attract the best external talent, and their productivity?
In this spotlight webinar, Norm Smallwood and Jon Younger, authors of “Agile Talent: How to Source and Manage Outside Experts” will deliver insight on how talent leaders can successfully manage, mobilize and maximize the contributions of agile talent.
During this Spotlight webinar, attendees will explore:
-The challenge of agile talent.
-What strategic agile talent management looks like.
-How leaders need to change how they think and act to make the most from this agile workforce.
-The role of HR now, and the implications of an HR strategic approach to agile talent.
Sea Food Restaurant is a seafood preparation and supply company ba.docxbagotjesusa
Sea Food Restaurant is a seafood preparation and supply company based in Florence, Oregon, United States. The restaurant specializes in seafood dishes and seafood cuisine, such as shellfish and fish. Main course dishes include freshwater fish. The business is founded on the basis of preparing and serving fresh seafood, accompanied with drinks and other supplements. Additionally, the restaurant will provide retail sales of seafood that customers can prepare from the comfort of their homes. The company intends to take advantage of its close proximity to the lake to provide the most delicious sea foods to its highly esteemed customers across Oregon. Florence is a coastal city in the county of Lane. The location of the restaurant lies at the mouth of the Siuslaw River on the famously known Pacific Ocean, and it is also midway Coos and New point Bay, along the United States Route 101. The population of the region is approximately 9,466 people, according to the 2015 statistics, which means it is prime for business.
NAME:
INSTUCTOR:
DATE:
Assignment 4
LEADERSHIP & MANAGEMENT – LEADERSHIP CONSULTANT Analysis
Due Date: Week 9
Note: All scenarios in this assignment are fictional.
Real Business
It can be difficult for a business to improve how it operates from inside the organization. Sometimes, an outside perspective is needed. The large discount retail store you work for wants to improve its in-store restaurant management team.
Your Role
Companies like Target and Walmart often works with outside consultants—people who are not employees of the company but who are hired on a contract basis to help with a specific project. As a Leadership Consultant, you’ve been hired by a large discount retail company to help the company improve its leadership structure and approach to management.
What Is a LEADERSHIP CONSULTANT?
A leadership consultant is a person called in to a company, be it a large corporation or a small business, to evaluate how it operates and make recommendations for improvement. Leadership consultants are typically hired when a business is struggling and needs to make changes in order to remain profitable. Such consultants are often highly educated in the field of business and have experience in managerial roles.
Instructions
Step 1: ORGANIZATIONAL STRUCTURE
Take a look at the Organization Chart provided by the company.
· Based on your knowledge of hierarchies, would you say that this team has tall structure or flat structure?
Underline your selection:
Tall Structure
Flat Structure
Explain your answer.
Step 2: HUMAN RESOURCES
The company would like to improve the culture of its team and the quality of its work. Its leadership has provided you with a Process Chart detailing how it currently applies Human Resources best practices.
· What step of the Human Resources Cycle is missing? Explain why it is important to include this part of the process.
Note: You should complete Steps 3 & 4 after reading the material in Week 9.
Step 3:.
Companies struggle today to create the experiences their Marketing say they do. It boils down to Culture and the consistent behaviours of all employees across all levels of management. Here's my presentation from the Africa HR Summit.
2. rop e l l a.comR O P E L L A
Globalization and evolving technology has made the need for
innovation greater than ever. Yet many companies are being left behind.
ROPELLA can help transform your organization’s creativity,
productivity and alignment by improving core leadership skills—the
foundation of innovation and organizational improvement.
We can help your senior team clearly identify short and long term goals,
and then help develop and communicate your message so that it is
understood and valued by employees at all levels.
Using results from our assessment process, we tailor our Workshops and
Retreats to the needs and goals of your organization. We build on the
inherent strengths of each team member to grow the organization
through proven learning methodologies. We stay focused on the
high-value items critical for success.
LeadershipTransformation
Organizational Improvement
§ Develop Lasting Trust
§ Improve Teamwork
§ Increase Personal
Accountability
§ Create a New Sense of
Alignment
§ Enhance Openness and
Communication
§ Improve the Bottom Line
§ Create a Sustainable
Competitive Advantage
3. R O P E L L A rop e l l a.com
A Snapshot of Our Process
Assessment
All engagements begin with an assessment phase.Where does the organization want to go?
Where in that journey are they now?The assessment is both qualitative and quantitative.
It provides a baseline from which to measure the progress of the initiative. All engagements are
customized for your specific organization and goals.
Collaboration
We bring a desire to collaborate and to work with existing programs.We believe most
organizations have already done some excellent work and have some excellent programs.
We are here to enhance the use of and maximize the dollar value of these existing programs.
We want to build on what your team has done—not tear it down.The process is designed to
provide flexibility, and to adjust to meet client needs.
Leader-Led
To achieve the greatest possible value, any program should be led by the leaders of the
organization.We can train your employees to extend the program throughout your organization
Reinforcement
Sustainability is the key to long-term profitability.This requires a constancy of purpose and a
reinforcement of those qualities / behaviors which lead to success. Ever vigilant!
Measurement
We help establish meaningful measurement processes, because we know, what gets
measured, gets done!
Ernie Webb, Chief Operations Officer
4. rop e l l a.comR O P E L L A
AssessmentOrganizational Assessment Series
While quantitative employee surveys can be effective in some situations, we believe that
qualitative research is especially useful in work culture applications. Our highly disciplined
and deeply reflective qualitative research approach has been used and perfected in assessing
hundreds of organizations worldwide—from manufacturing environments to office settings.
Our system helps companies:
< Clearly understand the“story”(identifying the specific factors critical to healthy, high
performance in the organization)
< Get the language right (understanding each organization’s communication intricacies)
< Identify and address key priorities (to see results quickly)
When the story, language and priorities come directly from employees at all levels (and resonate
with them), people in the organization get emotionally connected to the journey and will
support change.
ROPELLA provides a range of research services in work environments including:
< Performance-centered work culture assessment (across organization levels and units)
< Articulation and development of organization values and guiding behaviors (a blueprint
for healthy, high performance)
< Employee communications development (clear and compelling messages)
< Intake for strategy and initiative development from key functional areas (sales, customer
service, operations improvement)
Pride
Success
RespectHonestyEqualityInvolvement
Communicating,
Respecting,
Working
Together
QualityFocus,
Accountability,
HardWork
Openessto
andthe
Opportunityof
Change
High–Performance
WorkEnviroment
TrustModel:
High–PerformanceWorkEnviromentatXYZ:
Thickerlines=biggerdrivers
Thinnerlines=smallerdrivers
Black=lowerperformance
Gold=higherperformance
MotivationalNeeds
Factor:
CoreValuesand
GuidingBehaviors
Goal:
WorkEnvironment
EnablesMetoDo
MyBest
5. R O P E L L A rop e l l a.com
TransformationLeadershipTransformation Series
Studies, books and reports on leadership transformation flood the market almost daily.What
we need is more practice of leadership, and fewer books about leadership. It is kinda like sailing:
You can read all the books you can find, but until you actually get on the water and raise your
sails it doesn’t help. Many of the books talk about different techniques and specific steps that
this person or that person used in their leadership transformation.That is all well and good for
those individuals, but are those the steps for you? It is valuable to be aware of these many steps,
however, they may not work for us. Each of us must find our own steps and techniques if we are
to truly be the leaders we are capable of being.
ROPELLA has spent many years providing excellent leaders to our clients worldwide.We
are now offering to assist in the continued growth and development of these leaders and their
teams. Our leadership transformation programs are customized and designed for your unique
company challenges. Improve the bottom line through more accountable leadership.
Executive Coaching
Why do professional athletes hire personal coaches? Because they know that increased personal
performance leads to more wins, and greater profitability.
Is your business interested in seeing greater personal and business performance, leading to
more“wins”and an improved bottom line?
We offer Executive Coaching sessions customized to improve individual performance in terms of
improved understanding of goals and requirements, improved working relationships, and higher
retention rates.With the ultimate result being an enhanced bottom line.
ROPELLA has been providing high quality leaders to the business world for many years,
now we are helping to make those leaders even better.
“I have been
to a number of
management seminars
in my career, and this
was the best.”
Eikoh Harada
President and CEO McDonald’s
Japan, Ltd.
6. rop e l l a.comR O P E L L A
Change Management / Innovation
The world is constantly changing, right? We all know that to be true, but, what are we doing
about it? And, how does it impact our business future?
There are three basic approaches to change:
< Change by Crisis:You fight change until it overwhelms you. This is also known as
decision by indecision–You have given up control.
< Change by Evolution:You notice that the world is changing around you, and you adapt.
Be aware that your competitors may adapt more quickly than you–and gain an edge.
< Change by Understanding and Anticipation: Create your own future by staying aware
of the changing world around you, and looking at change as a friend and an
opportunity. This does not imply change merely for change sake; that is a form of
capitulation. It does mean due diligence, and being open to change, as needed.
How is your organization approaching change? Our change management workshops will help
you develop insights into the pending changes in your industry, so that you can stay ahead of
the“change power curve,”and be the industry leader of the future.
Inspirational and
aspirational goals
How to get there:
macro road map
Organization,
processes,
and tactics
How we work,
how we treat
each other
Leaders
must impact
all levels
“75% of Americans are not really
engaged in their work.”
Gallup
7. R O P E L L A rop e l l a.com
Ethics in Business
“Danger,Will Robinson!”During the 1960’s, there was a popularTV show, called Lost in Space.
The Robinson family had a young son,Will, whose job was to maintain the space ship’s robot, an
important intelligence system.Will, brilliant at electronics, frequently had trouble identifying
who were the“bad guys”and who were the ”good guys.”With superior intelligence, the robot
would warnWill before he became engaged with some“bad guys. ”Where is that robot today?
American business is facing a major crisis, not only from globalization and technology, but from
lack of trust in corporate leadership.We are skeptical about the ethical quality of many of our
leaders.The unsettling number of corporate ethics scandals has made skeptics of most of us.
The May, 2006 Lichtman/Zogby Interactive poll asked Americans to rate various categories for
trustworthiness on a scale of 1(low) to 5 (high). Corporate executives were among the lowest of
the low: Only 7% of Americans polled rated corporate execs high, while 69% rated them low.
Perception, for many, is reality! How do your employees and your customers perceive your
leadership? Our business ethics process begins with an assessment to determine how the
leadership, employees, and customers view the ethics of the company, as well as what they
expect.We then assist you in developing and implementing your own unique plan for the
benefit of all. Be the ethical and profitable company you can be.
“Talent has become the worlds
most sought–after commodity.”
Adrian Wooldridge, The Economist
“In the time we have
been working on
this project, we have
shown improvement
beyond my
expectations.”
Dr. James R. Barnett
Assoc.Vice President, University of West Florida
8. rop e l l a.comR O P E L L A
ImprovementOrganizational Improvement Series
Diversity and Inclusion
Business community–Get Ready!You are about to face what is possibly the largest diversity/
inclusion problem of the last 100 years. GenerationY has arrived.This diversity problem/
opportunity will be about diversity of thinking, and basic values. Are you ready to integrate
these 70 million plus workers into your workforce?Will it be a seamless operation, or will you
have massive turnover from lack of compatibility with your standard procedures and their great
sense of independence?
Our diversity and inclusion programs will assist you in developing insights and techniques to
assimilate these workers, enhance their productivity, and achieve high retention rate.
Strategy / Strategic Planning
How compelling is your company vision? Does it begin and end with a value creation? If not,
why are you in business? Companies that survive and prosper over the years, and in the face
of changing world and economic conditions all possess visions based on value creation.They
then have a strategy to achieve that vision and an implementation/execution plan to“make it
happen.”Have you evaluated your vision and strategic plan recently? Have you done so in light of
globalization and innovation? Many leaders believe they cannot afford to“take the time off”to
talk and to think about their strategy. Bill Gates has said that leaders should“Take two‘retreats’
every year. Leave your office to develop long-term strategies.”
Our unique off-site retreats will enable your leaders to be focused and innovative, while working
together to develop“break-through”strategies for your future. Develop a laser focused vision
and strategic plan to accelerate you business to the“top of the leader board.”
Prestige
Management
Consultants – with
their Values and
Concepts – work with
the Senior Team
Executive Training
Courses Outside of
Company – Different
Values and Concepts
Next Level of
Management –
Outside Training- still
different values and
concepts
Internal Supervisor
Training – brought
in from the outside
by yet another
external company
Other employee
programs – still
different – still not
coordinated with
overall message
vs.
LINE OF SIGHT
Clearly aligned and
knowledgeable
workforce.
“ I can see, from where
I stand, why my job is
important to the
success of my
company.”
Why do some companies lack consistency in the message?
How does that impact profitability, productivity and retention?
How can “Line of Sight” cure this dilemma?
Unfocused S.O.P Line of sight
Conflicting messages?
Misunderstood values?
Lack of consistency?
Misalignment?
Little or no
connectivity?
Fad of the Month!
Common Values
One clear,
consistent message
from the CEO and
the Senior Team –
lived by the
leaders. Led by
your own values!
Consistent
Message
Integrated into
existing
initiatives and
reinforced
by internal
change agents.
Incorporated
into mid-level
leadership
training.
Common
Cause
Used in all
levels of
training.
Aligned For
Success!
9. R O P E L L A rop e l l a.com
Team Building
Does your leadership have meetings where everyone listens politely, but impatiently, then
leaves, goes back to their departments, and subsequently ignores what was said? Do they return
to business as usual? Do some people leave the meetings confused? Do you have people who
always have an excuse to not participate, and fail to pull their share of the load? Do they spend
more time complaining about work, and less time providing suggestions on how to improve
things? If so, ourTeam Building sessions can help.
We will build a program to meet your specific needs, to develop a cohesive, supportive, and
accountable team, working together better to achieve your common goals.We measure our
success by how well you succeed at building a better, stronger, more unified team.
Customer Care and Service
In their best-selling book, FirstBreakAlltheRules,Marcus Buckingham and Curt Coffman
tell us that customer service expectations vary from industry to industry—except for Four
Expectations.These four are common to every business in America.
How well do your customer service reps understand these four expectations, and how effective
are they at satisfying them? Do they know what the four are?
Our Customer Service Enhancement program is designed to empower your front line people with
the skills and techniques that will make your customers happy and grow your
customer base.
FULLY ENGAGED
Role model
and encourage
HONEST COMMUNICATION
Agreement/
disagreement - discuss
SABOTAGE
Open hostility.
Vicious complaining
POCKET VETO
Say yes,then do nothing.
Negative joking
BENIGN
SABOTEURS
TERRORISTS
LOYALISTS
PUNCH LIST
Check it off – business
as usual
LIP SERVICE
Expect others to do
work – smile,then ignore
What is the temperature of your
employees?
10. rop e l l a.comR O P E L L A
“76% of CEO’s interviewed believe
their companies foster a culture
of innovation, but ONLY HALF
of their lower level execs and
employees agreed.”
Boston Consulting Group
Front-Line Leadership – Lead from the Front!
Are your first line managers, supervisors, and foremen prepared to lead your organization and
employees to the levels of excellence you need to be competitive? If not, why?There are many
reasons why the front-line supervisors may not be operating at their best. Some just do not
know what their leadership expects from them, some think they are meeting desired objectives,
and some just do not have the skills to be effective leaders.Whatever the issues are, most likely
they want to exceed expectations, and only need some guidance and training to do so.
Our solution focuses on improving what we have found to be the two most significant obstacles
to better front-line manager performance: poor organization-wide communications and basic
leadership skills. Our programs are custom designed for your organization and will equip your
front-line people with the skills and insights to excel.
The two-day seminar
was right on target...
Since the workshop
our communications,
trust and account-
ability have taken a
“step function”upward!
Mike Neal
Regional Manager,The Staubach Company
(A National Real Estate Firm)
11. R O P E L L A rop e l l a.com
Flexible solutions
customized toyour
organization.
To support the needs and desires of our clients, a variety of customized and specialized
workshops of varying lengths can be developed, based on the same proven concepts
of adult learning and accelerated learning processes found in all of the ROPELLA
consulting philosophy. Our typical workshops are between one and five days.They are
highly interactive, exploring, sharing and building on the combined knowledge and
experience of the group.
Executive Coaching, 360 Feedback, Personalized
Development Plans
Diversity / Inclusion
StrategicThinking – organization-wide, or
selected department
The value of adherence to sound business ethics
Customer Care and Service
Patrick Ropella, President and CEO
Areas where we can help develop your organization.
12. rop e l l a.comR O P E L L A
ROPELLA has developed over 70 specific
modules that and can be combined into a
specific customized workshop ranging from four
hours to five days. Each presentation is custom-
ized to match the goals and need of each audi-
ence.
Succession Planning
Team Building between two“silo departments”
Front-Line Leadership—Lead FromThe Front!
Stress and Anger Management—to improve
personal productivity
Support for Six Sigma, Quality Assurance and
technical programs
Does your company need to tip the
balance for change?
Areas where we can help develop your organization.
13. R O P E L L A rop e l l a.com
ErnieWebb
Ernie brings his expertise in leadership
and business finance to leadership
consulting with senior executives
and their teams. He focuses on
leadership, executive coaching, team
building, visioning, safety, and union/
management affairs. After graduating
from the U.S. Military Academy, he
held a variety of Infantry and Armor
troop leadership positions in Vietnam,
Germany and the U.S. During his two
years in Vietnam, he was awarded the
Purple Heart and five decorations for
valor, including two silver stars. He
has a B.S. from West Point and a MA
in English Literature from Columbia
University. He is a graduate of the
U.S. Naval College of Command and
Staff. In addition to his military service,
he has spent 12 years as a financial
planner and stock-broker. He has
written extensively on management,
leadership, ethics, and inter-personal
relationships. As Editor-In-Chief of
Military Review, he authored and
edited many articles, and produced an
award-winning issue on leadership.
Bob Carroll
Bob brings to our clients the
perspective of leadership from both
the military and the corporate world.
He has taught leadership to sergeants
and generals, to supervisors and CEO’s.
He served in a variety of assignments
around the globe, including Commands
in Vietnam, Colorado, and Germany. He
also has corporate experience, having
progressed to Senior Vice President
at Bank One. He taught leadership at
West Point and later, in the Pentagon,
was in charge of the Army’s Leader
Development Program. In addition to
graduating from West Point, he earned
a MA in Sociology from Northwestern
University and a Masters in Public
Administration from Auburn University.
He also completed the Advanced
Management Program at the Harvard
Business School. He combines excellent
platform, facilitation, and coaching
skills with a true appreciation for
bottom line results. His forte is coaching
and assisting senior executives who
desire to personally lead large-scale,
organizational and cultural change.
14. rop e l l a.comR O P E L L A
Patrick Ropella
As an Executive Search Consultant
specializing exclusively in the
chemical industry, Pat has
helped hundreds of the world’s
largest companies find executive
leadership. In 1991, he founded
Ropella & Associates, now the
leading search and placement
firm in the chemical and allied
industries. With almost 30 years
experience serving Fortune 500
companies globally, Pat is a virtual
storehouse of knowledge on the
various related industries, their
needs, their customers, and their
business structure. Recognizing
the leadership skills and training
needed to help companies grow
in today’s competitive markets, Pat
leads a team that not only finds the
absolute best candidates, but also
helps develop them further into
business and personal leaders.
The ROPELLA Team, together with their staff, bring many years
of leadership transformation experience with some of the world’s
most successful organizations, including:
15. R O P E L L A rop e l l a.com
www.ropella.com
850.983.4777
ROPELLA can help you improve productivity and the bottom line, as well as
the morale and loyalty of your employees. We can give your organization a
true“line-of-sight”communication from the boardroom to the front line.
In today’s hyper competitive business climate, having everyone truly
“onboard”can be the difference between companies that are leaders, and the
companies that are also-rans.
Give ROPELLA a call today and we will
help you grow your great company!