BMG is a management consulting firm founded in 1998 that works with companies to improve business performance. It offers services in team building, strategic planning, performance management, and talent optimization. BMG's approach involves assessing clients' current practices against best practices, identifying gaps, and implementing customized solutions to achieve long-term success. It provides these services using diagnostic tools and proprietary learning programs.
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
Lean Six Sigma Deployment Robin Gates Asq Quality Progress Article Aug ...Robin Gates
The document provides guidance on successfully deploying Lean Six Sigma. It emphasizes the importance of:
1) Carefully planning the deployment by answering difficult questions about goals, leadership, and organizational fit before starting. In particular, identifying specific metrics and accountable stakeholders is critical.
2) Understanding internal customer requirements through tools like a "critical to" tree to ensure the deployment meets their needs.
3) Choosing an appropriate deployment model based on organizational factors and carefully mapping out the course of action.
4) Maintaining focus on high priority business goals to select relevant projects and keep the deployment meaningful over the long run. Proper planning and preparation are keys to starting the Lean Six Sigma journey on the right foot
The document provides an overview of corporate strategy and different perspectives on strategy. It discusses strategy as rivalry, alignment processes, co-creation, and learning. Strategy is defined as a plan to achieve a specific goal by configuring resources to fulfill stakeholder expectations within a changing environment. Different strategic tools are presented, including Porter's five forces, the value chain, activity systems, and Kaplan and Norton's balanced scorecard approach which translates strategy into operational targets. The future is seen as invented through decisions rather than predictable or chaotic. The agenda is to understand how to make right assumptions about the future to gain competitive advantage.
The document introduces the Center for High Performance (CfHP), which helps companies achieve high performance. CfHP works with executive teams to enhance collaboration, stimulate creativity, and improve decision-making. CfHP also helps companies identify and address barriers to high performance. CfHP addresses strategic problems and helps leaders model behaviors of high-performing teams to drive sustainable growth and results.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
Lean Six Sigma Deployment Robin Gates Asq Quality Progress Article Aug ...Robin Gates
The document provides guidance on successfully deploying Lean Six Sigma. It emphasizes the importance of:
1) Carefully planning the deployment by answering difficult questions about goals, leadership, and organizational fit before starting. In particular, identifying specific metrics and accountable stakeholders is critical.
2) Understanding internal customer requirements through tools like a "critical to" tree to ensure the deployment meets their needs.
3) Choosing an appropriate deployment model based on organizational factors and carefully mapping out the course of action.
4) Maintaining focus on high priority business goals to select relevant projects and keep the deployment meaningful over the long run. Proper planning and preparation are keys to starting the Lean Six Sigma journey on the right foot
The document provides an overview of corporate strategy and different perspectives on strategy. It discusses strategy as rivalry, alignment processes, co-creation, and learning. Strategy is defined as a plan to achieve a specific goal by configuring resources to fulfill stakeholder expectations within a changing environment. Different strategic tools are presented, including Porter's five forces, the value chain, activity systems, and Kaplan and Norton's balanced scorecard approach which translates strategy into operational targets. The future is seen as invented through decisions rather than predictable or chaotic. The agenda is to understand how to make right assumptions about the future to gain competitive advantage.
The document introduces the Center for High Performance (CfHP), which helps companies achieve high performance. CfHP works with executive teams to enhance collaboration, stimulate creativity, and improve decision-making. CfHP also helps companies identify and address barriers to high performance. CfHP addresses strategic problems and helps leaders model behaviors of high-performing teams to drive sustainable growth and results.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on workforce management strategies to sustain organizations through turbulent times. Sessions will cover succession planning, developing high-potential employees, evaluating the workforce, and creating strong employer brands. Attendees can earn up to 12 HRCI credits and 15 CPE credits. The summit aims to provide HR professionals with the tools to align succession plans with organizational goals and strengthen their organizations.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
HUMAN. PERFORMANCE.™ Creating engaged & motivated people through innovative incentives, strategic meetings, prepaid cards, experiential events, entertainment & distinctive promotions.
Through our platform, JNR skillfully executes brand experiences through strategic incentive travel, meetings and conventions, Prepaid MasterCard® rewards, recognition programs, and special events for every business channel.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will:
1) Teach participants to apply Six Sigma tools and methodologies like DMAIC (Define, Measure, Analyze, Improve, Control) to solve organizational challenges and improve projects.
2) Provide an introduction to Lean Six Sigma concepts and help participants understand how to use processes like DMAIC to improve quality, reduce costs and cycle times.
3) Equip professionals with techniques to continuously improve work through problem solving projects.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
This document provides an overview of performance management. It begins with an agenda that includes objectives and introductions, why performance management is important, the performance management framework, the process, tools and resources, getting started, and next steps. It then discusses setting clear objectives and goals, identifying key result areas, agreeing on key performance indicators with supervisors, and setting targets. The benefits of performance management for both individuals and organizations are described. A three-phase performance management cycle of plan, focus, and review is outlined. Tools and resources to support the process are listed, along with tips for getting started and overcoming challenges. The presentation emphasizes linking individual and corporate goals to drive high performance results.
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.
BetaCodex10 - Making Performance Management WorkGebhard Borck
Beyond Budgeting Transformation Network white paper:
From fixed to relative performance contracts, and towards simple, ethical and empowering ways of dealing with performance.
Why your performance management systems have to change. And how you should approach this.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
This two-day conference provided information on developing and managing strategic alliances. Participants would learn best practices for launching new alliances, evaluating alliance performance using metrics, and aligning alliances with corporate strategy. Speakers addressed identifying characteristics of successful partnerships, overcoming cultural differences between organizations, and harnessing innovation through collaboration. The goal was to help companies utilize strategic alliances to enhance opportunities for growth in challenging economic times.
The Balanced Scorecard overcomes barriers to strategic execution by translating strategy into measurable
objectives. It includes financial measures, customer perspectives, internal business processes, and learning
and growth. This creates a shared understanding of strategy and allows employees at all levels to contribute
to strategic goals through cascading scorecards that link individual performance to organizational strategy.
The document provides information about the "Balanced Scorecard 2009" conference, including the dates, location, sessions, speakers, and registration details. The conference focuses on helping attendees learn strategies and techniques for defining, implementing, and advancing organizational goals through the balanced scorecard approach. Sessions over the two-day event will cover topics such as change management, strategy mapping, developing key performance measures, and cascading the balanced scorecard throughout an organization. The conference also offers optional pre-conference workshops on implementing balanced scorecards and using business intelligence.
The document summarizes a conference on implementing balanced scorecards. It provides an overview of the conference agenda, including keynote speakers and sessions on topics such as change management strategies, organizational excellence, strategy mapping, developing key metrics and measures, and cascading balanced scorecards throughout an organization. The conference aims to teach attendees how to define, implement and advance organizational strategy using balanced scorecards.
This document provides information about a two-day training seminar on developing and implementing rolling forecasts to improve organizational performance. The training will teach attendees how to design effective rolling forecasts to identify key business drivers and trends to enhance forecast accuracy. Attendees will learn how to integrate rolling forecasts with strategic planning and use the forecasts to make informed decisions and measure performance. The seminar aims to demonstrate why traditional forecasting methods are outdated and how rolling forecasts can increase profitability by better understanding risks.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Organizational presentation community buildingJoseph Hudson
The Hudson Strategic Group provides leadership support services to help organizations assure stakeholder buy-in. They do this through a process of gathering stakeholder input to align management actions with stakeholder interests. Their services include discovering current realities, naming a shared vision, developing bridges between the current state and vision, and monitoring progress. They help organizations build collaboration through community meetings, cross-functional discussions, and planning support.
Red Balloon White Paper The 5 Cs Of Incentivesjw78
This document discusses the importance of incentives in motivating employees and customers. It argues that incentives are more relevant than ever as businesses need to do more with less. Effective incentive programs can increase performance by up to 44% for teams and 25% individually. Such programs directly influence the bottom line by improving engagement, productivity, customer loyalty and profitability. The document provides tips for creating successful incentive programs, including collaborating with employees to design relevant rewards, clearly communicating the program, using a variety of rewards to engage participants, and structuring the program to provide different ways for people to participate.
Blue Torque Facilities Management Services provides contract and temporary staffing services. They aim to provide financial advantages to clients such as reducing costs and converting fixed costs to variable costs. Using electronic time tracking and proven retention methods, Blue Torque works to improve quality and ensure legal and statutory compliance for clients and associates. Their priority is full compliance with all applicable labor laws and regulations.
Capstone Corporation introduces its capabilities in supporting military, government, and commercial operations through divisions that provide services such as command and control operations, training and exercise support, emergency response, planning, and enterprise IT solutions. Capstone has over 25 years of experience supporting various government agencies and private sector clients through innovative solutions and a dedicated workforce committed to integrity, respect, and responsiveness.
Guardian Centers provides holistic CBRN and technical rescue training, exercise, and evaluation programs nationwide from its 830-acre state-of-the-art campus in Perry, GA. The campus includes advanced simulation facilities like a 1/4 mile enclosed tunnel, 600 foot highway tunnel, 1.1 mile interstate simulation, and structural collapse props. Guardian Centers also offers comprehensive support services including curriculum development, role players, lodging, dining, and medical support. Past performance includes successful delivery of multiple interagency exercises.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on workforce management strategies to sustain organizations through turbulent times. Sessions will cover succession planning, developing high-potential employees, evaluating the workforce, and creating strong employer brands. Attendees can earn up to 12 HRCI credits and 15 CPE credits. The summit aims to provide HR professionals with the tools to align succession plans with organizational goals and strengthen their organizations.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
HUMAN. PERFORMANCE.™ Creating engaged & motivated people through innovative incentives, strategic meetings, prepaid cards, experiential events, entertainment & distinctive promotions.
Through our platform, JNR skillfully executes brand experiences through strategic incentive travel, meetings and conventions, Prepaid MasterCard® rewards, recognition programs, and special events for every business channel.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will:
1) Teach participants to apply Six Sigma tools and methodologies like DMAIC (Define, Measure, Analyze, Improve, Control) to solve organizational challenges and improve projects.
2) Provide an introduction to Lean Six Sigma concepts and help participants understand how to use processes like DMAIC to improve quality, reduce costs and cycle times.
3) Equip professionals with techniques to continuously improve work through problem solving projects.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
This document provides an overview of performance management. It begins with an agenda that includes objectives and introductions, why performance management is important, the performance management framework, the process, tools and resources, getting started, and next steps. It then discusses setting clear objectives and goals, identifying key result areas, agreeing on key performance indicators with supervisors, and setting targets. The benefits of performance management for both individuals and organizations are described. A three-phase performance management cycle of plan, focus, and review is outlined. Tools and resources to support the process are listed, along with tips for getting started and overcoming challenges. The presentation emphasizes linking individual and corporate goals to drive high performance results.
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.
BetaCodex10 - Making Performance Management WorkGebhard Borck
Beyond Budgeting Transformation Network white paper:
From fixed to relative performance contracts, and towards simple, ethical and empowering ways of dealing with performance.
Why your performance management systems have to change. And how you should approach this.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
This two-day conference provided information on developing and managing strategic alliances. Participants would learn best practices for launching new alliances, evaluating alliance performance using metrics, and aligning alliances with corporate strategy. Speakers addressed identifying characteristics of successful partnerships, overcoming cultural differences between organizations, and harnessing innovation through collaboration. The goal was to help companies utilize strategic alliances to enhance opportunities for growth in challenging economic times.
The Balanced Scorecard overcomes barriers to strategic execution by translating strategy into measurable
objectives. It includes financial measures, customer perspectives, internal business processes, and learning
and growth. This creates a shared understanding of strategy and allows employees at all levels to contribute
to strategic goals through cascading scorecards that link individual performance to organizational strategy.
The document provides information about the "Balanced Scorecard 2009" conference, including the dates, location, sessions, speakers, and registration details. The conference focuses on helping attendees learn strategies and techniques for defining, implementing, and advancing organizational goals through the balanced scorecard approach. Sessions over the two-day event will cover topics such as change management, strategy mapping, developing key performance measures, and cascading the balanced scorecard throughout an organization. The conference also offers optional pre-conference workshops on implementing balanced scorecards and using business intelligence.
The document summarizes a conference on implementing balanced scorecards. It provides an overview of the conference agenda, including keynote speakers and sessions on topics such as change management strategies, organizational excellence, strategy mapping, developing key metrics and measures, and cascading balanced scorecards throughout an organization. The conference aims to teach attendees how to define, implement and advance organizational strategy using balanced scorecards.
This document provides information about a two-day training seminar on developing and implementing rolling forecasts to improve organizational performance. The training will teach attendees how to design effective rolling forecasts to identify key business drivers and trends to enhance forecast accuracy. Attendees will learn how to integrate rolling forecasts with strategic planning and use the forecasts to make informed decisions and measure performance. The seminar aims to demonstrate why traditional forecasting methods are outdated and how rolling forecasts can increase profitability by better understanding risks.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Organizational presentation community buildingJoseph Hudson
The Hudson Strategic Group provides leadership support services to help organizations assure stakeholder buy-in. They do this through a process of gathering stakeholder input to align management actions with stakeholder interests. Their services include discovering current realities, naming a shared vision, developing bridges between the current state and vision, and monitoring progress. They help organizations build collaboration through community meetings, cross-functional discussions, and planning support.
Red Balloon White Paper The 5 Cs Of Incentivesjw78
This document discusses the importance of incentives in motivating employees and customers. It argues that incentives are more relevant than ever as businesses need to do more with less. Effective incentive programs can increase performance by up to 44% for teams and 25% individually. Such programs directly influence the bottom line by improving engagement, productivity, customer loyalty and profitability. The document provides tips for creating successful incentive programs, including collaborating with employees to design relevant rewards, clearly communicating the program, using a variety of rewards to engage participants, and structuring the program to provide different ways for people to participate.
Blue Torque Facilities Management Services provides contract and temporary staffing services. They aim to provide financial advantages to clients such as reducing costs and converting fixed costs to variable costs. Using electronic time tracking and proven retention methods, Blue Torque works to improve quality and ensure legal and statutory compliance for clients and associates. Their priority is full compliance with all applicable labor laws and regulations.
Capstone Corporation introduces its capabilities in supporting military, government, and commercial operations through divisions that provide services such as command and control operations, training and exercise support, emergency response, planning, and enterprise IT solutions. Capstone has over 25 years of experience supporting various government agencies and private sector clients through innovative solutions and a dedicated workforce committed to integrity, respect, and responsiveness.
Guardian Centers provides holistic CBRN and technical rescue training, exercise, and evaluation programs nationwide from its 830-acre state-of-the-art campus in Perry, GA. The campus includes advanced simulation facilities like a 1/4 mile enclosed tunnel, 600 foot highway tunnel, 1.1 mile interstate simulation, and structural collapse props. Guardian Centers also offers comprehensive support services including curriculum development, role players, lodging, dining, and medical support. Past performance includes successful delivery of multiple interagency exercises.
Randstad is one of the largest HR services providers in the world, operating in over 40 countries across five continents. It has over 28,000 employees and 4,700 branches globally. Randstad focuses on matching people with companies to help them develop their potential and places an emphasis on IT, engineering, finance and interim management candidates. The company aims for continued market share gains and targets an EBITA margin between 5-6% on average.
Kforce Technology Staffing provides staffing solutions such as direct hire, staff augmentation, project work, and contract-to-hire. They focus on delivering the right candidates through a disciplined process using their proprietary knowledge staffing model. This involves understanding client needs, identifying qualified candidates, assessing skills, and ensuring a good fit on both technical and cultural levels. They offer value-added services like quick hire programs, staffing assessments, salary guides, and access to their large national candidate database.
Il processo di candidatura ed assunzione, in genere, è la prima esperienza del candidato con un’azienda, durante la quale si formano le prime impressioni.
È anche la prima opportunità, per l’azienda, di presentarsi al meglio. Tutto questo processo di engagement con i potenziali dipendenti è importante – non solo per i candidati che verranno assunti, ma anche per quanti non ce la faranno, ma si faranno impressioni durature.
Inoltre, i primi mesi di lavoro di un dipendente sono quelli durante i quali vengono “testati” dall’azienda. È spesso un periodo durante il quale i neo-assunti stanno decidendo se restare o andarsene.
L’intero processo d’identificazione ed integrazione dei nuovi talenti getta le basi per il successo e manda un messaggio forte ad un’audience più ampia circa il modo in cui l’azienda valorizza il proprio personale.
The document describes Adecco's Global Transition Centre (GTC), which helps candidates find job opportunities abroad. The GTC has placed over 34,000 candidates in jobs worldwide since 2006. It provides a single point of contact for international recruitment and places candidates in a wide range of roles across various industries in over 20 countries. The GTC handles all aspects of the recruitment process from sourcing candidates to helping them relocate and integrate in host countries. It is staffed by specialized coordinators with expertise in engineering, medical, IT, and skilled trades recruitment.
BTAS is an award-winning, woman-owned small business with over 140 employees nationwide. They provide acquisition management, IT, engineering, and program management services to federal agencies including DoD, NASA, and DOE. BTAS has a proven track record of over 15 years on large-scale federal programs, with excellent performance reviews and financial stability. They offer experienced professionals, quality processes, and technical expertise to support customers' mission needs.
Adecco India is a leading HR solutions company headquartered in Bangalore with over 1,100 employees across 80 branches. They provide executive search, recruitment, learning, and temporary staffing services to over 1,500 clients and place over 100,000 associates across industries including IT, infrastructure, retail, logistics, telecom, FMCG and BFSI. Adecco India is part of the Adecco Group, a global leader in HR services based in Zurich, Switzerland, with 32,000 employees, 5,500 offices in over 60 countries connecting 600,000 associates with 100,000 clients.
Randstad is the world's leading HR services provider founded in 1960 with revenue of €12.4 billion in 2009. It operates in 40 countries through 4,129 branches and employs 27,640 corporate staff who match 465,600 people with positions daily. Headquartered in Amsterdam, Randstad provides search and selection staffing, HR solutions, and other services in China through over 100 consultants located across the country.
A presentation given by to Gartner Group in October, 2016 illustrating the challenges and opportunities in the evolving Enterprise Agile Planning marketplace. The presentation specifically provides guidance on how to use Inflectra's SpiraTeam and Rapise tools for different types of project including scaled large-scale agile, outsourced development, continuous delivery and regulated industries.
Ma Foi Randstad is the largest HR services provider in India and part of Randstad Holdings, a Fortune 450 company. It has grown significantly over 17 years to serve over 250 Fortune 500 organizations. Ma Foi provides various staffing services including permanent staffing, contract staffing under the Randstad brand, specialist staffing, and outsourcing. For contract staffing, Ma Foi is the largest organized player, managing over 50,000 contract employees across India with professional recruitment, payroll processing, and statutory compliance services.
Randstad is the second largest HR services provider in the world with over 25,000 employees working across 45 countries. It has a strong global footprint and major market positions in countries across Europe, North and South America, and Asia. Randstad provides temporary staffing, permanent recruitment, and inhouse services to help clients fulfill their HR needs with flexible and skilled workers while reducing costs. It utilizes modern tools, a wide candidate database, and ethical practices to efficiently match qualified candidates to job opportunities.
The document summarizes Adecco Group's corporate presentation from March 2011. It discusses Adecco Group's vision of creating greater choice in work, its global reach with over 32,000 employees in over 60 countries, and its strategy of providing temporary staffing, permanent placement, and other HR services. It also summarizes Adecco Group's business lines, corporate social responsibility efforts, financial results, and future perspectives on addressing global trends.
Beckett Advisors is a business strategy consulting firm that specializes in helping companies identify growth opportunities through analyzing internal and external information. They use quantitative research methods to uncover stakeholder perceptions that clients may miss. This reveals opportunities and strengthens strategies. Clients in various industries have experienced increased market share, profits, and bottom lines through Beckett's strategic planning, branding, pricing, and sales system improvements. Their goal is to provide market intelligence to enable sustainable growth.
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
MA Consulting International is an international consulting firm established in 1993 with offices throughout the UK. They provide professional consulting services across all business sectors, specializing in business strategy, leadership, customer service, and people management. Their team of experienced consultants help clients develop their vision and strategy, optimize business processes, improve customer service and financial results, and embrace new technologies. They follow a "Vision to Reality" methodology involving strategic planning, realistic implementation, and organizational buy-in to create sustainable change for clients.
Are your measures strategic? Are you measuring the right things to make sure your organization is strategically successful? Top-down versus bottoms up tracking.
The document discusses training and development services offered by PCC India to help organizations improve business performance. It describes several flagship initiatives focused on interviewing/selection and performance coaching that aim to reduce attrition and increase employee productivity. It also outlines focus areas including sales capability building and industry-specific programs. Finally, it introduces the team of experts at PCC India who bring diverse industry experience and global expertise to training content and facilitation.
Pam Ryan has over 29 years of experience in human resources across various industries. She specializes in developing HR strategies and processes to support rapid organizational growth. Her areas of focus include recruitment, employee relations, training and development, compensation, and ensuring compliance. She aims to partner with management to recruit and develop talent, implement performance management processes, and align HR with business goals.
This document provides an overview of various Total Quality Management (TQM) tools, including Benchmarking (BM), Quality Function Deployment (QFD), Total Productive Maintenance (TPM), and Failure Mode and Effects Analysis (FMEA). For BM, it describes the process, reasons for using it, types, benefits, and limitations. For QFD, it introduces the concept and "House of Quality" tool. For TPM, it discusses the concept and need for improvement. Finally, it briefly introduces FMEA and its stages.
VDS was facing difficulties growing its Product Data Management (PDM) division. It hired two experts, Fred and Bill, but sales remained low. Fred believed more software development and sales support was needed, while Bill said integration with CAD was lacking. The document analyzes issues like lack of resources and awareness, and recommends treating PDM as a separate business unit and developing introductory software to lower consulting costs and boost sales.
This document discusses key aspects of business planning including what a business plan is, why it is important, who prepares it, and the steps involved. A business plan is a comprehensive written description of a business that presents its future. It is crucial for obtaining funding. The plan should be prepared by a company's CEO, marketing/sales managers, development/production managers, and financial manager. The planning process involves assessing the situation, developing a mission, getting ready, setting goals, and monitoring progress. Reinventing a business model is also discussed as important for CEOs to manage the present, selectively forget the past, and create the future.
The document provides an overview of strategy deployment methods including management by objective (MBO), Hoshin Kanri, and balanced scorecard. It discusses the key aspects of each method such as cascading objectives in MBO, the use of catchball, A3 reports, and X-charts in Hoshin Kanri. The document also examines some of the strengths and limitations of each approach to strategy deployment.
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.
Provide Authority
Hold people accountable for what they can control
41
Effective Training
• Training is not just a one‐time event
• Training must be ongoing and reinforced
• Training must be relevant to job duties
• Training must be understood and applied
• Assess competency and provide feedback
• Training is an investment, not a cost
"Tell me and I'll forget; show me and I may remember; involve me and I'll
understand." - Chinese Proverb
42
Empowerment
• Empower employees to identify and correct issues
• Create environment where mistakes are opportunities to learn
• Provide tools and resources to solve problems
• Recognize
My MAP is Metroland's talent development initiative to help employees learn, grow, and develop skills continuously. Through online assessments, My MAP identifies an employee's competency levels and creates a customized learning plan to guide them. Employees work with their manager to evaluate skills, structure a development plan, and find opportunities to apply new skills on the job. The goal is for employees to acquire changing skills needed for their roles and potentially other careers within Metroland.
The document outlines a consulting firm called Contemporary LnOD Consulting & Coaching (CCC) that aims to help organizations improve learning and development. It discusses establishing a center of excellence to enhance growth, define learning processes, assess leadership gaps, and create individual development plans. The firm promotes adopting contemporary learning methodologies like e-learning and mobile learning to meet business goals. It also emphasizes assisting leadership teams to create a culture of trust, collaboration, and achieving common organizational objectives through customized curriculum and talent development initiatives.
The document discusses using metrics and mapping approaches to increase competitiveness and success in entrepreneurship training. It advocates adopting a new approach that focuses on ratio-based thinking and decision-making, developing and implementing strategies, and continuous improvement through relevant benchmarking to identify best practices. This new approach is contrasted with traditional approaches that focus on motivation, management, business planning, and improvement but not innovation or strategy. Key principles of strategy-focused entrepreneurs discussed are translating strategy into operational terms using metrics for planning and control, and linking and aligning the organization around its strategy using a balanced scorecard approach.
Twenty years of management experience including roles in change management, organizational development, continuous process improvement, business planning, and strategy. Experience implementing excellence models and frameworks like the balanced scorecard at large corporations across various industries in Saudi Arabia. Provides end-to-end business design including strategic workshops, analysis, development, succession planning, and talent management to align learning and performance with business goals. Available for executive, board, consulting, and implementation roles with a focus on developing people and linking their performance to business objectives through the use of technologies, KPIs, and assessments.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
An innovative corporate initiative to develop outstanding leaders, profitable customers & sustainable processes by integrating consulting, training and coaching platforms
The National Center for the Middle Market in collaboration with GE Capital and Ohio State's Fisher College of Business concluded their inaugural Executive Education Program on June 7, 2012. The program focused solely on increasing capabilities of middle market firms. For more information on the program or if your company is interested in participating in Cohort 2 email Christa Rubbelke at middlemarketcenter@fisher.osu.edu
ImpaQ Solutions - Smart Business ResultsMargo Boster
Gain a competitive advantage...
ImpaQ Solutions can help you increase revenue, decrease turnover and improve quality by building and supporting your people to be more effective and efficient. Let us bring proven, real world success to you.
Attract the best talent. Develop the best leaders. Be the best.
Similar to Boyer Management Group Capabilities Briefing 12 2011 (20)
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
2. BMG Background
Founded in 1998.
Our founders average
32 years in OD
experience.
We work with companies
and organizations who
want to get the very best
out of their people and
with senior management
who want to increase
their effectiveness.
BMG 2
3. Partial BMG Client Family
Our goal: build a consultative partnership with each client;
resulting in tangible business improvements.
BMG 3
4. Our Core Competencies
Team Building
& Alignment Strategic Planning
Performance Management Talent Optimization
4
BMG
5. Diagnostic Tools
BMG offers some of the world’s finest instrumented learning
solutions and assessments.
5
BMG
6. The BMG Approach
• Compare the • Identify Specific
Current to . Strengths and
Best Practices . Growth Areas
Gap Competency
Analysis Assessment
Assure
Implement
Long-Term
Solutions
Success
• Follow-up • Programs &
& Milestone Training
Measurement
6
BMG
7. Team Building & Alignment
It is all about getting everyone pulling in the same direction…
People work best with people they like and trust.
7
BMG
8. Team Building & Alignment
Commun-
Trust
ications
Understanding
“Seek first to understand, then to be understood.” Stephen M. Covey
8
BMG
9. Team Building & Alignment
Key Product Offering
Unlocking The Power of My Team – half-day course based on DiSC®
Any organization that wants to improve productivity by
Target Audience
removing interpersonal barriers / team dysfunction
Target Purchaser Boards, senior management, departments, groups, teams
The most effective people are those who understand
themselves, understand others and situations, then adapt
Key Message(s)
their approach in order to maximize their success with other
people and situations
Improved productivity; removes interdepartmental barriers;
Key Benefits
develops important leadership skills; 10X-plus ROI
What Makes it Unique Only from BMG; high engagement; immediate results
Delivery in person (but may be delivered via webinar);
Distribution Method Optional: team analysis with leader coaching; sales and
customer service application; executive development
9
BMG
10. Performance Management
“The role of the manager is to help his or her people find their
very best fit in the organization, so they can achieve their
optimum performance.” - Marcus Buckingham
Q: So why do so many organizations fail to
achieve or sustain successful and profitable
growth?
10
BMG
11. Performance Management Cycle
Discipline Establish
Correcting Equipping
Zone Zone
Counsel Teach
Mastering
Zone
Measure Coach
11
BMG
12. Performance Management
Key Product Offering
MS Excel-Based Employee Performance Evaluation System
Any organization that wants to administer effective, simple,
Target Audience
non-time-consuming performance evaluations
Target Purchaser Human Resources, Senior Management
Provide meaningful direction to employees
Minimize time required to complete the evaluation
Key Message(s)
Employees and managers actually look forward to
. performance evaluations!
Fast, easy but thorough; MS Excel-based means it’s easy to
Key Benefits develop metrics across the organization; send and sign
electronically; training suite available to assure adoption
What Makes it Unique Only from BMG; MS Excel-based; self-totaling & scoring
Via download or CD; associated training delivered via
Distribution Method
webinar or in person
12
BMG
13. Strategic Planning
According to McKinsey & Company:
88% of companies practice formal strategic planning as a critical
discipline.
Of these companies, fewer than 40% of their executives are
satisfied with the effectiveness of their organization’s strategic
planning efforts.
BMG helps its clients bridge the
gap between the best practice
of formal strategic planning and
doing it effectively.
13
BMG
14. Strategic Planning Made Simple℠
• Participants • SWOT Methodology
• Vision to ID the Areas of
• Key Performance Prime Opportunity
Indicators
Achieve Iterative
Alignment Analysis
Develop
Execute
Shared
the Plan
Solutions
• Follow-up & • Project Plan
Milestone Creation, Iteration
Measurement & Commissioning
14
BMG
15. Strategic Planning Made Simple℠
Key Product Offering
3-Day Offsite Strategic Planning Summit
Boards, C-level, S/E/VP-level, Director-level, especially ones
Target Audience that desire to increase their success and outcomes from
their strategic planning efforts
Target Purchaser CEO/CFO/COO/GM
Strategic Planning Made Simple sm
Key Message(s) Produces actionable project plans, not just good feelings
Assures alignment around team, goals, KPIs, and plans
Develop CEO vision presentation; drives KPIs deep into the
Key Benefits organization; removes organizational silos; improves sales
and profits
Only from BMG; plans that actually produce results;
What Makes it Unique
CEO follow-up program to assure implementation
Distribution Method Off-site session with pre-work
15
BMG
16. Talent Optimization
According to national business bestselling author Jim
Collins, it is all about getting the right people
on the bus, and getting them into the right
seats on the bus.
It means setting clear expectations and
developing a self-directed team using their
strengths to achieve top results.
It is about effective teaching and coaching to
change behaviors and outcomes.
The Bottom Line: we equip organizations
to attract, develop, focus, and retain talented people.
16
BMG
17. Making Learning “Sticky”
“The only way that learning works is if it changes behavior. Anything
short of this is merely just an academic exercise.” - William P. Duffy
Discovery-Based According to an AT&T survey conducted every 10
Learning℠ years since the 1960’s, after 30 days from point
from
BMG of learning, people retain:
up to 10% of what they heard
up to 10% of what they read
up to 90% of what they applied and practiced
This is the basis for BMG’s Discovery-Based
Learning℠ approach, which is foundational
to all of our learning programs.
17
BMG
18. BMG Curriculum Examples
BMG has developed an interactive training library covering more than 120 titles:
Management & Supervision
Leadership
Sales & Sales Management
Customer Service
Call Center Management
Team Building & Alignment
Compliance & Sexual Harassment
Soft Skills & Talent Development
Specialty & Industry Training
18
BMG
19. Delivering Effective Training
BMG offers flexible delivery of learning to meet the needs of
today’s and tomorrow’s distributed global audience…
Dynamic E-
On-demand
Location
Different
Live, Virtual Learning
Classroom Training
via the Internet Static E-
Learning
Live, Facilitator-Led & In Person /
Location
Classroom Training
Same
Same Time Different Time
19
BMG
20. Our International Partner in Education
Early in 2010 we forged a relationship with
McCann Associates, a division of Vantage Labs.
McCann Associates serves three principal markets: higher education,
government and licensure & certification.
Through Measured Success™, their
world-class assessment and online
learning platform, nearly 200 million
assessments were processed last year.
McCann has chosen BMG as its primary learning content
partner to bolster its presence in the corporate sector.
Graduate Employment Preparedness AssessmentSM that measures
knowledge of best practices of effective career search.
BMG 20
21. Leading Through People I, II, III & IV
Key Product Offering
Up to Four 2-day Modules Delivered Onsite
Senior leaders; managers and directors; first-time
Target Audience
supervisors; aspiring future leaders
Target Purchaser CEO/COO/VP HR
Getting the right people on the bus, in the right seats
Key Message(s) Best practices in a robust curriculum that covers all
. aspects of leadership and management
Aligns team around best practices; accelerates growth and
contribution of leaders; aids retention of A-players; direct
Key Benefits
positive impact to the bottom line; institutionalizes key
organizational values; high ROI
Only from BMG; sticky learning boosts retention and
What Makes it Unique
application
Distribution Method On-site sessions customized to each client
21
BMG
22. B2B Sales Essentials℠
Key Product Offering
Knowledge-Based Assessment Coupled With Robust Learning
Target Audience Business-to-Business sales professionals at all levels
Target Purchaser CEO/CFO/COO/Chief Sales Officer
Over 350 B2B sales best practices measured to identify gaps
Customized training plan to close the knowledge gaps
Key Message(s)
Reassess to measure learning progress
Future 360° assessment to measure application
10X-plus ROI; increased sales/person; increased account
Key Benefits penetration; increased market share; increased account
retention; increased margins
Only from BMG; relational and consultative sales strategy;
What Makes it Unique
incorporates leading edge technologies and approaches
Assessment administered onsite; training delivered onsite
Distribution Method
and/or via webinar
22
BMG
23. Graduate Employment Preparedness Assessment℠
Key Product Offering
Online Assessment with Personal Feedback Reports and Practical Textbook
All North American college students, recent grads, those
Target Audience
re-entering civilian workforce, those seeking to change jobs
Target Purchaser Universities and colleges of all types, federal and state govt.
Measures over 200 best practices of effective career search
Key Message(s) Get a better job, faster, in your field of interest
Practical textbook to drive your career search
Teaches current and emerging career search best practices;
accelerates job search; teaches electronic search strategies;
Key Benefits
raises job seeker’s perceived competence; costs less than a
college textbook
What Makes it Unique Only from BMG; validated through university studies
Online assessment and delivery of resources; optional
Distribution Method
curriculum development for courses
23
BMG
24. Custom Curriculum Development
Key Product Offering
Built-to-Order Curriculum
Target Audience All levels within an organization; third party distribution
Target Purchaser CEO/COO/Senior HR officer
Over 100 titles to choose from or will customize for your
. exact needs
Key Message(s)
Work with Subject Matter Experts in your organization
High engagement, application and retention of learning
Highly impactful; aligns team around best practices;
improves productivity, judgment and decision making;
Key Benefits
positive impact on top and bottom lines; highly cost
effective
What Makes it Unique Only from BMG; best practices approach; high ROI
Onsite, virtual classroom or combination based on client
Distribution Method
preference and logistics
24
BMG
25. Executive Coaching
Key Product Offering
One-on-One Leadership Coaching, Development and Accountability
Target Audience Senior leaders; managers and directors; future leaders
Target Purchaser CEO/COO/VP HR
Use of diagnostic assessments to identify strength and
. need areas; with gap analysis ; custom development plan
Key Message(s)
Improves leader’s contribution to the organization
Addresses team fit and style issues
Aligns individual with organizational culture and objectives;
Key Benefits accelerates growth and contribution of leaders; improves
team contributions and harmony; high multiples of ROI
Only from BMG; highly customized to each individual and
What Makes it Unique
organization; immediate application
Combination of face-to-face, online and telecom sessions
Distribution Method
over a flexible period of time
25
BMG