The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
This document discusses the benefits of outsourcing human resources functions. It argues that outsourcing HR can help companies reduce costs, attract and retain better employees, increase productivity, and reduce legal liability. Specifically, outsourcing allows companies to gain expertise in HR without having to hire specialists internally. This can help improve areas like recruiting, compensation, training and development. The document also provides an example of how the costs of maintaining the status quo internally for HR functions over five years could significantly impact a company's cumulative profits compared to outsourcing HR.
The document presented an agenda for a Lean Six Sigma presentation given by Latoya Wall of The Bulsard Group. The agenda covered an introduction to Lean Six Sigma including who the presenter and company are, the business case for adopting Lean Six Sigma now, what could be accomplished through Lean Six Sigma, how Lean Six Sigma methodology would be applied, and next steps. Key points included an overview of Lean and Six Sigma approaches to eliminating waste and reducing variation, respectively, as well as how Lean Six Sigma has helped other organizations save billions of dollars through process improvements.
A Paradigm Shift - Overcoming a siloed HSMSRakesh Maharaj
The document discusses transforming an organization's occupational health and safety management system (OH&SMS) using an applied systems thinking approach. It explores the historical perspectives of health, safety and environmental management at the organization. It then discusses diagnosing the current system using systems analysis and redesigning it using an interactive planning process that involves stakeholders to better align the OH&SMS with business goals and improve performance. The transformation led to improved department integration, risk control, and staff engagement in the OH&SMS.
1) The document discusses whether HR truly empowers management or is just a power play. It outlines different roles HR can take such as strategic partner, change agent, administrative expert, and employee champion.
2) Managers expect HR to add value through talent management, training, knowledge management, and change support. For HR to empower management, they must think and work together using business language to understand and solve manager's needs and support strategic plans.
3) For HR to gain credibility and influence, they must receive value from the work they do for others. The HR business partner model can be effective if HR understands customer needs and contributes to performance management and business goals.
Corporate governance involves establishing order between a firm's owners and managers. It uses internal mechanisms like boards of directors and executive compensation, and external mechanisms like markets for corporate control. The separation of ownership and control in modern corporations creates an agency problem where manager and shareholder goals may conflict. Governance seeks to align manager and shareholder interests through monitoring and incentive structures.
Green Supply Chain Survey Webinar_Mar2013Lora Cecere
Join the conversation and listen to supply chain leaders discuss recent research on corporate sustainability. Webinar will feature recent research from both supply chain and corporate sustainability leaders and will feature case study presentations by David Lyons, SVP Wells Dairy and Peter Murray, Supply Chain Innovation Leader, DuPont. Panel facilitated jointly by John Davies, Vice President and Senior Analyst Greenbiz, and Lora Cecere, Founder of Supply Chain Insights.
This document provides an overview of compensation and benefits/reward management. It discusses key topics such as the definition and objectives of reward management, the theoretical context of rewards, dimensions and determinants of reward strategies, traditional versus new pay philosophies, and debates around best practice versus best fit approaches. The summary highlights the strategic focus of modern reward management and its link to business objectives.
The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
This document discusses the benefits of outsourcing human resources functions. It argues that outsourcing HR can help companies reduce costs, attract and retain better employees, increase productivity, and reduce legal liability. Specifically, outsourcing allows companies to gain expertise in HR without having to hire specialists internally. This can help improve areas like recruiting, compensation, training and development. The document also provides an example of how the costs of maintaining the status quo internally for HR functions over five years could significantly impact a company's cumulative profits compared to outsourcing HR.
The document presented an agenda for a Lean Six Sigma presentation given by Latoya Wall of The Bulsard Group. The agenda covered an introduction to Lean Six Sigma including who the presenter and company are, the business case for adopting Lean Six Sigma now, what could be accomplished through Lean Six Sigma, how Lean Six Sigma methodology would be applied, and next steps. Key points included an overview of Lean and Six Sigma approaches to eliminating waste and reducing variation, respectively, as well as how Lean Six Sigma has helped other organizations save billions of dollars through process improvements.
A Paradigm Shift - Overcoming a siloed HSMSRakesh Maharaj
The document discusses transforming an organization's occupational health and safety management system (OH&SMS) using an applied systems thinking approach. It explores the historical perspectives of health, safety and environmental management at the organization. It then discusses diagnosing the current system using systems analysis and redesigning it using an interactive planning process that involves stakeholders to better align the OH&SMS with business goals and improve performance. The transformation led to improved department integration, risk control, and staff engagement in the OH&SMS.
1) The document discusses whether HR truly empowers management or is just a power play. It outlines different roles HR can take such as strategic partner, change agent, administrative expert, and employee champion.
2) Managers expect HR to add value through talent management, training, knowledge management, and change support. For HR to empower management, they must think and work together using business language to understand and solve manager's needs and support strategic plans.
3) For HR to gain credibility and influence, they must receive value from the work they do for others. The HR business partner model can be effective if HR understands customer needs and contributes to performance management and business goals.
Corporate governance involves establishing order between a firm's owners and managers. It uses internal mechanisms like boards of directors and executive compensation, and external mechanisms like markets for corporate control. The separation of ownership and control in modern corporations creates an agency problem where manager and shareholder goals may conflict. Governance seeks to align manager and shareholder interests through monitoring and incentive structures.
Green Supply Chain Survey Webinar_Mar2013Lora Cecere
Join the conversation and listen to supply chain leaders discuss recent research on corporate sustainability. Webinar will feature recent research from both supply chain and corporate sustainability leaders and will feature case study presentations by David Lyons, SVP Wells Dairy and Peter Murray, Supply Chain Innovation Leader, DuPont. Panel facilitated jointly by John Davies, Vice President and Senior Analyst Greenbiz, and Lora Cecere, Founder of Supply Chain Insights.
This document provides an overview of compensation and benefits/reward management. It discusses key topics such as the definition and objectives of reward management, the theoretical context of rewards, dimensions and determinants of reward strategies, traditional versus new pay philosophies, and debates around best practice versus best fit approaches. The summary highlights the strategic focus of modern reward management and its link to business objectives.
This document provides an overview of compensation and benefits/reward management. It defines reward management and discusses its objectives, which include aligning rewards with business strategy and driving desired behaviors. It also covers the dimensions and determinants of a reward strategy, including external market factors, internal job factors, and individual performance. Finally, it discusses trends in reward management, like a shift toward contingent, variable pay linked to business needs rather than seniority. The overall summary is that the document outlines the key components and considerations in developing an effective organizational reward strategy.
Human resources management involves determining pay rates through factors like legal considerations, equity, and job evaluation. It also establishes benefits like insurance, retirement plans, and family-friendly policies. Compensation includes direct financial payments as well as indirect payments and incentives. Effective incentive plans consider individual, team, and organizational performance to motivate employees appropriately.
The document discusses tying corporate strategy to benefit design and health plan strategy. It outlines a process for developing a strategic roadmap that includes understanding the current context, establishing guiding principles, and designing a pathway to evolve programs and plans over time to achieve desired outcomes. Sample roadmaps are provided that show different approaches to transitioning from current to future state plans and programs.
Willowtree Advisors has designed a Lean Enterprise Initiative that includes a Lean transformation framework and a philosophy for Lean Six Sigma and Change Management approaches that could translate to any industry.
LOS MEJORES 20 PATRONOS EN PUERTO RICOLuis Baquero
The document summarizes the findings of a study conducted in Puerto Rico to identify the 20 Best Employers. Some key findings:
1) The 20 Best Employers outperformed other companies in several engagement metrics, including communication, leadership, and performance management.
2) Senior leadership at the Best Employers strongly believed that people are their greatest asset and worked to instill a high-performance culture.
3) Best Employers communicated more frequently with employees about business goals and results through various channels and listened to employee feedback.
4) Most Best Employers linked performance evaluations to pay more strongly than other companies to incentivize high performance.
This introduction to Strategic Agility summarizes insights for the necessity to change business practices to succeed in a world where competitive advantages are now fleeting.
How To Benefit From A Sustainable Business Mindset The Vector Group
Develop and effectively act on a sustainable business mindset to maximize value from your sustainable business efforts, wherever you are on your sustainability journey.
Every organization needs to periodically take an X-Ray of itself to see what is working & what is not. This strategic assessment tool looks at SWOT (9-cell version, SMARTER goals & the Effort vs. Impact matrix for decisions.
This document provides tips on becoming an effective human by connecting what you want to what you do. It discusses recognizing principles that are timeless, self-validating and empowering while also removing obstacles. It identifies resisting forces like conflicting wants and demands of others that can prevent effectiveness. It presents driving forces like vision, purpose and integrity that can increase effectiveness by reducing resisting forces and enabling change. Finally, it provides guidance on developing vision, establishing priorities and living harmoniously according to values to progress effectively.
The survey found that 65% of organizations employ individuals with disabilities under the ADA. Nearly half (47%) of these organizations offer flexible work arrangements for disabled employees. The most common arrangements are reduced work hours (60%), traditional flextime (59%), and telecommuting/working from home (55%).
There are 3 key considerations when thinking about a global location portfolio:
1. The portfolio needs to be heavily influenced by the organization's business requirements to support current and future needs for scale, scope of services, and the right mix of captive and service provider locations.
2. The portfolio should take an integrated approach to balancing cost, risk, and the need to continuously rebalance and optimize locations over time.
3. Mature buyers are increasingly viewing locations as a portfolio rather than individual footprints in order to maintain low costs, ensure growth capacity, mitigate concentration risk, and access niche talent pools through a portfolio of multi-directional location flows.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million and $2 billion.
- For the period ending September 30, 2012, the product has outperformed its benchmark, the Russell 2000 Growth Index, across all reported time periods since inception in August 2007.
- The portfolio manager focuses on technology, internet, consumer, and business services companies exhibiting strong earnings growth and management teams, seeking long-term capital appreciation.
This document provides an overview of Harrison Assessments, a behavioral assessment tool for selecting and developing top performance. It discusses limitations of traditional assessment methods like interviews and personality tests. Harrison Assessments uses a 155-dimension questionnaire with inconsistency detection to provide a comprehensive assessment of suitability. It integrates this assessment with a customized position analysis to predict success with over 80% accuracy. The tool can be used for recruitment, coaching, team development, and organizational development.
The document discusses the government balanced scorecard (BSC), which provides a framework for strategic alignment and organizational learning for cities and counties. It outlines the key benefits of the BSC, including facilitating improvements, more rational planning and budgeting, and increased accountability and feedback for stakeholders. Some limitations are that the BSC requires significant commitment and change management, and may raise visibility in ways that create fear. The future of the BSC includes increased specialization of templates for different sectors and departments, as well as more sophisticated tools and analysis.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
Institute for Work and Health – Plenary Series – November 2009. "Job Quality – What is it, why does it matter, and how can it be improved?" This presentation examines the diverse theories, concepts and practices that address the quality of jobs, work environments, and individuals’ work experiences. On this broad canvas, we can identify points of convergence around key sets of determinants and outcomes. However, a common conceptual vocabulary is lacking, which impedes cross-fertilization across disciplines and between researchers and practitioners. The most promising opportunity for an integrated approach is around the connection between work environments, employee well-being, and organizational performance. Practitioners and policy makers need a basic model explaining these complex dynamics. By taking up this challenge, researcher would help ensure that future decisions to improve job quality are informed by evidence.
All process maps 18 blueprints all process-mapsLidnaaidnilas
This document outlines a staffing process. It begins with finding and hiring the right staff by putting out a clear call, testing ads, and using a forum platform for applications. Key positions to staff first include a help desk, bookkeeper, and graphics/AV staff. The process emphasizes creating a fun workplace and using interns, outsourcing, and outtasking until the right staff is in place.
A SIPOC diagram identifies all elements of a process improvement project before work begins. It helps define the scope of a complex project by answering questions about where the process starts and ends, its major steps, inputs and outputs, key customers and suppliers, and customer requirements. The diagram provides a deep understanding of the current process. It typically includes suppliers, inputs, process steps, outputs, and customers. Metrics may also be included to define quality, time, and cost of inputs, processes, and outputs. The diagram helps scope and plan a process improvement project.
El documento describe la herramienta SIPOC (Supplier-Input-Process-Output-Customer) para mapear y analizar procesos empresariales. SIPOC permite visualizar de forma sencilla los proveedores, insumos, actividades, resultados y clientes de cada proceso, facilitando la identificación de áreas de mejora. Se explican los pasos para elaborar un diagrama SIPOC, incluyendo la identificación de procesos, entradas, proveedores, salidas y clientes. El diagrama SIPOC ofrece una visión global de la interrelación entre
This document provides an overview of compensation and benefits/reward management. It defines reward management and discusses its objectives, which include aligning rewards with business strategy and driving desired behaviors. It also covers the dimensions and determinants of a reward strategy, including external market factors, internal job factors, and individual performance. Finally, it discusses trends in reward management, like a shift toward contingent, variable pay linked to business needs rather than seniority. The overall summary is that the document outlines the key components and considerations in developing an effective organizational reward strategy.
Human resources management involves determining pay rates through factors like legal considerations, equity, and job evaluation. It also establishes benefits like insurance, retirement plans, and family-friendly policies. Compensation includes direct financial payments as well as indirect payments and incentives. Effective incentive plans consider individual, team, and organizational performance to motivate employees appropriately.
The document discusses tying corporate strategy to benefit design and health plan strategy. It outlines a process for developing a strategic roadmap that includes understanding the current context, establishing guiding principles, and designing a pathway to evolve programs and plans over time to achieve desired outcomes. Sample roadmaps are provided that show different approaches to transitioning from current to future state plans and programs.
Willowtree Advisors has designed a Lean Enterprise Initiative that includes a Lean transformation framework and a philosophy for Lean Six Sigma and Change Management approaches that could translate to any industry.
LOS MEJORES 20 PATRONOS EN PUERTO RICOLuis Baquero
The document summarizes the findings of a study conducted in Puerto Rico to identify the 20 Best Employers. Some key findings:
1) The 20 Best Employers outperformed other companies in several engagement metrics, including communication, leadership, and performance management.
2) Senior leadership at the Best Employers strongly believed that people are their greatest asset and worked to instill a high-performance culture.
3) Best Employers communicated more frequently with employees about business goals and results through various channels and listened to employee feedback.
4) Most Best Employers linked performance evaluations to pay more strongly than other companies to incentivize high performance.
This introduction to Strategic Agility summarizes insights for the necessity to change business practices to succeed in a world where competitive advantages are now fleeting.
How To Benefit From A Sustainable Business Mindset The Vector Group
Develop and effectively act on a sustainable business mindset to maximize value from your sustainable business efforts, wherever you are on your sustainability journey.
Every organization needs to periodically take an X-Ray of itself to see what is working & what is not. This strategic assessment tool looks at SWOT (9-cell version, SMARTER goals & the Effort vs. Impact matrix for decisions.
This document provides tips on becoming an effective human by connecting what you want to what you do. It discusses recognizing principles that are timeless, self-validating and empowering while also removing obstacles. It identifies resisting forces like conflicting wants and demands of others that can prevent effectiveness. It presents driving forces like vision, purpose and integrity that can increase effectiveness by reducing resisting forces and enabling change. Finally, it provides guidance on developing vision, establishing priorities and living harmoniously according to values to progress effectively.
The survey found that 65% of organizations employ individuals with disabilities under the ADA. Nearly half (47%) of these organizations offer flexible work arrangements for disabled employees. The most common arrangements are reduced work hours (60%), traditional flextime (59%), and telecommuting/working from home (55%).
There are 3 key considerations when thinking about a global location portfolio:
1. The portfolio needs to be heavily influenced by the organization's business requirements to support current and future needs for scale, scope of services, and the right mix of captive and service provider locations.
2. The portfolio should take an integrated approach to balancing cost, risk, and the need to continuously rebalance and optimize locations over time.
3. Mature buyers are increasingly viewing locations as a portfolio rather than individual footprints in order to maintain low costs, ensure growth capacity, mitigate concentration risk, and access niche talent pools through a portfolio of multi-directional location flows.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million and $2 billion.
- For the period ending September 30, 2012, the product has outperformed its benchmark, the Russell 2000 Growth Index, across all reported time periods since inception in August 2007.
- The portfolio manager focuses on technology, internet, consumer, and business services companies exhibiting strong earnings growth and management teams, seeking long-term capital appreciation.
This document provides an overview of Harrison Assessments, a behavioral assessment tool for selecting and developing top performance. It discusses limitations of traditional assessment methods like interviews and personality tests. Harrison Assessments uses a 155-dimension questionnaire with inconsistency detection to provide a comprehensive assessment of suitability. It integrates this assessment with a customized position analysis to predict success with over 80% accuracy. The tool can be used for recruitment, coaching, team development, and organizational development.
The document discusses the government balanced scorecard (BSC), which provides a framework for strategic alignment and organizational learning for cities and counties. It outlines the key benefits of the BSC, including facilitating improvements, more rational planning and budgeting, and increased accountability and feedback for stakeholders. Some limitations are that the BSC requires significant commitment and change management, and may raise visibility in ways that create fear. The future of the BSC includes increased specialization of templates for different sectors and departments, as well as more sophisticated tools and analysis.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
Institute for Work and Health – Plenary Series – November 2009. "Job Quality – What is it, why does it matter, and how can it be improved?" This presentation examines the diverse theories, concepts and practices that address the quality of jobs, work environments, and individuals’ work experiences. On this broad canvas, we can identify points of convergence around key sets of determinants and outcomes. However, a common conceptual vocabulary is lacking, which impedes cross-fertilization across disciplines and between researchers and practitioners. The most promising opportunity for an integrated approach is around the connection between work environments, employee well-being, and organizational performance. Practitioners and policy makers need a basic model explaining these complex dynamics. By taking up this challenge, researcher would help ensure that future decisions to improve job quality are informed by evidence.
All process maps 18 blueprints all process-mapsLidnaaidnilas
This document outlines a staffing process. It begins with finding and hiring the right staff by putting out a clear call, testing ads, and using a forum platform for applications. Key positions to staff first include a help desk, bookkeeper, and graphics/AV staff. The process emphasizes creating a fun workplace and using interns, outsourcing, and outtasking until the right staff is in place.
A SIPOC diagram identifies all elements of a process improvement project before work begins. It helps define the scope of a complex project by answering questions about where the process starts and ends, its major steps, inputs and outputs, key customers and suppliers, and customer requirements. The diagram provides a deep understanding of the current process. It typically includes suppliers, inputs, process steps, outputs, and customers. Metrics may also be included to define quality, time, and cost of inputs, processes, and outputs. The diagram helps scope and plan a process improvement project.
El documento describe la herramienta SIPOC (Supplier-Input-Process-Output-Customer) para mapear y analizar procesos empresariales. SIPOC permite visualizar de forma sencilla los proveedores, insumos, actividades, resultados y clientes de cada proceso, facilitando la identificación de áreas de mejora. Se explican los pasos para elaborar un diagrama SIPOC, incluyendo la identificación de procesos, entradas, proveedores, salidas y clientes. El diagrama SIPOC ofrece una visión global de la interrelación entre
The document explains how to create a SIPOC (Suppliers, Inputs, Process, Outputs, Customers) diagram by using making a dinner party as an example process. It outlines the steps to identify the suppliers that provide inputs to the process, the specific process of preparing, cooking, and serving the meal, and the outputs and customers of the process. The completed SIPOC diagram visually maps out all of the elements to help understand the context and stakeholders involved in the process.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Take Me Out to the Ball Game - Competency Based Talent Managementthempowergroup
The document discusses competency based talent management in strategic sourcing and supply chain roles. It notes that current approaches to talent management in these areas have fallen short and produced suboptimal results. The document then outlines TMG's experience implementing competency based talent management programs across multiple industries. TMG has a history of developing competency models, assessing gaps, and creating customized development programs to improve performance in sourcing and supply chain organizations.
Delivered by Tony Lael at MSP World, this presentation walks through key indicators of a healthy business and signs of trouble by watching your financial trends. (no finance expertise required!)
This document discusses supply chain insights and the role of supply chains in building market-driven differentiation. It provides definitions for integrated business planning and sales and operations planning. The document examines questions around goals, decision making, and metrics for supply chain processes. It also discusses the need for balance between demand and supply strategies.
Strategic Initiative Optimization and Strategic Relationship Optimizationarnoldconsultants
New solution consisting of processes, services and software tools for the alignment (and management) of strategic initiatives to the corporate strategies they support and provide a 360 view of status via SharePoint.
The document discusses the importance of developing a data strategy before building a data warehouse. It defines a data strategy as a unified, organization-wide plan for using corporate data as a vital asset. The data strategy should address critical data issues like quality, metadata, performance, distribution, ownership, security and privacy. Developing a data strategy requires identifying strategic and operational decisions, aligning the strategy with business goals, and answering many questions across various data-related topics.
The Role of Leading vs. Lagging Indicators in Sustainability PlanningSustainable Brands
Leading indicators are forward-looking metrics that predict future performance, while lagging indicators reflect past outcomes. There has been a shift in sustainability planning from solely using lagging indicators to also incorporating leading indicators. Leading indicators can drive innovation, efficiency gains, and new market opportunities when integrated into corporate strategies. While lagging indicators are still important for compliance purposes, leading indicators are better for goal-setting, continuous improvement, and measuring return on investment from sustainability initiatives.
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
This document describes a training program called "Launch, Grow & Bloom" presented by Shiva Attah. The program provides business development tools and strategies to help visionaries launch, grow and make their businesses profitable. It covers topics like why most businesses fail to grow, how to design a profitability plan, strategies to increase income, and rules for achieving success. The program teaches tools like business modeling canvases, customer discovery, developing client personas, and marketing strategies to help participants clarify their vision, align their structure and processes with goals, and map out a roadmap to reach and engage their target market.
Learn about how to shape the organization structure, processess, and functions in line with the business strategy and realities of the business. HR becomes a strategic partner with the business leaders in driving bottom-line results.
IBM Cognos - Hälsokontroll på ekonomiavdelningen med mål att bli värdeskapareIBM Sverige
Som en en spinoff från IBM's CFO survey 2010, ger vi dig möjligheten att staka ut vägen hur du skall bli bättre än dina konkurrenter. Denna presentation hölls på IBM Cognos Performance 2010 av Jonas Berg, Sr Managing Consultant, Business Analytics & Optimization, IBM
The document describes an online talent management software called e-Gauge. It allows leaders to hold employees accountable for developing skills linked to business results. The software helps identify best-fit candidates, develop internal talent, and understand training needs. It provides reporting to source internal candidates, enable career development, and easily set up skills-based mentoring. The tool measures competencies, sets growth goals, and tracks development for talent identification, succession planning, and decision-making.
The document discusses strategic enterprise management and how to align corporate objectives and human capital. It introduces using a balanced scorecard approach and competency models to integrate performance management, compensation, and talent development processes. This would help organizations effectively implement business strategies and leverage human capital contributions.
Talent Management & Development Overview For E Gauge & Edges 07.10.09Chrisk21
This document summarizes services and tools provided by EDGES and e-Gauge to help organizations improve performance. It discusses leadership development programs, strategic planning assistance, and assessment tools to measure organizational health, talent alignment, and business partner perceptions. Case studies show clients achieving improvements in areas like employee satisfaction, profits, safety, and realizing strategic goals ahead of schedule.
How to Build a Rock-Solid Analytics and Business Intelligence StrategySAP Analytics
http://spr.ly/SBOUC_VP - The key to a successful analytics program is to have the right strategy in place. An effective approach benefits both IT and the core business alike. A solid, well-communicated business intelligence strategy is more than just a good idea. It’s crucial to maximizing ROI, reaching KPIs, and identifying metrics that actually mean something. Take the next step in your journey to a solid BI strategy.
Presenters: Deepa Sankar & Pat Saporito, SAP
Description of how the balanced scorecard can be used for small businesses on the run, using one page business plan, by Warren Rutherford, Owner, The Executive Suite.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
The document discusses an employee performance and development software called e-Gauge. It describes how the software allows leaders to hold employees accountable for developing skills that lead to business results, measure employee performance, and help employees grow. The software aligns job skills with business goals and enables ongoing employee development, mentoring, and succession planning to help organizations achieve their goals.
The document discusses an employee performance and development software called e-Gauge. It describes how the software allows leaders to hold employees accountable for developing skills that lead to business results, measure employee performance, and help employees grow. The software aligns job skills with business goals and enables ongoing employee development, mentor matching, and succession planning to help organizations achieve results.
Similar to Advanced Performance Measurement Workshop Develop Measures That Drive Performance By David Wilsey (20)
This document contains references to training videos related to Lean Six Sigma. It is organized into sections for the Define, Measure, Analyze, and Improve phases. Each section includes 3-4 sets of 10 video references on topics like voice of the customer, SIPOC diagrams, process mapping, data analysis techniques, problem solving tools, and process improvement methods. The videos are from sources like Gemba Academy, SigmaXL, and LinkedIn learning groups.
The document outlines the analyze phase of a Lean Six Sigma project. It includes reviewing project charter and scope, identifying and prioritizing root causes through various tools like value stream mapping, Pareto analysis, hypothesis testing, and cause-and-effect matrices. Quick wins are targeted using tools like 5S, setup reduction, and Kaizen events. The phase culminates in a tollgate review to develop potential solutions before moving to the improve phase.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, identifying quick wins, collecting baseline data, conducting an MSA, analyzing process capabilities, and documenting conclusions. The tools covered are process mapping, data collection planning, operational definitions, basic statistics, histograms, control charts, and calculating sigma levels.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists for the Define, Measure, Analyze, Improve, and Control phases with key deliverables and questions for review. Accompanying videos are referenced for each phase to provide additional guidance on success criteria. A variety of Lean Six Sigma tools that can be used across the phases are also listed. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates, but can be modified as needed for specific projects.
The document outlines the control phase tools and activities for a Lean Six Sigma project. It includes reviewing project documentation, validating goals and benefits, developing standard operating procedures and controls, implementing and monitoring the solution, confirming attainment of goals, identifying opportunities for replication, and transitioning the project to the process owner. Key metrics are monitored to ensure the process remains in control. Lessons learned are captured to improve future projects.
Bringing program excellence to process excellenceSteven Bonacorsi
Randy Clark, PowerSteering's Director of Six Sigma, has 20 years of experience in continuous improvement, Six Sigma, and quality management, as well as a longstanding involvement with the Baldridge National Quality Award program. At PowerSteering, Randy consults with global practitioners on maximizing process improvement efforts and has architected the technique of “Applying Six Sigma to Six Sigma” to continuously improve deployment results.How can you ensure that your process excellence projects are getting the best return on your efforts? In this lively discussion, Randy Clark – PowerSteering’s Director of Six Sigma, a Black-Belt trained member of the American Society of Quality, and a three-year examiner for the Malcolm Baldrige National Quality Award – will demonstrate how applying program management principles to Process Excellence can accelerate PEX results and address the challenges of executives, deployment managers, project members, and financial representatives alike. He’ll reveal key ways to improve executive visibility, team productivity, and both top- and bottom-line benefits.
Join this webinar to:
- Learn how you can gather, assess, and prioritize project ideas to ensure resources are focused on the highest-value opportunities
- Get new ideas on embedding best practices into project templates to reduce cycle time and improve accountability, execution and control
- Identify ways to leverage real-time dashboards to monitor key performance indicators and identify where management attention is required
- Recognize opportunities to replicate successful projects and eliminate redundant efforts
- Look at how you can streamline status reporting, gate reviews, and approvals as well as track and validate financial impact
This webinar takes place at 11:00 AM EDT (New York) / 16:00 BST (London) / 17:00 CEST (Paris) / 23:00 HKT (Hong Kong) / 01:00 EST (Sydney). >> Register for free Webinar http://tiny.cc/3aerrw
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
Performance Strategy & Change Management Brochure 11 13 2012Steven Bonacorsi
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to creating and sustaining organizational change, combining change management and performance methods/tools, and measuring results. Attendees can choose from plenary and breakout sessions on topics such as strategy mapping, managing change through performance scorecards, and building a balanced scorecard system. There will also be pre-conference workshops on topics like the neurobiology of change and developing leading indicators. The goal is to help executives and managers enhance strategy, enable change, and increase performance and productivity within their organizations.
The article discusses the lack of real strategy in most strategic plans and outlines a better strategic planning process. It argues that typical plans focus on justifying current activities rather than developing strategy. A better approach starts with defining a vision and strategic result, then identifying 3-4 strategic themes and results. Objectives and initiatives are developed to achieve these results. This ensures strategy drives operations rather than the other way around. The process results in greater employee engagement and organizational alignment around strategic priorities.
The document discusses making performance improvement strategic by starting with high-level strategic thinking and aligning initiatives with organizational goals and strategy. It recommends developing a strategic framework that includes strategic elements, objectives mapped in a strategy map, and performance initiatives to address gaps in objectives. This allows initiatives to be logically tied to vision and strategy. The approach ensures line-of-sight alignment between goals, strategy, and performance at all levels of the organization.
The document discusses how news delivery has evolved from print newspapers to online sources. It notes that newspapers represent a 20th century model where information is filtered and delivered by editors, resulting in lag between events and readers learning about them. Online news allows for more reader-based filtering and real-time updates. This evolution reflects the general shift from static, authority-based "Web 1.0" to dynamic, community-driven "Web 2.0" models of information sharing. Similarly, business performance management has shifted from static, lagging finance reports produced by analysts to interactive systems allowing up-to-date access to both financial and non-financial strategic metrics through a balanced scorecard approach. The best automation tools support this Web 2
This document discusses the Balanced Scorecard performance management system. It can be used by both private and public sector organizations to align strategies with operations. The Balanced Scorecard allows organizations to view performance through four perspectives: financial, customer, internal business processes, and learning and growth. It helps ensure strategies are executed effectively through objectives, measures, targets and initiatives set in each perspective. The document explores how to develop and implement a Balanced Scorecard system and shares lessons from organizations that have adopted this framework.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve strategic management maturity over time.
The document discusses how balanced scorecards can be used to align organizations through strategic planning and management. It describes balanced scorecards as strategic planning systems that communicate strategy throughout an organization and align objectives with resources. The author outlines the major components of a balanced scorecard system, including leadership, vision, strategy map, objectives, measures, initiatives and more. He explains that a balanced scorecard is developed through a systematic process of defining these various strategic elements and connecting them to form a comprehensive strategic management system.
The document uses a metaphor comparing organizational strategic planning to a professional sports team to explain the balanced scorecard approach. It describes how a balanced scorecard strategy map would translate objectives across organizational capacity, internal processes, customers, and financials to different aspects of running a team. However, it notes that measuring only financial success can provide an inaccurate picture, just as only looking at a sports team's profits ignored other measures of success. Organizations should consider non-financial strategic objectives, like pleasing fans in the case of a team, to achieve true balance.
The champion of a Balanced Scorecard training was struggling to explain strategic themes to employees who were unfamiliar with strategy terminology. The employees had proposed themes like "Partner with Microsoft" and "Improve Customer Satisfaction" which were more like objectives or initiatives rather than overarching themes. The consultant explains that champions must be good teachers in order to convey abstract concepts effectively. He provides examples to show that themes should be recurring patterns across an organization's strategy, not single projects or objectives, and outlines how to properly introduce the concept of themes to students.
Technology Company Balanced Scorecard Systems 06222010 FinalSteven Bonacorsi
This document discusses strategy-based balanced scorecards for technology companies. It explains that strategy-based scorecards align employee work with organizational strategy and vision. The document outlines how to develop a strategy-based balanced scorecard including defining mission, vision, strategic perspectives and objectives. It emphasizes linking these strategic components to create organizational alignment and communicate value creation for customers.
The document discusses how organizations can integrate innovation into their overall strategy using a balanced scorecard approach. It defines breakthrough and sustaining innovation and argues both can be managed. A balanced scorecard maps objectives across financial, customer, process, and capacity perspectives to ensure innovation supports the organization's mission and vision. Innovation becomes strategic when fully integrated into planning and management through objectives, measures, and initiatives on a strategic theme map.
This strategic whitepaper discusses performance management as a key component of integrated business process management. Performance management enables organizations to understand how well processes are performing, identify areas for improvement, and ensure processes are aligned with strategies, resources, and risk mitigation. The document outlines how to plan performance management by defining key performance indicators, process landscapes, accountability, and risks. It also discusses executing performance management through enterprise modeling, process modeling, and establishing foundational elements like a process repository. The goal is to close the loop in continuous business process improvement through an integrated approach.
52. Strategic Performance & Change Management Conference
November 13-15, 2012 in New Orleans, LA
View the Strategic Performance
& Change Management program
here: http://tinyurl.com/8wxywgc
If you would like to receive the free IQPC brochure
directly email taryn.soltysiak@iqpc.com