The document discusses various topics related to training and development functions, including:
- The importance of training functions in human resource development.
- Managing expectations for training workshops.
- How training used to be conducted versus modern approaches focused on innovation, market leadership, and competitive differentiation.
- Different business models like McDonald's and their focus on customers.
- Aligning training with business strategies, market disciplines, and key performance indicators.
- Common problems with training and development as well as mistakes made.
- The role of training officers/managers in supporting companies, employees, and leaders.
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" WorkshopKenny Ong
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" Workshop
November, KL
• Know the Importance of planning, preparing, and structuring the performance appraisal
• Learn how to listen, question and give clear and specific feedback
• Handle performance problems and sensitive issues effectively
• Review performance objectives so you can provide specific feedback describing the gap between expected and actual performance
• Avoid common pitfalls when conducting the appraisal
• Create Individual Development Plans with your staff
• Monitor and review progress of objectives and development plans between review meetings
• Develop your feedback skills to motivate staff between appraisal meetings
Talent Pool Management PowerPoint Presentation Slides SlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
This is about supervisory skills and particularly dealing with the critical aspect of Coaching & Mentoring. Why there is a need of Coaching? Why every super star needs a Coach? Where a Coach can lead U to....? Feel free to contact me for field force effectiveness. GMT+5
Determine the organizational structure and design with the help of Organizational Planning PowerPoint Presentation Slides. Showcase various levels of company leadership hierarchy which assist in setting goals, monitoring results, and building a strong company. Utilize our content-ready organization management PPT slide deck and depict the current situation to analyze problem areas and company performance indicators. Effectively discuss the objectives of the management with the present level and target level task responsibilities. You can present an organizational development action plan based on themes like values and culture, people, structure, and system. This business planning PPT slideshow covers processes for the development of organizations with directions and tools to be used. We have also listed management styles with their features and their impact on organization and success rate. Also, management skills training with employees name, goals of training, need for training, and estimated cost. Furthermore, these organizational framework PPT visuals cover topics like leadership and control, communication at the workplace, work culture improvement plan, etc. Also depict the role of HR consulting in redesigning organizational structure, the role of team members, etc. by downloading ready-to-use organization structure PowerPoint infographics. https://bit.ly/3tCGrzG
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" WorkshopKenny Ong
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" Workshop
November, KL
• Know the Importance of planning, preparing, and structuring the performance appraisal
• Learn how to listen, question and give clear and specific feedback
• Handle performance problems and sensitive issues effectively
• Review performance objectives so you can provide specific feedback describing the gap between expected and actual performance
• Avoid common pitfalls when conducting the appraisal
• Create Individual Development Plans with your staff
• Monitor and review progress of objectives and development plans between review meetings
• Develop your feedback skills to motivate staff between appraisal meetings
Talent Pool Management PowerPoint Presentation Slides SlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
This is about supervisory skills and particularly dealing with the critical aspect of Coaching & Mentoring. Why there is a need of Coaching? Why every super star needs a Coach? Where a Coach can lead U to....? Feel free to contact me for field force effectiveness. GMT+5
Determine the organizational structure and design with the help of Organizational Planning PowerPoint Presentation Slides. Showcase various levels of company leadership hierarchy which assist in setting goals, monitoring results, and building a strong company. Utilize our content-ready organization management PPT slide deck and depict the current situation to analyze problem areas and company performance indicators. Effectively discuss the objectives of the management with the present level and target level task responsibilities. You can present an organizational development action plan based on themes like values and culture, people, structure, and system. This business planning PPT slideshow covers processes for the development of organizations with directions and tools to be used. We have also listed management styles with their features and their impact on organization and success rate. Also, management skills training with employees name, goals of training, need for training, and estimated cost. Furthermore, these organizational framework PPT visuals cover topics like leadership and control, communication at the workplace, work culture improvement plan, etc. Also depict the role of HR consulting in redesigning organizational structure, the role of team members, etc. by downloading ready-to-use organization structure PowerPoint infographics. https://bit.ly/3tCGrzG
Making The Business Case For Online Employee TrainingBizLibrary
Whether you’re doing traditional employee training or have yet to jump into the world of employee training, the fact remains… something is holding you back from investing in online training in the first place.
Maybe you see online training as too expensive, too difficult to implement, too complicated, too difficult to measure… we get it, it looks like a big mountain to climb. But with the pace of change in the modern workplace accelerating faster than ever and the need to maintain a competitive advantage becoming a major factor in whether or not a business fails or succeeds, online employee training has never been more important.
Join us as CEO of BizLibrary, Dean Pichee, outlines why you should invest money in training in the first place and discusses how much to invest, how to determine ROI on what you invest, tips and tricks for getting the most out of your online training program and techniques for getting budget approval from leadership.
In this webinar, you'll learn:
Why you should invest money into an online training program and what the expected ROI should be
Find out how much you should be investing in training
How to get the max ROI out of your training investment
How to present training to your C-Level and get budget approval
This is the job evaluation of 3 job titles and using point rating method ,job structure, salary structure of an imaginary company called Sujana Private Ltd
Investing in new hire orientation programs increases the new hires’ confidence in their decision to join a company and will motivate them to produce their best work immediately. It also increases their chances of continuing with a company in the long run as it infuses a sense of belonging. So, does investing in such programs really help the companies in retaining the new employees and improving their performance?
Today, only 15% of companies extend their onboarding process beyond 6 months, but 90% of companies believe employees make the decision to stay in their first 12 months. Using this guide, create an effective onboarding strategy that combines tactics with appreciation. You'll find within a 30, 60 and 90 day checklist, as well as, a full onboarding program that extends the onboarding experience to a year.
Managing a 48 FTE inbound sales and 12 FTE outbound operation dealing with over 10 main products, strategic planning, creating operational efficiencies, liaison between marketing, work force management, HR and other internal departments, coaching and developing team managers.
How to Gain and Retain Employees with Training and DevelopmentBizLibrary
In this webinar we’ll discuss 5 best practices with training and development to gain and retain your employees, including:
Develop leadership skills of your managers
Clearly define expectations
Ensure training goals are aligned with company objectives
How to deliver training based on your employees’ preferences
Recognize and reward
www.bizlibrary.com
With 360° Insight by TalentGuard, leaders gain valuable insight into their behavior, develop new skills, and prepare for future challenges. The 360 feedback tool gathers and analyzes objective multi-rater feedback to make better people development decisions.
Gathering objective feedback is a an effective means to assess and develop individuals, teams, and the business. Today, employees can receive structured and meaningful feedback on their performance, construct focused training plans and work experience opportunities, and set realistic career aspirations. Organization benefit from collecting feedback results and using the information to help inform the overall skills development, training, and succession plans.
Feedback helps people understand the impact of their decisions and actions on their organization and relationships. Feedback is gathered from many structured and unstructured sources, including objective sources such as financial, business process, or HR data (employee turnover, for instance), and subjective sources such as comments or ratings from managers, peers, or customers. In today's increasingly competitive world, feedback is increasingly being sought and used for more than just raising self-awareness. Feeback is being used to make decisions in several areas including:
Selection for career progression and promotion
Performance reviews
Inclusion in leadership and management development programs
TalentGuard's 360° Insight tool aggregates and collates feedback from a variety of sources into a single document for the individual to review. An analysis of the report highlights key strengths and development areas, often signposting available development solutions.
Improve Speed and Efficiency - Save hours compiling multi-rater feedback.
Build Quality Assessments- Create custom assessments specific to your company, role profiles and more.
Extend Reach - Include all stakeholders (employees, managers, peers, customers, and partners) in the review process to obtain richer feedback.
Maximize Impact - Link assessments directly with development actions by mapping options that are relevant to the individual’s specific strengths and weaknesses.
Reduce Administration - Benefit from our hassle-free setup, processes, and workflow through simple user interfaces and forms.
talentguard.com
Justifying eLearning: ROI and Key MetricsEduson.tv
eLearning specialists constantly face a lot of “why” questions. Why is eLearning indispensable for the company? Why does it need special (and annually increasing) budget? Why can’t online courses be replaced with conventional mentoring or training? It isn’t always easy to prove the worth of eLearning.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
Bridge Knowle - Salary and Reward Structures (Training and Workshop)Kenny Ong
Identify and select Salary Structures that meets and
contributes to organization objectives across various functions
Know How to Benchmark & Match Roles in your
company’s salary structure
Know how to choose a Suitable Variable Pay Scheme and
examine their linkage to performance management
Identifying Challenges/Pitfalls in salary structures and
variable pay scheme
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...Kenny Ong
Climbing the Corporate Ladder: From Assistant to Strategic Business Partner
(COMFORI) Elite Secretarial & Administrative Conference 2014
Business partner relationship definitely requires time, trust, effort and commitment from both you and your boss. Effective communication is vital on an on-going basis in order to ensure both sides are clear on each other’s’ expectations and boundaries. Do you have what it takes to be the strategic business partner to your boss? In this session you will be able to widen your perspective and learn on:
· Understanding your boss’ expectations and identify the characteristics of effective business partnership.
· Revealing the strategies for you to achieve the 3Ps in Empowerment at workplace - Permission to take on responsibility, Power to make decision and Protection for the decisions made.
· The successful approaches in creating the WOW Factors by anticipating the needs that keep a long lasting impression to everybody.
Making The Business Case For Online Employee TrainingBizLibrary
Whether you’re doing traditional employee training or have yet to jump into the world of employee training, the fact remains… something is holding you back from investing in online training in the first place.
Maybe you see online training as too expensive, too difficult to implement, too complicated, too difficult to measure… we get it, it looks like a big mountain to climb. But with the pace of change in the modern workplace accelerating faster than ever and the need to maintain a competitive advantage becoming a major factor in whether or not a business fails or succeeds, online employee training has never been more important.
Join us as CEO of BizLibrary, Dean Pichee, outlines why you should invest money in training in the first place and discusses how much to invest, how to determine ROI on what you invest, tips and tricks for getting the most out of your online training program and techniques for getting budget approval from leadership.
In this webinar, you'll learn:
Why you should invest money into an online training program and what the expected ROI should be
Find out how much you should be investing in training
How to get the max ROI out of your training investment
How to present training to your C-Level and get budget approval
This is the job evaluation of 3 job titles and using point rating method ,job structure, salary structure of an imaginary company called Sujana Private Ltd
Investing in new hire orientation programs increases the new hires’ confidence in their decision to join a company and will motivate them to produce their best work immediately. It also increases their chances of continuing with a company in the long run as it infuses a sense of belonging. So, does investing in such programs really help the companies in retaining the new employees and improving their performance?
Today, only 15% of companies extend their onboarding process beyond 6 months, but 90% of companies believe employees make the decision to stay in their first 12 months. Using this guide, create an effective onboarding strategy that combines tactics with appreciation. You'll find within a 30, 60 and 90 day checklist, as well as, a full onboarding program that extends the onboarding experience to a year.
Managing a 48 FTE inbound sales and 12 FTE outbound operation dealing with over 10 main products, strategic planning, creating operational efficiencies, liaison between marketing, work force management, HR and other internal departments, coaching and developing team managers.
How to Gain and Retain Employees with Training and DevelopmentBizLibrary
In this webinar we’ll discuss 5 best practices with training and development to gain and retain your employees, including:
Develop leadership skills of your managers
Clearly define expectations
Ensure training goals are aligned with company objectives
How to deliver training based on your employees’ preferences
Recognize and reward
www.bizlibrary.com
With 360° Insight by TalentGuard, leaders gain valuable insight into their behavior, develop new skills, and prepare for future challenges. The 360 feedback tool gathers and analyzes objective multi-rater feedback to make better people development decisions.
Gathering objective feedback is a an effective means to assess and develop individuals, teams, and the business. Today, employees can receive structured and meaningful feedback on their performance, construct focused training plans and work experience opportunities, and set realistic career aspirations. Organization benefit from collecting feedback results and using the information to help inform the overall skills development, training, and succession plans.
Feedback helps people understand the impact of their decisions and actions on their organization and relationships. Feedback is gathered from many structured and unstructured sources, including objective sources such as financial, business process, or HR data (employee turnover, for instance), and subjective sources such as comments or ratings from managers, peers, or customers. In today's increasingly competitive world, feedback is increasingly being sought and used for more than just raising self-awareness. Feeback is being used to make decisions in several areas including:
Selection for career progression and promotion
Performance reviews
Inclusion in leadership and management development programs
TalentGuard's 360° Insight tool aggregates and collates feedback from a variety of sources into a single document for the individual to review. An analysis of the report highlights key strengths and development areas, often signposting available development solutions.
Improve Speed and Efficiency - Save hours compiling multi-rater feedback.
Build Quality Assessments- Create custom assessments specific to your company, role profiles and more.
Extend Reach - Include all stakeholders (employees, managers, peers, customers, and partners) in the review process to obtain richer feedback.
Maximize Impact - Link assessments directly with development actions by mapping options that are relevant to the individual’s specific strengths and weaknesses.
Reduce Administration - Benefit from our hassle-free setup, processes, and workflow through simple user interfaces and forms.
talentguard.com
Justifying eLearning: ROI and Key MetricsEduson.tv
eLearning specialists constantly face a lot of “why” questions. Why is eLearning indispensable for the company? Why does it need special (and annually increasing) budget? Why can’t online courses be replaced with conventional mentoring or training? It isn’t always easy to prove the worth of eLearning.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
Bridge Knowle - Salary and Reward Structures (Training and Workshop)Kenny Ong
Identify and select Salary Structures that meets and
contributes to organization objectives across various functions
Know How to Benchmark & Match Roles in your
company’s salary structure
Know how to choose a Suitable Variable Pay Scheme and
examine their linkage to performance management
Identifying Challenges/Pitfalls in salary structures and
variable pay scheme
(COMFORI) Climbing the Corporate Ladder: From Assistant to Strategic Business...Kenny Ong
Climbing the Corporate Ladder: From Assistant to Strategic Business Partner
(COMFORI) Elite Secretarial & Administrative Conference 2014
Business partner relationship definitely requires time, trust, effort and commitment from both you and your boss. Effective communication is vital on an on-going basis in order to ensure both sides are clear on each other’s’ expectations and boundaries. Do you have what it takes to be the strategic business partner to your boss? In this session you will be able to widen your perspective and learn on:
· Understanding your boss’ expectations and identify the characteristics of effective business partnership.
· Revealing the strategies for you to achieve the 3Ps in Empowerment at workplace - Permission to take on responsibility, Power to make decision and Protection for the decisions made.
· The successful approaches in creating the WOW Factors by anticipating the needs that keep a long lasting impression to everybody.
Strategy Focused Planning System Beyond Traditional BudgetingKenny Ong
ABF Financial Controllers Conference
Strategy Foc used Planning System beyond Traditional Budgeting
• What is strategy
• What is a strategic plan
• How to convert a strategic concept into an actionable plan with a realistic budget
• Overview of the mechanism for developing a strategic budget
Sketching the mental framework and physical appearance of a fraudsterKenny Ong
Internal Fraud Investigations & Control Conference 2014
Bangalore, India 2014
Sketching the mental framework and physical appearance of a fraudster
• How a criminal mind's work – delving into a devil's mind
• Certain characteristics and behavioral patterns of a corrupt employee
• An overall personality analysis of a fraudster
Bridge Knowle Workshop - Interview & RecruitmentKenny Ong
Bridge Knowle - Interview & Recruitment Techniques Workshop
An Effective Guide & a Practical Approach to the Best Candidate
Kuala Lumpur, February 2012
Workshop Highlights
• Develop Leads on new employees through a Variety of Recruitment Sources
• Conduct own Rating System on Necessity Basis
• Use a Goal-Directed Interview to Discover In-Depth Background information about the Candidate
• Understand & Comply with Legal Rules and Guidelines
• Implement an Interview Preparation Process that is Simple & Effective
• Formulate an Interviewing Strategy, including Opening & Closing of an Interview
• Establish consistent Recruiting, Screening & Hiring Procedures
• Identify the Candidate’s Strengths & Weaknesses
• Acknowledge a selection Standard for Employment
Social Media: How to Engage Consumers and Build Brands Kenny Ong
Crown B2C SOCIAL MEDIA MARKETING ASIA MASTERCLASS
November 2012, KL
Social Media: How to Engage Consumers and Build Brands
• How to innovate in emerging markets by localizing content to meet the needs of their consumers and how this can benefit you.
• The power of Facebook to create Brand SOV and how to engage in interactive content to enhance the number of times the company and its products are mentioned positively on the social web, compared to competitors - commonly known as 'Share of Voice'
• How you can build your fans and what's next
• Using social media marketing to drive consumers onto their social sites. Including how these new fans are then engaged into the brand through interactive campaigns
MICG - Strategy and Risk Management for MTU ServicesKenny Ong
MICG ENTERPRISE RISK MANAGEMENT 2012
November 2012
Strategy and Risk Management
• Strategic Risks in the New World
• The Most Important Risk of All: Business Model vs. Risk (Choosing the wrong Business Model)
• M&A Risk (Pre- and Post- Acquisition Risks)
• People Risk (Succession Planning and Business Continuity)
• Fraud Risk
• Growth Risk (Growth methods and their associated risks including Benchmarking Risk)
• Reputational Risk (Brand and PR)
• R&D Risk
• How To: The 4-Wheels Operating Model and Strategic Risk Management Checklist
Content Marketing 101: Overview of Content MarketingKenny Ong
Crown - CONTENT MARKETING ASIA MASTERCLASS
February, 2014
Content Marketing 101:Overview of Content Marketing
• The changing behaviour of customers
• How content marketing enhances customer engagement and conversion
• The convergence of social and content marketing (engagement, not merely likes)
• The process: Strategy, Creation and Syndication.
• Thoroughly understand the three components necessary to implement an effective content marketing strategy
• Receive guidance on what types of content may be suitable for their particular organization
• Determine the best way to distribute content
• Address important issues such as implementation and management of a content strategy
Aligning the entire Organization to achieve Business and Organizational GoalsKenny Ong
ECU Forward Networking Confrenece
SIngapore, October 2011
The importance of knowing your organizations Business Model (Profit and Non-
Profit) in order to achieve optimal alignment
l Aligning the entire organization: Structure, Leadership, People, Processes and
Culture
l Aligning core processes to achieve organization goals: Strategic Planning,
Budgeting and Performance Management
l Transforming Performance Management from a bureaucratic requirement to a tool
for managing and improving business performance
Women & Entrepreneurship in Malaysia - Strategies & Action PlansKenny Ong
Wawasan Open University (WOU) 4th RESIDENTIAL SCHOOL AND PROJECT WORKSHOP
KL, May 2011
• Trends on Women & Entrepreneurship (Global and Malaysia)
• Why Women Rule
• Malaysian Government Support for Women and Entrepreneurship
• Barriers and Challenges to Entrepreneurship
• Understanding Your Business
• Where Do I start?
• Access To Funding and Capital in Malaysia
• Networking, Assistance and Support in Malaysia
Bridge Knowle Workshop - Developing Effective KPIs (Main Slides)Kenny Ong
Learn How to Setup, Implement & Monitor Effective Benchmarks for Departmental and Corporate Growth Using Result-Driven KPI Initiatives.
KPI Measurements for Employee & Performance
Know how to effectively use KPI to manage people and
their performance. This will mean you can effectively set
goals, measure their performances, provide feedback as
well as giving all a clear picture of what is important.
KPI Measurements for Departments & Company.
Learn how you can use KPI to improve various functions
in your organization including for departments, business
units including new or existing business ventures
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
Change Leadership-Understanding the Role of Management in Achieving Business ...Kenny Ong
CROWN Business Process Excellence and Transformation Asia Masterclass
Change Leadership-Understanding the Role of Management in Achieving Business Process Excellence
• Developing a change culture in the organisation
• Ascertaining the role of the leader in operational excellence
• Characteristics of a good change leader
(CLARIDEN) Managing Your Professional Development: Effective Strategies for C...Kenny Ong
CLARIDEN GLOBAL - Executive Secretary and
Personal Assistant (ES/PA) Conference 2015
Managing Your Professional Development: Effective Strategies for Career Progression and Skills every PA Should Acquire
• Feedback process - useful models
• Ongoing personal and professional development - Identifying where you are
vs where you want to be
• Understanding and harnessing technology and new media
• Skills every PA should acquire
• Strategies for effective business networking
Bridge Knowle Workshop - Developing Effective KPIs (Companion Workbook)Kenny Ong
Learn How to Setup, Implement & Monitor Effective Benchmarks for Departmental and Corporate Growth Using Result-Driven KPI Initiatives
KPI Measurements for Employee & Performance
Know how to effectively use KPI to manage people and
their performance. This will mean you can effectively set
goals, measure their performances, provide feedback as
well as giving all a clear picture of what is important.
KPI Measurements for Departments & Company
Learn how you can use KPI to improve various functions
in your organization including for departments, business
units including new or existing business ventures
Innovative Go-To-Market strategies for Financial Product InnovationsKenny Ong
Financial Product Innovation Asia Pacific 2012 - Turning product innovation into competitive advantage that drives revenues
July 2012
Innovative Go-To-Market strategies for Financial Product Innovations
• Developing a holistic brand experience for your product
• Communicating your product’s value proposition succinctly to extend your overall brand position
• Grabbing the opportunities for co-creation for your brand to engage with customers and the financial performance of your product
• Streamlining your product implementation process for improved results
• Formulating launch and go-to-market strategies that works marvelously
• Justifying your product launch strategy to a range of stakeholders
R&D today: Addressing and enhancing Research & Development’s effectivenessKenny Ong
ABF Research & Development 2009, Singapore
*Applying theory to practice
*Matching R&D to Business Strategy and Organization’s Goals
*Enhancing R&D efficiency by selecting a key component criteria
*Keeping R&D close to where strategic decisions are made
CORPORATE UNIVERSITY INFRASTRUCTURE for SUCCESSKenny Ong
Evolving Corporate Universities (ECU) Webinar
December 2011
• The importance of embedding a best practice management infrastructure in the organisation structure and administrative systems at an early stage in the formation of a CU
• how a company's best practice administrative infrastructure systems ensure that the best practices are visible
• how best practices can be applied and possibly how they can also leave opportunities for innovations in relation to the company's strategic vision and objectives
Re-engineering the roles and tasks of the Finance OfficerKenny Ong
ABF Singapore Conference on Finance Function Excellence
Singapore, October 2009
*Finance and the company's Business Model
*Finance and Strategic Planning
*Finance and Resource Allocation and Optimization
*Linking Finance with the Sales & Marketing Function
Strategic Planning And Budgeting Part 1: Business Model and StrategyKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*SWOT and PESTEL analysis
*Tying the strategic plan to the budget
Jobstreet Talent Wars II - Riding The Recovery WaveKenny Ong
Jobstreet HR Networking Event
KL, 22nd July 2010
Jobstreet Talent Wars II - Riding The Recovery Wave
1. Post-recession and the staff retention implications
2. Talent Wars in the New Economy
3. Aligning Staff Retention strategies with your company’s Business Model
4. Optimizing Compensation & Benefits to match Staff retention Strategies
5. Developing a Talent Management system
6. Retaining ‘Swing’ employees and non-conventional strategies to Staff Retention
7. Motivating & Engaging Employees vs. Retention
8. Addressing the Talent Scarcity problems
Strategic Planning And Organization ClarityKenny Ong
ABF Strategic Corporate Planning Conference
March 2009, KL
*What are the key pitfalls that can derail strategy planning and implementation efforts?
*What are the critical activities that are anecdotes for driving the development of organisational clarity?
*Examples and case studies
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
How to Build Products in High-Growth Companies by Zillow Sr PMProduct School
Main Takeaways:
-Speed is a top priority from decision to execution; therefore, always remember that “done is better than perfect”
-Your product vision and NorthStar need to be clear because circumstances will be ambiguous
-Customers are your guide, especially in the absence of precedent data. Listen to what they say, not just the numbers
The Use Of HR Performance Management Measurement in Strategic Business PlanningKenny Ong
ABF CONFERENCE ON PERFORMANCE MEASUREMENT & KPIs IN HR FUNCTION
August 2009
* Evaluate the links between systems of high performance work practices and strategic business planning
* How can HR practices add value to business performance?
* The best practices of HR performance management that contribute to successful business planning
Employee Differentiation in Successful Rewards ManagementKenny Ong
Marcus Evans Employee Loyalty & Engagement Conference, Jakarta
* How to differentiate employees through compensation and benefits
* Managing performance through compensation & benefits
* Employee differentiation through relative performance and talent management
* Maintaining consistency with corporate values
Company Fundraising PowerPoint Presentation SlidesSlideTeam
Company Fundraising PowerPoint Presentation Slides is a specially-designed pitch deck for entrepreneurs from all industry verticals. Use this PPT slideshow to take you one step closer to successfully raising venture capital. Our private equity fundraising PowerPoint template developers are well-versed in design psychology. All the design elements are included to garner a positive review. Turn potential investors into stakeholders with the help of this comprehensive investor pitch deck PPT theme. Our business fundraising PowerPoint complete deck includes all the information that interests your investors. Convey a crisp company introduction followed by the business problem and the solution. Elucidate value proposition, product roadmap, and milestones achieved. This VC fundraising PPT layout assists you in representing the business model, revenue streams, revenue model, and expense model. Explain investors about business strategies like go-to-market strategy, and marketing strategy. Portray usage, allocation, and goals of funds. Download corporate fundraising PowerPoint presentation to discuss the shareholding pattern, exit strategy, and break-even analysis. Our Company Fundraising PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/2IYDxn1
Aligning Budgeting To Corporate Planning - ABF Conference on Corporate BudgetingKenny Ong
ALIGNING BUDGETING TO CORPORATE PLANING
*How budgeting and strategic planning fit together in the overall business plan
*Aligning KPIs with business objectives and the budget
*Effectively identifying leading and lagging KPIs in the budget
*Identifying the gaps between the actual and the budget figure to enable allocation of resources for corporate plan
*Resolving the variances between the actual vs the budget figures
*Effective strategies to resolve the gaps to drive the strategic direction of the organisation
PE Portfolio CEO Summit, Topical Marketing ChatsDave Kellogg
Presentation I gave to a private equity portfolio company CEO summit on various marketing topics, including how to think about marketing, scaling marketing, organizing marketing, planning and budgeting, the marketing/sales relationship, and measuring marketing.
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...J. Skyler Fernandes
Take the online video course on Udemy:
https://www.udemy.com/course/the-best-startup-investor-pitch-deck/?referralCode=A5ED0FBD65120A93A16E
3.5+hrs of video content, walking step by step each part of the pitch, with personal VC stories, examples, and advice.
The "Best" Startup Investor Pitch Deck is an aggregation of some of the best pitch decks and wisdom from some of the top angels, VCs, and entrepreneurs including my own person insight/experience. The slide deck includes a template for entrepreneurs to use to present to investors, with details on what should be addressed on each slide. There are also additional slides on how best to pitch to investors effectively, how to design and format slides, and what to do before the pitch.
Employee Differentiation In Successful Rewards Management - ABF Compensation ...Kenny Ong
*How to differentiate employees’ using compensation and benefits
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programme
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C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...Kenny Ong
C-SUITE CHEMISTRY
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Storytelling and Brand Integrity:
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• Instilling integrity in your brand identity
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Reversing the Great Resignation:
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Radiodays Asia 2022
Keynote: Sound of the Future
What is the Future of Sound? Preparing for the future, we will need to consider the role audio and sound plays in immersive experiences and spaces, and how audio and sound will evolve to play in the complex world of the media universe. As we move from Radio 1.0 to Audio 4.0, we need to think more strategically about audio and sound, and how they can offer consistent, recognizable sonic experiences that surprise and delight audiences, no matter when, where, or how they’re heard. Now more than ever, we need to approach sound from a design perspective, giving as much attention to the development of sonic identities. Most importantly, we need to consider how current trends, fads, and technology will or will not affect us.
RADIODAYS ASIA - THE NEW RADIO, AUDIO & PODCAST CONFERENCE IN ASIA
The 3rd Radiodays Asia will be held 6-7 September 2022!
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Radiodays Asia is now the professional, international meeting point for the radio, audio and podcast industry in the Asia-Pacific. Its purpose is sharing and learning about international media trends, new technology, content development and business opportunities.
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Maneuvering Through A Crowded Media LandscapeKenny Ong
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
5. http://totallyunrelatedrandomanddebatable.blogspot.com/
Intro: How does it look like?
In the old days of training…
• Average training hours per staff
• % of staff attending training
• # of training programs
• % of training programs conducted
• Training needs analysis conducted
• Competency models developed
• Training budget as % of payroll
What’s wrong with this picture?
10. http://totallyunrelatedrandomanddebatable.blogspot.com/
The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one
hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn
& repeat
Make it quick
• “Fast Food”
• Tests new products
for Cooking Times
Make what customers want
• Prowls market for new
products
• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
14. http://totallyunrelatedrandomanddebatable.blogspot.com/
Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product
Leadership
Operational
Excellence
Customer
Intimacy
• Cost
• Convenience
• TCO
• Features,
Benefits
• Limited
Range
• Solutions
• Customization
• Breadth &
Depth
15. http://totallyunrelatedrandomanddebatable.blogspot.com/
Intro: Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product
Leadership
Operational
Excellence
Customer
Intimacy
•Air Asia
•LV
•Ramly
18. http://totallyunrelatedrandomanddebatable.blogspot.com/
Operational
Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent
information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by
Fact
• Easy to do
business with
• Have it your way
(customization)
• Market segments
of one
• Proactive, flexible
• Relationship and
consultative
selling
• Cross selling
Product Leadership
• New, state of the
art products or
services
• Risk takers
• Meet volatile
customer needs
• Fast concept-to-
counter
• Never satisfied -
obsolete own and
competitors'
products
• Learning
organization
Alignment & Consistency:
Disciplines, Priorities, and KPIs
19. http://totallyunrelatedrandomanddebatable.blogspot.com/
Sample KPIs for Each
Discipline
Operational
Excellence
• Price
• Selection
• Convenience
• Zero Defects
• Growth
Customer Intimacy
• Customer
Knowledge
• Solutions Offered
• Penetration
• Customer Data
• Customer-success
focus
Product
Leadership
• Marketing
• Functionality
• # of Successes
• # of Failures
• Learn from key
users
• Interdisciplinary
teams
• Pipeline
21. http://totallyunrelatedrandomanddebatable.blogspot.com/
Operational Excellence
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Market Disciplines: Hardware
HP well-balanced
portfolio, mass
customization
Acer super lean
cost structure,
aggressive pricing
Apple powerful
products, premium
pricing, limited range
Still Doing
well in
2009-
2011
22. http://totallyunrelatedrandomanddebatable.blogspot.com/
Operational Excellence
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Market Disciplines: Hardware
Samsung well-
balanced portfolio,
mass customization
‘Locals’ super
lean cost structure,
aggressive pricing
Apple powerful
products, premium
pricing, limited range
Still Doing
well in
2012-
2013
23. http://totallyunrelatedrandomanddebatable.blogspot.com/
Operational Excellence
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Market Disciplines: Technology
Google well-
balanced portfolio,
mass customization
Amazon super
lean cost structure,
aggressive pricing
Apple powerful
products, premium
pricing, limited range
Still Doing
well in
2012-
2013
24. http://totallyunrelatedrandomanddebatable.blogspot.com/
Budgeting vs. Priorities
Upturn Flat Downturn
Fight Complacency
Sharpen Edge
Keep Momentum
Conquer
NPD Cycle Time
Improve Edge
Extensions
Counter Competitor
Innovation
Acquire
Profits
Build momentum
Sales
Cash Flow
Focused on
‘Breakthrough’
JV, In-source, Out-
source
Eliminate bottom 20%
Improve Top 15%
revenue-generating
products
↓ R&D, ↑Sales
Example: Business Situation vs. R&D Priorities
25. http://totallyunrelatedrandomanddebatable.blogspot.com/
Business Situations vs. HRM
Upturn Flat Downturn
Fight Complacency
Sharpen Edge
Keep Momentum
Conquer
‘Change’ mgmt
Reduce Fat
Continuity
Everyone Happy
Innovation
Acquire
Profits
Build momentum
Sales
Cash Flow
Talent Mgmt
Innovation/R&D
Early wins
Slow Down HR Costs
Top Talent focus
Sales, Sales, Sales
Increase attrition
Motivation
27. http://totallyunrelatedrandomanddebatable.blogspot.com/
Problems for T&D
1. Malaysian Education
system
2. Parents
3. Business short-term
thinking
4. Punishing mistakes
5. Lack of career drive
6. T&D = HR
7. T&D ≠ Business
8. Comfort
9. Laziness as human
nature
10.Underestimating
process (habits) &
overestimating events
11.Leaders
12.Not technology-ready
13.Pushed by Consultants
14.MNC case studies
28. http://totallyunrelatedrandomanddebatable.blogspot.com/
Mistakes Made
1. Decentralized T&D funds
2. Too focused on Training
3. No linkage with staff
Performance gaps
4. Too focused on
Weaknesses
5. Failed to differentiate
Leaders vs. Specialists
6. Started too complex and
too much
7. No modern learning
8. ISO as control system,
not learning system
9. Failed to differentiate
cultures of different
business units
10.Directly incentivized
project work
11.No S.P. for HODs
12.Hiring & Selection
criteria didn’t contain
‘Learning Attitude’
13.Too focused on soft
skills
33. District Engineer, TNB
Duties and
Responsibilities
If stated as Accountabilities then the job
must produce :
Control, operate and
maintain the District
Distribution System
Ensure uninterrupted supply to
consumers in the district by operating
the District Distribution System.
Manage major supply
projects to customers in
the district.
Ensure satisfaction of the major customers
in the district by managing supply and
Distribution.
Supervise all technical
staff in the district.
Ensure high performance and Productivity
of technical staff by adopting proper human
resource management methods on
selection, training, coaching, counselling
and motivation.
Plan and design the High
voltage system
Ensure availability of adequate supply for
future needs of industries in the district by
planning and designing the High voltage
System
36. Key Results Major Supporting Actions Performance
Indicators
1. Ensure
achievement
of targeted
production
volume
•By monitoring production performance and
taking corrective actions
•By analysing production downtime and
introducing improvements
•By thorough preparation for introduction and
implementation of new models and variants
•Timely production
targets
•Productivity ratios
•Downtime
•Implementation
schedule
•
2. Ensure
achievement
of product
quality targets
•By reviewing quality performance results and
identifying non conformance and undertaking
corrective actions
•By analysing customer feedback and taking
corrective actions
•By undertaking on-line and off-line
continuous quality improvement programs
and activities
•By undertaking education and re-education
programs
•Quality index
•Defect occurrence
•Non-conformance
to established
standards
•Demerit points
General Manager, Manufacturing
37. Key Results Major Supporting Actions Performance
Indicators
3. Ensure safe
and healthy
operating
environment
•By incorporating safety and health features
into infrastructure design and development
•By creating awareness of safety and health
among employees through programs and
campaigns
•By constant monitoring of safety and health
standards through working committees
•By developing and implementing
occupational health programs
•Accident rate
•Health standards
•Operation audit
findings
4. Ensure
competent,
motivated and
productive
manufacturin
g workforce
•By developing and implementing on-the-job
training
•By developing and promoting effective
communication with employees and union
•By ensuring continuous development and
upgrading of skills
•By providing appropriate recognition and
rewards for high performance
•By promoting teamwork through QCC and 5s
activities
•Productivity ratios
•Turnover rate
•Employee morale
•Team activities
•Strikes /
disciplinary actions
General Manager, Manufacturing
38. Key Results Major Supporting Actions Performance
Indicators
5. Enhance
operating
efficiency and
productivity
•By ensuring effective and efficient
maintenance of plant, machinery and
resources
•By reducing wastage and eliminating
pilferage
•By reducing and managing indirect overtime
•By managing utilisation of consumables and
materials
•Operating efficiency
standards
•Cost per unit
•Wastages and
losses
6. Timely
execution of
projects
•By undertaking effective planning and
provision of resources
•By monitoring implementation and progress
of projects
•By managing project costs
•By developing effective project teams
•Timely completion
of projects within
cost allocation
General Manager, Manufacturing
52. http://totallyunrelatedrandomanddebatable.blogspot.com/
Internal vs. External Trainers
1. They are aware about the procedures
and practices in the company.
2. They have job knowledge about their
area of work. They can answer
questions about the organisational
difficulties.
3. Their honorarium is fixed by the
management policies.
4. They can handle sessions with
examples from their area of work.
5. You should carefully choose people
who can volunteer and have relevant
knowledge and capability for handling
the session.
6. It may work out cheaper for you.
1. Bring with them their experience from
a different organization.
2. They read; study more because they
have taken it as a profession.
3. When you don’t have internal faculty
to handle some topic they are
preferred.
4. They can help to bring in new
concepts into your organization.
5. They have learnt the art of managing
the class. (you should assess)
6. They have lot of methods to create
interest among participants.
7. They may demand more money for
sessions.
8. You are not sure about their capability.
Internal Trainers External Trainers
54. http://totallyunrelatedrandomanddebatable.blogspot.com/
Tell
Teach
Guided by material
Sponsored by HR dept
Share information
Controls agenda
Chaos is a problem
Hugs the shore
Event driven
Book open
Outcomes are predictable
Uses instruments to measure
Leader of group
Limits input to material
Trust=material
Directs a teaching process
Content specific
Time and content are concerns
Measured by ability to present
Ask
Listen
Guided by process
Sponsored by line management
Provokes thinking
Creates adult learning environment
Understands chaos
Blue water sailor
Relationship driven
Closes book
Outcomes unknown
Outcomes measured
Member of the group
Limits input to needs of group
Trust=process
Manages a learning process
Process specific
Processes and systems are
concerns
Measured by success of others
Question
Assesses
Guided by assessment
Sponsored by executives
Participates in thinking
Uses own agenda
Thrives on chaos
Navigator
Strategy driven
Writing book
Outcome=strategy
Identifies things to be
measured
Expert to the group
Limits input to area of expertise
Trust=experience
An information resource
Application specific
Outcomes are concerns
Measured by what he knows
Trainer Facilitator Consultant
61. Position: Secretary
Responsibilities +
Tasks + Activities
Personal Competencies Differentiating
Competencies
The Job Person Characteristics The Superior Performer
•Typing
•Manages
communications
•Keeps short-hand
notes
•Makes
appointments
•Uses the computer
•Filing
•Takes minutes
•Follow-up
•Makes coffee
•Keeps secrets
•Drafts letter
•Screens calls
•Pleasant
•Accurate
•Is able to take notes
on shorthand and
typing memo
effectively
•Presentable
•Appearance
•Behaviours
•Good manners
•Courteous
•Diligent
•Proactive
•Initiative
•Independent
•Integrity (trust)
•Creative
•Resourcefulness
•Always excel
•Unwavering
dedication and
commitment
•Ability to make
simple decisions
•Sensitive to people
•Positive attitude
66. http://totallyunrelatedrandomanddebatable.blogspot.com/
Competency Target Setting
Initiative
1. Minimize problems quickly without needing to
be asked
2. Seeks personal growth and professional self-
development
3. Doing more than is required/expected in a job
4. Seeks new and improved solutions and
approaches to completing assignments
5. Looks for opportunities to help others and team
74. http://totallyunrelatedrandomanddebatable.blogspot.com/
Operational Excellence
•Central authority, low level of empowerment
•High skills at the core of the organization
•Disciplined Teamwork
•Process, product- driven
•Conformance, 'one size fits all' mindset
•Integrated, low cost transaction systems
•The system is the process
•Command and control
•Quality management
Organization,
jobs, skills
Management
systems
Information and
systems
Culture, values,
norms
Business Model vs. Talent &
Performance Management
75. http://totallyunrelatedrandomanddebatable.blogspot.com/
Organization, jobs,
skills
Management
systems
Information and
systems
Culture, values,
norms
Product Leadership
•Ad hoc, organic and cellular
•High skills abound in loose-knit structures
•Concept, future-driven
•Experimentation and 'out of the box' mindset
•Person-to-person communications systems
•Technologies enabling cooperation
•Rewarding individuals' innovative capacity
•Risk and exposure management
•Product Life Cycle profitability
Business Model vs. Talent &
Performance Management
76. http://totallyunrelatedrandomanddebatable.blogspot.com/
Organization, jobs,
skills
Management
systems
Information and
systems
Culture, values,
norms
Customer Intimacy
•Empowerment close to point of customer contact
•High skills in the field and front-line
•Customer-driven
•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and
external information
•Strong analytical tools
•Customer equity measures like life time value
•Satisfaction and share management
•Focus on ‘Share of Wallet’
Business Model vs. Talent &
Performance Management
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• Operational Excellence
• Move know-how from top performing
units to others
• Benchmark against best in class
• Ensure operations training for all
employees
• Use disciplines like TQM for continuous
learning to reduce costs and improve
quality
Alignment & Consistency:
Market Disciplines
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Financial
Learning &
Growth
Internal
Process
Customers /
Distributors
Example: 1st Level BSC &
KPIs
Profit after Tax. Revenue. Cash-to-cash cycle. Operating
cash flow
Customer Complaints. Customer Acquisition Rate. Product
Availability. Product Quality & Service. Renewal Annual
Subscription. Distributor Rank Achievement. No. of Active
Distributor. No. DC/Regional Sales. Distributor with commission
Customer Database Availability. Accuracy of Forecast Planning.
Continuous Improvement. Response Time to Customer Needs.
Perfect Order Fulfillment. Inventory Turnover. Number of Effective
Sponsoring Program. On Time Delivery. No. of Effective Training.
Number of Effective A&P
% of staff evaluated on Core Competency Framework. % of staff
with Career Development Plans. No. of training hours completed
per staff. % of staff with access to strategic information. Q12
Index. % staff evaluated on Culture alignment
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Financial
“To satisfy our
stakeholders, what
Financial objectives must
we accomplish?”
Internal Process
“To satisfy our customers, in
which internal business
processes must we excel?"
Customer
“Who are our target
customers?
What is our value
proposition?”
Learning & Growth
“What capabilities and tools
do our employees require to
help them execute our
strategy?
Cause & Effect: Strategy
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Top Performers and the ‘No
Contribution’ Problem
Lagging
Leading
Historical, Outcome, Results, 1st
Level, Usually Financial or
tangible, Quarterly and Annually
Current, Indicators, Drivers, 2nd
Level onwards, usually non-
financial or intangible, Weekly,
Monthly and Quarterly
94. http://totallyunrelatedrandomanddebatable.blogspot.com/
B2B/B2G BSC Matching
Revenue
Base
Retention
Share Gain Positioning Adjacent
Market
New
Business
Financial
Learning & Growth
Internal
Process
Customers
Cost Margin Cash Flow Asset
Operational
Excellence
Product
Leadership
Customer
Intimacy
Investment
Strategy
Competencies Information
Systems
Motivation,
empowerment,
alignment
Satisfaction
Customer/Client/
Government BSC
Revenue
Base
Retention
Share Gain Positioning Adjacent
Market
New
Business
Financial
Learning & Growth
Internal
Process
Customers
Cost Margin Cash Flow Asset
Operational
Excellence
Product
Leadership
Customer
Intimacy
Investment
Strategy
Competencies Information
Systems
Motivation,
empowerment,
alignment
Satisfaction
Your BSC
1. Draw your ‘customer’s’ BSC
2. Match their CP/IP with your CP
3. Identify IPs that support/conflict
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What is the OBJECTIVE of a
Performance Management
System?
• What is the ultimate objective of a Performance
Management System?
• ‘Performance’ – achievement,
• ‘Management’ – controllable, improvement
• ‘System’ – predictable outcome, autorun
Summary?
• A Predictable process to Improve Controllable
Achievements
107. http://totallyunrelatedrandomanddebatable.blogspot.com/
What is the OBJECTIVE?
Succession Planning (Business
Continuity)
Talent Management
Differentiation
Performance Management System
Budgeting + Planning
BSC and KPIs
Strategy
Business Model
Business Strategy
Execution
Talent
Management
133. http://totallyunrelatedrandomanddebatable.blogspot.com/
The appointment of a Senior
Manager - an illustration
This model provides clarity on job related competencies.
Selection criteria of the
past
MBA
10 yrs work experience
I am an expert
I have to gain
respect of others
Aggressive or
submissive
• Personal
Aggrandizement
• Excessive use of
position power
(status & authority)
Present Selection
Criteria
Selection Criteria for the
Future
MBA
10 yrs work experience
I am able to help others
in doing things right
I enjoy contributing as a
team player to what is
right
Positive and
proactive
•Achievement &
social power
•Use of technical
knowledge &
power of
persuasion
MBA
Less than10 yrs work
experience
I can get others to agree
on what is right
I enjoy having to get
others to determine
what is right
Positive, enthusiastic
and proactive
Resourceful power
(persuasion,
influencing,
reasoning, concern
for personal
impact)
Knowledge
Skills
Self Concept
Social Role
Traits
Motive
134. http://totallyunrelatedrandomanddebatable.blogspot.com/
Skills &
Knowledge
Social Role
Self Concept
Traits
Motive
Job vs Person Match:
District Engineer
Mr. A Ms. B
M.Eng.10 years as
an engineer in
Tech.Jobs.
M.Eng.10 years as an
engineer in Tech.jobs
I like to help my
team achieve.
I like to learn new
things
Proactive
I want to do better
I’ll help if I am
asked
I am an
expert
Aggressive
I told them what is
right
135. http://totallyunrelatedrandomanddebatable.blogspot.com/
Skills &
Knowledge
Social Role
Self Concept
Traits
Motive
Job vs Person Match:
Room Sales person
Ms. A Ms. B
Diploma in Social
Sc. 5 years as an
Admin.clerk
Diploma in Social Sc.
5 years as as waitress
in a hotel
I like to meet
new people
I like to learn new
things
Assertive
I want to do better
I don’t like
injustice
I am always
unlucky
Aggressive
I told them
what is - right
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Competency Target Setting
Initiative
1. Minimize problems quickly without needing to
be asked
2. Seeks personal growth and professional self-
development
3. Doing more than is required/expected in a job
4. Seeks new and improved solutions and
approaches to completing assignments
5. Looks for opportunities to help others and team
146. http://totallyunrelatedrandomanddebatable.blogspot.com/
SCL: Specialist Career
Ladder
General incentives &
privileges:
a. Extra monetary incentive
b. Official Specialist /
Consultant job title.
c. Higher external training
subsidy limit by company.
d. Tie-pin or pin
e. Certificate
f. Additional benefits
General qualifying/re-
qualifying criteria:
a. Meet the competency
criteria
b. Performance min B, PED
c. Min. 40 training hr/year
d. Physical contribution:
i Mentoring
ii Write-up
iii Speaking
iv Multimedia recording
v R&D publication / Thesis
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1. SPARX (Smart, Positive, Active, Realistic, X-factor) thoughts, is a
3D fantasy roleplaying game that teaches young people with
mental health issues the skills they need to boost their confidence.
2. Developed by a team of specialists in treating adolescent
depression from the University of Auckand.
3. SPARX leads players through seven realms (each about 30
minutes long) that teach mental behavioral skills for battling
depression.
4. For example, in one level, gamers battle their way through a
swamp where they’re attacked by black, smoldering balls called
GNATS (Gloomy Negative Automatic Thoughts).
5. SPARX doesn’t require supervision and could help fill treatment
gaps, especially in underserved areas.
6. It’s also a private way for kids to get help when they may not want
to talk to an adult.
SPARX
160. http://totallyunrelatedrandomanddebatable.blogspot.com/
Planning Questions: How can I use:
Logical-Mathematical
numbers, calculations, logic,
Classifications, critical thinking
Spatial
visual aids, visualization,
Color, art, or metaphor
Musical
Music, environmental
Sounds, or set key points
In a rhythmic or melodic
framework
Bodily-Kinesthetic
Hands-on experience, involve
the whole body
Interpersonal
Peer sharing, cooperative
Learning, large-group
simulation
Intrapersonal
Personal feelings, memories,
Or give students choices
Naturalist
Living things, natural
Phenomena, ecological
awareness
Linguistic
Spoken or
written word
168. http://totallyunrelatedrandomanddebatable.blogspot.com/
Why Coaching?Performance management process
Phase II : Performance coaching
Phase I
Performance
Planning
Process
Employee works
on critical gaols
and
demonstrates
competencies
Manager
gathers data
on
performance
Manager
provides informal
coaching
Manager and
employee
conduct
periodic
results review
Employee
monitors own
progress
From customers, team members
and the employee
From records, reports and any
other written documentation
From observation
Are critical
goals current
Are results
satisfactory
Manager
provides
recognition
Employee
continue to work
on critical goals
and
demonstrates
competencies
Manager
continues to
provide on-
going informal
coaching
Manager and
employee add,
delete or
update critical
goals or
competencies
Manager
provides
corrective
feedback and
manager and
employee agree
on steps for
improvement
yes yes
No No
171. http://totallyunrelatedrandomanddebatable.blogspot.com/
If you want to know …
• Did participants like the
program?
• Did participants learn the
content intended?
• Are they applying skills
and behaviors taught?
• Are they applying non-
observable outcomes to
the job?
• Has there been any
impact on the
organization?
• Level 1
• Level 2
• Level 3 (A)
• Level 3 (B)
• Level 4
Then you must
ask at this level….
172. http://totallyunrelatedrandomanddebatable.blogspot.com/
What do you want to find out
with Level 1 questions?
• Did the program meet the expectations of
trainees?
l What aspects were most helpful? Interesting? Informative?
l What aspects were least helpful, interesting, or informative?
l What were participants’ reactions to the program’s design?
Pacing? Materials? Precourse work? Instructor?
l Do people intend to use what they have learned? How?
l What barriers, if any, do people believe will inhibit their ability to
use what they have learned?
176. http://totallyunrelatedrandomanddebatable.blogspot.com/
Level 3 Focuses on Transfer: Are
They Using What They Learned?
• Affective outcomes focus on attitudes, values,
and beliefs of learners
• Cognitive outcomes are the concepts, principles,
and knowledge used on the job
• Behavioral or skill outcomes address what
learners are able to do that can be observed by
others
178. http://totallyunrelatedrandomanddebatable.blogspot.com/
Guidelines for Level 3
Evaluations
• Use a control group if practical
• Allow time for behavior change to take place
• Evaluate before and after program
• Survey / interview at least one or more:
– Trainees
– Immediate supervisors
– Trainees’ direct reports
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Level 4 Questions: What’s
the Organizational Impact?
• How much did quality improve?
• How much did productivity increase?
• How much did did we save or prevent?
(accidents, turnover, wasted time, etc)
• What tangible benefits has the organization
seen from the money spent on training?
183. http://totallyunrelatedrandomanddebatable.blogspot.com/
Evaluating Results - Level 4
• Look for evidence, not proof
• Use a control group, if possible, to isolate the
effects of training
• Measure before and after the program
• Repeat measurement at appropriate times
• Consider cost vs. benefits
– Not as expensive as Level 3 to collect
– Organizational data often available
184. http://totallyunrelatedrandomanddebatable.blogspot.com/
Four Major Categories
of Hard Data
• Output increases
– Units produced, items sold or assembled
– Students graduated, patients visited, applications
processed
• Quality improvement
– Scrap, rework, rejects, error rates, complaints
• Cost savings
– Unit costs, overhead, operating, program costs
• Time savings
– Cycle time, overtime, equipment downtime
185. http://totallyunrelatedrandomanddebatable.blogspot.com/
Categories of Soft Data
• Work habits
– Absenteeism, tardiness, communication breakdowns,
first aid treatments
• Climate
– Turnover, discrimination charges, job satisfaction,
number of grievances
• New skills
– Decisions made, problems solved, grievances
resolved,intention to use new skills, frequency of use
of new skills, importance of new skills
186. http://totallyunrelatedrandomanddebatable.blogspot.com/
Categories of Soft Data,
con’t
• Development
– Number promotions, pay increases, training programs
attended, PA ratings
• Satisfaction
– Favorable reactions, attitude changes, increased
confidence, customer satisfaction
• Initiative
– Successful completion of new projects, number of
suggestions implemented, new ideas implemented
188. http://totallyunrelatedrandomanddebatable.blogspot.com/
T&D Effectiveness: How
does it look like?
1. Innovation
2. Open discussions
3. Admission of
mistakes
4. Integrated problem
solving
5. Dissatisfaction with
self
6. A lot of questions
7. More vocal and
demanding
8. Sharing
9. Maturity of leaders
10.Keep on changing
even if painful
11.Documentation of
lessons learned
12.A lot of projects
189. http://totallyunrelatedrandomanddebatable.blogspot.com/
T&D Effectiveness: How
does it look like?
13.Read more
14.Training participation
15.Process
improvements
16.Concern for
Customers
17.Self confidence
18.Run out of Positions
to promote
19.More Headhunting
victims
20.Less dependent on
external Trainers
21.Increased
participation in
projects
22.Improved
productivity
23.Mentoring
24.Training Dept and
Consultants become
less important
215. http://totallyunrelatedrandomanddebatable.blogspot.com/
Sample: C.L.O. Job
Description
1. Create access to training whenever and wherever
employees need it
2. Make learning an inherent part of jobs
3. Breakdown knowledge-sharing barriers
4. Create learning opportunities
5. Ensure workforce has information and skills to move
company forward
6. Sourcing and injecting new ideas from outside
7. Make people independent through self-sustaining
systems
8. Push learning initiatives that have financial impact
9. Create sharing and collaboration platforms
216. http://totallyunrelatedrandomanddebatable.blogspot.com/
Personal: How about me?
1. Get invited to multi disciplinary committees
2. Invite other disciplines into your teams & meetings
3. Find a Mentor & shadow him everywhere
4. Read broad based books, magazines
5. Study the company’s business plan
6. Write down how the work you do supports those plans
7. Volunteer to serve on a strategic planning committee or
task force.
8. Read more Case Studies
9. Attend more courses