Apresentação do evento BMI Insights Learning and Results Workshop a pesquisa completa sobre o tema será divulgada em nosso livro Essential Leadership escrito por Daniel Augusto Motta. www.bmibrasil.com.br
This presentation will remain available for free public access for a week only and it includes basic concepts, tools, techniques and icebreaker games for work group and work team building
Alain Deniau held this presentation at the 2014 SME Assembly in Naples, Italy: "Dynamic Governance - Public Institutions & SME".
Find out more at:
http://blogs.ec.europa.eu/promotingenterprise/
The ability to lead others effectively is a rare quality. It is found even rarer at the highest levels in an organization because the complexity of such positions requires a vast range of leadership skills. This is one reason that firms in search of a new leadership seek out a select group of brand name executives. Companies now emphasize leadership training and development to create a new supply of leaders throughout the firm. (Infosys Centre for Leadership Development)
ConsulTree is an organizational consulting firm that provides leadership development, talent management, and business transformation services. Founded in 2013, it has expanded to 30 global markets by 2016. ConsulTree's mission is to inspire change and increase awareness to help organizations and individuals make choices that improve lives. It aims to transform cultures through performance excellence and values such as responsibility, transformation, integrity and innovation. ConsulTree works with clients across various industries to develop leaders, manage talent, and coach executives.
12 principles of leadership - Part 1 of 3Kelvin Lim
For more insights about leadership from Principal and Master Coach Kelvin Lim, please, click here:
https://www.linkedin.com/today/post/author/posts#published?trk=mp-reader-h
Leadership starts with the right mindset. Become a leader now.
Leadership is essential at all levels and all major organizations; it gives direction and perspective and sustained vision, which is translated into reality. Leadership encompasses all positions and covers many areas such as business, governmental, political and social. We look at some of the attributes of leadership in this essay.
1. Modern leadership involves influencing, inspiring, motivating, and directing people to achieve organizational goals. It focuses on transforming shared interests into passionate goals and enabling communication between tribe members.
2. A tribe is a group connected to a leader and shared idea. Leading a tribe is rewarding as tribes demand innovation and change from leaders. Most organizations focus on crowds rather than assembling tribes.
3. Effective tribe leadership involves telling compelling stories, connecting the leader to tribe members, and providing tools for members to communicate. Transforming interests to goals, enabling communication, and gaining new members through the tribe are keys to improving a tribe.
Talent management is a business practice aimed at attracting, developing, and retaining talented individuals. It involves identifying employees with the highest potential and systematically managing their development, engagement, and deployment. The primary principles of talent management are taking an integrated approach with HR, making people processes part of standard business processes, shifting responsibilities to managers, and measuring success through productivity. Coaching is essential to talent management as it helps individuals recognize and release their potential, especially for selecting and onboarding employees, developing talent, and creating a nurturing work environment.
This presentation will remain available for free public access for a week only and it includes basic concepts, tools, techniques and icebreaker games for work group and work team building
Alain Deniau held this presentation at the 2014 SME Assembly in Naples, Italy: "Dynamic Governance - Public Institutions & SME".
Find out more at:
http://blogs.ec.europa.eu/promotingenterprise/
The ability to lead others effectively is a rare quality. It is found even rarer at the highest levels in an organization because the complexity of such positions requires a vast range of leadership skills. This is one reason that firms in search of a new leadership seek out a select group of brand name executives. Companies now emphasize leadership training and development to create a new supply of leaders throughout the firm. (Infosys Centre for Leadership Development)
ConsulTree is an organizational consulting firm that provides leadership development, talent management, and business transformation services. Founded in 2013, it has expanded to 30 global markets by 2016. ConsulTree's mission is to inspire change and increase awareness to help organizations and individuals make choices that improve lives. It aims to transform cultures through performance excellence and values such as responsibility, transformation, integrity and innovation. ConsulTree works with clients across various industries to develop leaders, manage talent, and coach executives.
12 principles of leadership - Part 1 of 3Kelvin Lim
For more insights about leadership from Principal and Master Coach Kelvin Lim, please, click here:
https://www.linkedin.com/today/post/author/posts#published?trk=mp-reader-h
Leadership starts with the right mindset. Become a leader now.
Leadership is essential at all levels and all major organizations; it gives direction and perspective and sustained vision, which is translated into reality. Leadership encompasses all positions and covers many areas such as business, governmental, political and social. We look at some of the attributes of leadership in this essay.
1. Modern leadership involves influencing, inspiring, motivating, and directing people to achieve organizational goals. It focuses on transforming shared interests into passionate goals and enabling communication between tribe members.
2. A tribe is a group connected to a leader and shared idea. Leading a tribe is rewarding as tribes demand innovation and change from leaders. Most organizations focus on crowds rather than assembling tribes.
3. Effective tribe leadership involves telling compelling stories, connecting the leader to tribe members, and providing tools for members to communicate. Transforming interests to goals, enabling communication, and gaining new members through the tribe are keys to improving a tribe.
Talent management is a business practice aimed at attracting, developing, and retaining talented individuals. It involves identifying employees with the highest potential and systematically managing their development, engagement, and deployment. The primary principles of talent management are taking an integrated approach with HR, making people processes part of standard business processes, shifting responsibilities to managers, and measuring success through productivity. Coaching is essential to talent management as it helps individuals recognize and release their potential, especially for selecting and onboarding employees, developing talent, and creating a nurturing work environment.
GS Infiniti Consults is an organizational development and human resource consultancy firm established in 2011 with offices in Ho and Accra, Ghana. The firm provides consultancy services in areas such as human resource management, leadership development, change management, and strategic planning. Their mission is to help employees develop the right skills and attitudes to be effective for their organizations. Key consultants include Dr. Ken Dadzie Sagoe, a public health physician and human resource expert, and M.E. Annor, an HR management specialist. [END SUMMARY]
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
The keynote presentation discusses the changing landscape of talent management. It covers six main pillars of talent management: recruitment, learning and development, goals and performance management, career development, rewards and compensation, and succession planning. Each pillar has transitioned from traditional, organization-focused approaches to new, employee-centered models that prioritize experiences, skills development, collaboration, diversity, and flexibility. The presentation argues that these shifts are necessary for organizations to attract, engage, and retain top talent in today's dynamic business environment.
The document discusses 8 trends for executives in 2017 related to digital transformation. Trend 2 discusses how the role of the CFO is changing to preserve trust in a climate of rapid change driven by digitalization. CFOs must clearly communicate visions for changes to finance departments, involve employees in the process, and work with HR to develop programs that foster trust while automation impacts jobs. While technology enables new processes, people remain central. CFOs must identify employees who can adapt and provide new opportunities to boost engagement during digital transformation.
This document provides information about the keynote speakers at the August 27-30 Sheraton Wild Horse Pass Resort & Spa conference. The keynote speakers include Stuart Crabb from Facebook, author Keith Ferrazzi, James Key Lim from Delivering Happiness, Robert Van Arlen who provides customized keynotes on focus and overcoming challenges, and Stedman Graham who is the chairman and CEO of S. Graham & Associates consulting firm and speaks on leadership, success, and personal branding. The document encourages registering for the conference at www.azshrm.org.
Right Management helps organizations develop career management cultures and learning opportunities to engage employees, motivate talent, and provide career growth. They improve business performance through expertise in organizational effectiveness, career management, and individual development, with a focus on ensuring individual career success leads to organizational success. Right Management has 17 years of experience developing global workforce solutions across over 50 countries.
This document discusses how effective leaders are able to capitalize on the diverse skills, abilities, and personalities of team members to build strong teams. It notes that successful leaders seem to develop strong teams wherever they go, regardless of the task. The document indicates that it will analyze how leaders take individual strengths and turn them into team strengths, looking at challenges of leading talented committed individuals working together and specific ways to handle issues that arise.
The document discusses the challenges faced by HR professionals seeking to become CEOs. Historically, HR heads were not seen as potential CEOs due to a perceived lack of business and financial skills. Experts provide insights on what skills and experiences are needed for an HR professional to become a CEO, including developing financial acumen, taking on cross-functional or business roles, and gaining a 360 degree understanding of the business. Successful examples are provided of HR heads who became CEOs and the lessons they learned about business leadership.
Our latest headlines - delivering assessment, coaching and mentoring, employee engagement and career management / transition (outplacement) solutions to great organisations; UK-wide and internationally.
Page Executive - Secrets of Leadership Raquel Kroich
The document contains a series of articles from interviews with over 40 global business leaders on the topic of leadership.
The articles discuss seven secrets of leadership: 1) Maintaining, adapting, and sharing your vision while anticipating future changes. 2) Being a great talent manager who motivates employees. 3) Developing international agility and cultural understanding. 4) Unlocking performance with emotional intelligence. 5) Looking cross-functionally and focusing on total performance. 6) Embracing digital leadership and transparency. 7) Influencing through interaction, collaboration, and building networks.
Page Executive specializes in recruiting top business leaders and conducted the interviews to gain insights on what makes a great global leader.
Soft skills world founder & ceo rakesh saha-biographySoft Skills World
Rakesh Saha is the founder and CEO of Soft Skills World. He has over 20 years of experience as a leadership consultant and trainer in neuro-linguistic programming. Rakesh specializes in leadership development and solution-focused consultancy. He has worked with many major international corporations providing psychological and motivational training to help people overcome limiting beliefs and achieve success.
The document discusses three main challenges for corporate HR in a globalized business environment: 1) How global organizations manage and coordinate their international business operations, 2) The role and innovative practices of HR in supporting global business, and 3) Questions about how knowledge is shared across organizations. It also lists 12 important elements for examination, such as business goals and strategies. Finally, it describes the emergence of the "human resources strategic business partner", a new role for HR professionals to operate at higher levels within organizations.
Leaderonomics is a social enterprise that believes in developing strong leaders both within and outside of the organization. They aim to create an optimum workplace environment for their employees, or "Leaderonomers", by focusing on highly engaged people, continuous learning and growth, rewards and recognition, workplace layout, and work-life balance. Employee engagement is essential at Leaderonomics and directly impacts productivity and growth. The organization strives to align personal and organizational goals to ensure employee wellbeing.
Jim Halling is the founder and President of Workforce Insights, LLC, an advisory services group that supports organizations in developing and strengthening capabilities related to workforce strategy, management, and measurement. He advises senior business leaders on topics including business and workforce strategies, workforce planning, measuring ROI on workforce activities, and contingent workforce strategy. Prior to founding Workforce Insights, Jim held leadership roles at Mercer Human Resource Consulting and another workforce services organization. He has over 30 years of experience in recruitment, staffing, consulting, and workforce management.
The document discusses the role of HR in driving business forward from the perspective of a CHRO in the UAE. It outlines that CEOs want HR to have strategic business focus, talent optimization, and cost leadership. The HR mandate involves focusing on business priorities like getting basics consistently right, acquiring and nurturing talent, building organizational capability, creating the right culture, and managing change. It emphasizes the need for HR to have a 360 degree business leadership approach involving the board, peers, HR teams, and external stakeholders. Building business savvy HR teams through empowerment, motivation, and simplicity is also discussed.
This document outlines six principles for effective leadership in volatile, uncertain, complex, and ambiguous (VUCA) business environments:
1. Be a strategist who can shape the future by anticipating trends, contexts, and customer expectations.
2. Be an executor who can get things done through agility, collaboration, decision-making, and accountability.
3. Be a talent manager who can engage today's talent by building competence, commitment, and contribution.
4. Be a human capital developer who can build the next generation of talent differently than the present workforce.
5. Be personally proficient by investing in oneself and building personal authenticity.
6. Develop a personal brand that
The document summarizes an employee training program launched by EY called "People Management into action – How to lead High Performing Team". The objectives of the program are to reinforce leaders' awareness of their role, align leader behaviors to develop, motivate and empower employees, and boost the impact of performance management on developing high performing teams. The first module focused on providing clear direction and leadership. Participants found that the program helped consolidate the importance of counseling employees. It stresses that as people are the primary asset, leaders must dedicate time to understanding individual needs and goals to keep employees motivated and engaged.
Tomorrow's Leader discusses the qualities needed in future leaders. It notes that the current environment of VUCA (Volatility, Uncertainty, Complexity and Ambiguity) plus countervailing forces means a new normal. It emphasizes that human beings are the source and discusses the need for leaders to have purpose, a whole new mind, mindfulness, a global mindset, innovation by leveraging failure, and creating a transformational work culture through engagement, dialogue and a win-win approach. It also discusses the importance of CSR, shared value, leadership development, teamwork and connecting to one's self. In closing, it outlines the key qualities of leaders as being led by purpose, touching a deep inner chord, asking
Cheryl Smith Bryan has over 20 years of experience advising executives and coaching career transitions. She previously led executive searches for energy, healthcare, and manufacturing companies as managing director at an executive search firm. Cheryl began her career in human resources for energy and financial services firms, taking on roles in staffing, employee relations, and career counseling. She received a BBA from Texas A&M University and is a certified executive coach.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
GS Infiniti Consults is an organizational development and human resource consultancy firm established in 2011 with offices in Ho and Accra, Ghana. The firm provides consultancy services in areas such as human resource management, leadership development, change management, and strategic planning. Their mission is to help employees develop the right skills and attitudes to be effective for their organizations. Key consultants include Dr. Ken Dadzie Sagoe, a public health physician and human resource expert, and M.E. Annor, an HR management specialist. [END SUMMARY]
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
The keynote presentation discusses the changing landscape of talent management. It covers six main pillars of talent management: recruitment, learning and development, goals and performance management, career development, rewards and compensation, and succession planning. Each pillar has transitioned from traditional, organization-focused approaches to new, employee-centered models that prioritize experiences, skills development, collaboration, diversity, and flexibility. The presentation argues that these shifts are necessary for organizations to attract, engage, and retain top talent in today's dynamic business environment.
The document discusses 8 trends for executives in 2017 related to digital transformation. Trend 2 discusses how the role of the CFO is changing to preserve trust in a climate of rapid change driven by digitalization. CFOs must clearly communicate visions for changes to finance departments, involve employees in the process, and work with HR to develop programs that foster trust while automation impacts jobs. While technology enables new processes, people remain central. CFOs must identify employees who can adapt and provide new opportunities to boost engagement during digital transformation.
This document provides information about the keynote speakers at the August 27-30 Sheraton Wild Horse Pass Resort & Spa conference. The keynote speakers include Stuart Crabb from Facebook, author Keith Ferrazzi, James Key Lim from Delivering Happiness, Robert Van Arlen who provides customized keynotes on focus and overcoming challenges, and Stedman Graham who is the chairman and CEO of S. Graham & Associates consulting firm and speaks on leadership, success, and personal branding. The document encourages registering for the conference at www.azshrm.org.
Right Management helps organizations develop career management cultures and learning opportunities to engage employees, motivate talent, and provide career growth. They improve business performance through expertise in organizational effectiveness, career management, and individual development, with a focus on ensuring individual career success leads to organizational success. Right Management has 17 years of experience developing global workforce solutions across over 50 countries.
This document discusses how effective leaders are able to capitalize on the diverse skills, abilities, and personalities of team members to build strong teams. It notes that successful leaders seem to develop strong teams wherever they go, regardless of the task. The document indicates that it will analyze how leaders take individual strengths and turn them into team strengths, looking at challenges of leading talented committed individuals working together and specific ways to handle issues that arise.
The document discusses the challenges faced by HR professionals seeking to become CEOs. Historically, HR heads were not seen as potential CEOs due to a perceived lack of business and financial skills. Experts provide insights on what skills and experiences are needed for an HR professional to become a CEO, including developing financial acumen, taking on cross-functional or business roles, and gaining a 360 degree understanding of the business. Successful examples are provided of HR heads who became CEOs and the lessons they learned about business leadership.
Our latest headlines - delivering assessment, coaching and mentoring, employee engagement and career management / transition (outplacement) solutions to great organisations; UK-wide and internationally.
Page Executive - Secrets of Leadership Raquel Kroich
The document contains a series of articles from interviews with over 40 global business leaders on the topic of leadership.
The articles discuss seven secrets of leadership: 1) Maintaining, adapting, and sharing your vision while anticipating future changes. 2) Being a great talent manager who motivates employees. 3) Developing international agility and cultural understanding. 4) Unlocking performance with emotional intelligence. 5) Looking cross-functionally and focusing on total performance. 6) Embracing digital leadership and transparency. 7) Influencing through interaction, collaboration, and building networks.
Page Executive specializes in recruiting top business leaders and conducted the interviews to gain insights on what makes a great global leader.
Soft skills world founder & ceo rakesh saha-biographySoft Skills World
Rakesh Saha is the founder and CEO of Soft Skills World. He has over 20 years of experience as a leadership consultant and trainer in neuro-linguistic programming. Rakesh specializes in leadership development and solution-focused consultancy. He has worked with many major international corporations providing psychological and motivational training to help people overcome limiting beliefs and achieve success.
The document discusses three main challenges for corporate HR in a globalized business environment: 1) How global organizations manage and coordinate their international business operations, 2) The role and innovative practices of HR in supporting global business, and 3) Questions about how knowledge is shared across organizations. It also lists 12 important elements for examination, such as business goals and strategies. Finally, it describes the emergence of the "human resources strategic business partner", a new role for HR professionals to operate at higher levels within organizations.
Leaderonomics is a social enterprise that believes in developing strong leaders both within and outside of the organization. They aim to create an optimum workplace environment for their employees, or "Leaderonomers", by focusing on highly engaged people, continuous learning and growth, rewards and recognition, workplace layout, and work-life balance. Employee engagement is essential at Leaderonomics and directly impacts productivity and growth. The organization strives to align personal and organizational goals to ensure employee wellbeing.
Jim Halling is the founder and President of Workforce Insights, LLC, an advisory services group that supports organizations in developing and strengthening capabilities related to workforce strategy, management, and measurement. He advises senior business leaders on topics including business and workforce strategies, workforce planning, measuring ROI on workforce activities, and contingent workforce strategy. Prior to founding Workforce Insights, Jim held leadership roles at Mercer Human Resource Consulting and another workforce services organization. He has over 30 years of experience in recruitment, staffing, consulting, and workforce management.
The document discusses the role of HR in driving business forward from the perspective of a CHRO in the UAE. It outlines that CEOs want HR to have strategic business focus, talent optimization, and cost leadership. The HR mandate involves focusing on business priorities like getting basics consistently right, acquiring and nurturing talent, building organizational capability, creating the right culture, and managing change. It emphasizes the need for HR to have a 360 degree business leadership approach involving the board, peers, HR teams, and external stakeholders. Building business savvy HR teams through empowerment, motivation, and simplicity is also discussed.
This document outlines six principles for effective leadership in volatile, uncertain, complex, and ambiguous (VUCA) business environments:
1. Be a strategist who can shape the future by anticipating trends, contexts, and customer expectations.
2. Be an executor who can get things done through agility, collaboration, decision-making, and accountability.
3. Be a talent manager who can engage today's talent by building competence, commitment, and contribution.
4. Be a human capital developer who can build the next generation of talent differently than the present workforce.
5. Be personally proficient by investing in oneself and building personal authenticity.
6. Develop a personal brand that
The document summarizes an employee training program launched by EY called "People Management into action – How to lead High Performing Team". The objectives of the program are to reinforce leaders' awareness of their role, align leader behaviors to develop, motivate and empower employees, and boost the impact of performance management on developing high performing teams. The first module focused on providing clear direction and leadership. Participants found that the program helped consolidate the importance of counseling employees. It stresses that as people are the primary asset, leaders must dedicate time to understanding individual needs and goals to keep employees motivated and engaged.
Tomorrow's Leader discusses the qualities needed in future leaders. It notes that the current environment of VUCA (Volatility, Uncertainty, Complexity and Ambiguity) plus countervailing forces means a new normal. It emphasizes that human beings are the source and discusses the need for leaders to have purpose, a whole new mind, mindfulness, a global mindset, innovation by leveraging failure, and creating a transformational work culture through engagement, dialogue and a win-win approach. It also discusses the importance of CSR, shared value, leadership development, teamwork and connecting to one's self. In closing, it outlines the key qualities of leaders as being led by purpose, touching a deep inner chord, asking
Cheryl Smith Bryan has over 20 years of experience advising executives and coaching career transitions. She previously led executive searches for energy, healthcare, and manufacturing companies as managing director at an executive search firm. Cheryl began her career in human resources for energy and financial services firms, taking on roles in staffing, employee relations, and career counseling. She received a BBA from Texas A&M University and is a certified executive coach.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
Leading People in Brazil presents insights and challenges to large corporations and senior leaders, based on ELOS Essential Leadership Skills For Organizational Strategy methodology developed by Dr. Daniel Augusto Motta, CEO of BMI
This document discusses the vision and dreams of the HR team at Balmer Lawrie, an Indian company celebrating its 150th anniversary. It makes the following key points:
1) Balmer Lawrie values its human capital and the HR team plays a significant role in developing and nurturing talent to drive organizational performance and transformation.
2) The HR vision is aligned with Balmer Lawrie's strategy roadmap for 2020, focusing on areas like human capital, operational excellence, customer centricity, and execution.
3) The HR team's goals are to build capabilities across business units, acquire niche skills, manage the leadership pipeline, and ready business units to execute the 2020 strategy roadmap. Retaining existing
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
In this edition of the CIO Look magazine – ‘Champions of Change 2021’, we attempt at dissecting the moves and decisions of the six excellent leaders featured in this edition to get a better understanding of the leadership mindset.
1) Leadership coaching can help address the leadership gap between current and future generations of leaders by developing self-awareness and helping leaders adapt their behaviors.
2) There are differences between current leaders and the upcoming millennial generation in priorities, skills, and views of leadership traits that must be reconciled.
3) Coaching supports organizational change and development efforts by aligning individuals and teams, improving collaboration, and transferring essential leadership and relationship skills.
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
Sharpen focus on connecting and integrating people, work and platform - Makar...Anil Kaushik
Technology will touch literally all the elements of a typical employee lifecycle. Self - service will be the basic tenet of organisational working and to that extent, transactional activities like managing routine data, transactions and controls will be eliminated. Employees will be expected to take significant responsibility for their own learning and development. HR Professional will have to manage shorter and fragmented employee life cycle.
The document discusses how leadership is shifting from a managerial style to a coaching style. Successful leaders today act as coaches by caring about their employees, organizing teams so people are playing to their strengths, aligning employees around a shared company purpose and values, challenging people to reach their full potential, and helping employees solve problems and celebrate successes. Conceptualizing the leader's role as a coach focuses on developing people and teams rather than just delivering short-term results.
The business imperative every hr professional must face : Talent DevelopmentTanuj Poddar
The document discusses the business imperative of talent development for HR professionals. It notes that by 2018, there will be fewer younger generations to replace retiring baby boomers in the workforce. While some executives believe their talent programs are world-class, more see a need for significant or radical improvements. Competition for talent is also increasing. The document advocates developing a talent strategy aligned with business strategy, including effective talent scouting, relationship management, and developing employees. It stresses the importance of organizational branding and having employee experiences that represent the company brand.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
Engaging Employees Through Sustainability.pdfCenterfor HCI
BBMG recently released a white paper that addresses sustainability as an organizational core value, which not only helps the planet but also increases employee engagement. Their rationale is that having this type of transcendent vision gives employees purpose and empowerment, if executed correctly. For more information regarding the benefits of executive coaching and human capital consultants, please visit the Center for human capital innovation.
The document discusses two main leadership challenges facing an organization: communication barriers due to members not speaking English, and a lack of diversity in leadership roles. To address these challenges, the document recommends hiring more bilingual employees and promoting diversity to improve recruitment and retention of diverse talent. It also suggests discussing these issues with the organization's board of directors to find positive solutions.
10 metrics to measure the effectiveness of Human Resource functionDr Wilfred Monteiro
Is human resource function a plethora of initiatives; & good intents to increase productivity; employee engagement and talent retention ... WHAT IS THE BOTTOM LINE OF HR function
This presentation was first delivered by me during the Malyasian HR Congress held at Kuala Lampur. The presentation outlines the entire process of Successsion Planning including examples of both, organizations which succeeded or failed in executing SP successfully. The content of presentations includes:
Succession Planning - an introduction
Succession Planning @ family run business
An approach towards Succession Planning
Steps to effective Succession Planning
Identifying and nurturing Hi-Pos
Potential and Performance mix of a Hi-Pos
Putting success into Succession Planning
How to measure its effectiveness
Conclusion
Creative Restart 2024: Mike Martin - Finding a way around “no”Taste
Ideas that are good for business and good for the world that we live in, are what I’m passionate about.
Some ideas take a year to make, some take 8 years. I want to share two projects that best illustrate this and why it is never good to stop at “no”.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
1. Leading People in Brazil
Challenges & Insights for HR Managers
How Essential Leadership
Transform Organizations?
Daniel Augusto Motta, PhD, MSc
CEO of BMI Brazilian Management Institute
27. Leading People in Brazil
Challenges & Insights for HR Managers
BMI Brazilian Management Institute
Av São Gualter | 1734 | Alto de Pinheiros
São Paulo SP | 05455.002 | Brasil
+ 55 11 3567 0512 | 999 66 79 75
www.bmibrasil.com.br
daniel.a.motta@bmibrasil.com.br
@bmibrasil