Andrews University_Human Resources Management BSAD670_Group Assignment Report
To conduct a Job analysis for Store manager position in Retail industry
Develop effective Job specification, Training module, and Selection process
Bagi Perusahaan yang membutuhkan Pelatihan ini dapat menghubungi Kami HARD-Hi SMART CONSULTING di Hotline : 0878-7063-5053 (Fast Response) dengan Bpk. M. Shobrie H.W., SE, CFA, CLA, CPHR, CPTr.
Training and development (Human Resource Management)Joderick Tejada
The document discusses training and development in organizations. It explains that training is needed to fill performance gaps and achieve expected results. A proper needs assessment is required before implementing training to identify factors causing performance issues like skills, resources or processes. Effective training is tailored to objectives, involves participants, and assesses learning and impact on performance. Leading organizations focus on collaboration, diversity, sustainability and developing future leaders who can operate effectively in a changing global environment.
The document summarizes key aspects of conducting a Level IV evaluation to measure the impact of training on organizational performance. It discusses identifying needs, learning outcomes, definitions, and purposes of Level IV evaluations. It also presents a case study and addresses challenges such as measuring impact, collecting credible data, and gaining client buy-in. The critical questions to address are: 1) identifying the client and business need, 2) understanding the situation being addressed, 3) selecting operational indicators to track, 4) linking skills to indicators, 5) calculating costs, 6) determining information sources, and 7) allowing sufficient time to measure impact.
This document discusses various models and approaches for evaluating training programs. It describes Hamblin's model of evaluation which evaluates at four levels: reaction, learning, job behavior, and functioning. Kirkpatrick's and Warr's models are also summarized. The document outlines the need for evaluation, the training cycle, pre-training evaluation including identifying needs and objectives, input evaluation, evaluation during training using methods like observation and course audits, and post-training evaluation of reaction, learning, and job behavior. It also discusses evaluating training staff and the effectiveness of training programs.
Bagi Perusahaan yang membutuhkan Pelatihan ini dapat menghubungi Kami HARD-Hi SMART CONSULTING di Hotline : 0878-7063-5053 (Fast Response) dengan Bpk. M. Shobrie H.W., SE, CFA, CLA, CPHR, CPTr.
Training and development (Human Resource Management)Joderick Tejada
The document discusses training and development in organizations. It explains that training is needed to fill performance gaps and achieve expected results. A proper needs assessment is required before implementing training to identify factors causing performance issues like skills, resources or processes. Effective training is tailored to objectives, involves participants, and assesses learning and impact on performance. Leading organizations focus on collaboration, diversity, sustainability and developing future leaders who can operate effectively in a changing global environment.
The document summarizes key aspects of conducting a Level IV evaluation to measure the impact of training on organizational performance. It discusses identifying needs, learning outcomes, definitions, and purposes of Level IV evaluations. It also presents a case study and addresses challenges such as measuring impact, collecting credible data, and gaining client buy-in. The critical questions to address are: 1) identifying the client and business need, 2) understanding the situation being addressed, 3) selecting operational indicators to track, 4) linking skills to indicators, 5) calculating costs, 6) determining information sources, and 7) allowing sufficient time to measure impact.
This document discusses various models and approaches for evaluating training programs. It describes Hamblin's model of evaluation which evaluates at four levels: reaction, learning, job behavior, and functioning. Kirkpatrick's and Warr's models are also summarized. The document outlines the need for evaluation, the training cycle, pre-training evaluation including identifying needs and objectives, input evaluation, evaluation during training using methods like observation and course audits, and post-training evaluation of reaction, learning, and job behavior. It also discusses evaluating training staff and the effectiveness of training programs.
Skills Management Best Practices Webinarguest637256
1.How does skills management fit into an overall human resources program?
2.What is the value proposition for skills management?
3.What are the best practices for planning and implementing skills management?
4.What is the most appropriate “skillware” for your business?
This chapter discusses employee development and career management. It defines employee development as a combination of formal education, job experiences, relationships, and personality assessments to help employees prepare for future careers. It also discusses different approaches to development, such as training programs, assessments, mentoring, and job assignments. The chapter emphasizes that modern careers are fluid and require employees to proactively manage their career development through goal setting, assessments, and action plans. It concludes by covering challenges such as developing dysfunctional managers and ensuring equal access to development opportunities.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
Success Beyond a Test: The Importance of Application in Performance ImprovementBizLibrary
This document discusses ongoing evaluation and reinforcement of training programs. It emphasizes measuring behavior change and business outcomes, not just reaction and learning. Strategies presented include meeting with managers, communicating results to stakeholders, collecting data and testimonials. Tactical activities involve tracking critical behaviors, using checklists and surveys, and providing reminders and recognition. The document stresses preparing for training by defining critical behaviors and business goals upfront.
Contents:
Introduction to mobilink
HRM Strategies
Planning
Recruitment
Selection
Orientation
Training
Performance Appraisal
Compensation and reward system
Health and safety measures
Career planning and development
Search and development
The document discusses the company's talent supply chain which includes three facets: talent acquisition, talent management, and talent retention. Talent acquisition involves selection, assessment, interviewing, onboarding, and diversity programs. Talent management covers performance management, leadership development, succession planning, assessments, and employee development. Talent retention focuses on compensation, rewards, culture, and surveys. The company aims to align its talent processes with business objectives.
Training &n Development Studies & EvaluationElsaCherian1
This document discusses training evaluation and Kirkpatrick's model of evaluation. It describes evaluating training at four levels: reaction, learning, behavior, and results. Reaction measures participant satisfaction. Learning assesses knowledge gained. Behavior looks at applying skills on the job. Results examines impacts like productivity increases. The document provides details on evaluating at each level, with methods like pre-/post-tests, observations, and interviews. Overall, evaluation improves training quality and links it to organizational goals.
This document discusses training and development. It defines training as seeking to improve an individual's ability to perform their job by changing their skills, attitudes, and knowledge. Development focuses more on long-term personal growth and career advancement. The training process involves analyzing needs, setting objectives, designing training methods, implementing training, and evaluating results. Determining training needs requires analyzing the organization, tasks, and individuals to identify performance gaps that training could address.
This document discusses the analysis phase of the instructional design process. It explains that the analysis phase involves conducting a training needs analysis through various types of analysis like context analysis, user analysis, work analysis, and content analysis. The purpose of needs analysis is to identify performance gaps, set training priorities, and inform training decisions. Needs assessment techniques may include observation, questionnaires, interviews, and focus groups. The output of the analysis phase is a job analysis report containing training recommendations and course content.
The document outlines the training cycle which includes 4 steps: needs analysis to identify training needs, design and development of the training program, delivery of the training, and evaluation of the training at 4 levels - reaction, learning, behavior, and results. It provides details on each step, including how to conduct a needs analysis at the organizational, job, and individual level, concepts for designing effective training like practice and feedback, and methods for evaluating the success of training.
This document discusses performance appraisal, which is the process of evaluating an employee's job performance and contribution to an organization over a specified period of time. It outlines the importance, strategic purposes, and criteria for an effective appraisal system. Various appraisal methods are described, including trait, behavioral, and results-based approaches. Contemporary methods like management by objectives and 360-degree feedback are also covered. The document concludes with references for further reading.
Job analysis and talent management process, personnel planning and recruiting Pallavi Goyal
THE TALENT MANAGEMENT PROCESS
THE BASICS OF JOB ANALYSIS
competencies model
steps in recruitment and selection process
planning
forecasting demand of employees
employee engagement
internal recruitment
diversity in recruitment
extended workforce
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
The document discusses using competency modeling to enhance leadership development. It provides an overview of how to develop competency models, integrate them into human resource processes like hiring, training, performance reviews, and promotion. It also presents a case study of how PepBoys updated their competency models to better reflect their focus on customer service, which improved customer satisfaction metrics.
This document discusses training and development in organizations. It defines training as helping employees improve skills for their current jobs, while development prepares managers for future roles. The key processes of training include determining needs, setting objectives, developing curriculum, evaluation, and feedback. Training methods can be on-the-job, like apprenticeships, or off-the-job like lectures. Management development focuses on improving conceptual and interpersonal skills for future leadership roles. Evaluating training effectiveness involves measuring reactions, learning, behavior changes, and results like productivity.
This document is a project report on employee training and development. It discusses the objectives of the study which are to lay the foundation for training and development processes and to improve the current training and development practices of an organization. It covers topics like the scope of the study, definitions of training and development, identification of training needs, the training process, development process, research methodology used, questionnaires, and limitations. The overall purpose is to explore and understand employee training and development practices in organizations.
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
Potential appraisal is used to identify employees' hidden talents and skills that may help them advance in their careers. It focuses on evaluating an employee's potential for higher roles and responsibilities. Potential appraisal is a future-oriented process that is part of performance appraisal systems in many organizations. It helps motivate employees, attract and retain talent, and inform training and succession planning activities. The document outlines the definition, need, purpose, characteristics, parameters for evaluation, and techniques used in potential appraisal.
Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done.
Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Skills Management Best Practices Webinarguest637256
1.How does skills management fit into an overall human resources program?
2.What is the value proposition for skills management?
3.What are the best practices for planning and implementing skills management?
4.What is the most appropriate “skillware” for your business?
This chapter discusses employee development and career management. It defines employee development as a combination of formal education, job experiences, relationships, and personality assessments to help employees prepare for future careers. It also discusses different approaches to development, such as training programs, assessments, mentoring, and job assignments. The chapter emphasizes that modern careers are fluid and require employees to proactively manage their career development through goal setting, assessments, and action plans. It concludes by covering challenges such as developing dysfunctional managers and ensuring equal access to development opportunities.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
Success Beyond a Test: The Importance of Application in Performance ImprovementBizLibrary
This document discusses ongoing evaluation and reinforcement of training programs. It emphasizes measuring behavior change and business outcomes, not just reaction and learning. Strategies presented include meeting with managers, communicating results to stakeholders, collecting data and testimonials. Tactical activities involve tracking critical behaviors, using checklists and surveys, and providing reminders and recognition. The document stresses preparing for training by defining critical behaviors and business goals upfront.
Contents:
Introduction to mobilink
HRM Strategies
Planning
Recruitment
Selection
Orientation
Training
Performance Appraisal
Compensation and reward system
Health and safety measures
Career planning and development
Search and development
The document discusses the company's talent supply chain which includes three facets: talent acquisition, talent management, and talent retention. Talent acquisition involves selection, assessment, interviewing, onboarding, and diversity programs. Talent management covers performance management, leadership development, succession planning, assessments, and employee development. Talent retention focuses on compensation, rewards, culture, and surveys. The company aims to align its talent processes with business objectives.
Training &n Development Studies & EvaluationElsaCherian1
This document discusses training evaluation and Kirkpatrick's model of evaluation. It describes evaluating training at four levels: reaction, learning, behavior, and results. Reaction measures participant satisfaction. Learning assesses knowledge gained. Behavior looks at applying skills on the job. Results examines impacts like productivity increases. The document provides details on evaluating at each level, with methods like pre-/post-tests, observations, and interviews. Overall, evaluation improves training quality and links it to organizational goals.
This document discusses training and development. It defines training as seeking to improve an individual's ability to perform their job by changing their skills, attitudes, and knowledge. Development focuses more on long-term personal growth and career advancement. The training process involves analyzing needs, setting objectives, designing training methods, implementing training, and evaluating results. Determining training needs requires analyzing the organization, tasks, and individuals to identify performance gaps that training could address.
This document discusses the analysis phase of the instructional design process. It explains that the analysis phase involves conducting a training needs analysis through various types of analysis like context analysis, user analysis, work analysis, and content analysis. The purpose of needs analysis is to identify performance gaps, set training priorities, and inform training decisions. Needs assessment techniques may include observation, questionnaires, interviews, and focus groups. The output of the analysis phase is a job analysis report containing training recommendations and course content.
The document outlines the training cycle which includes 4 steps: needs analysis to identify training needs, design and development of the training program, delivery of the training, and evaluation of the training at 4 levels - reaction, learning, behavior, and results. It provides details on each step, including how to conduct a needs analysis at the organizational, job, and individual level, concepts for designing effective training like practice and feedback, and methods for evaluating the success of training.
This document discusses performance appraisal, which is the process of evaluating an employee's job performance and contribution to an organization over a specified period of time. It outlines the importance, strategic purposes, and criteria for an effective appraisal system. Various appraisal methods are described, including trait, behavioral, and results-based approaches. Contemporary methods like management by objectives and 360-degree feedback are also covered. The document concludes with references for further reading.
Job analysis and talent management process, personnel planning and recruiting Pallavi Goyal
THE TALENT MANAGEMENT PROCESS
THE BASICS OF JOB ANALYSIS
competencies model
steps in recruitment and selection process
planning
forecasting demand of employees
employee engagement
internal recruitment
diversity in recruitment
extended workforce
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
The document discusses using competency modeling to enhance leadership development. It provides an overview of how to develop competency models, integrate them into human resource processes like hiring, training, performance reviews, and promotion. It also presents a case study of how PepBoys updated their competency models to better reflect their focus on customer service, which improved customer satisfaction metrics.
This document discusses training and development in organizations. It defines training as helping employees improve skills for their current jobs, while development prepares managers for future roles. The key processes of training include determining needs, setting objectives, developing curriculum, evaluation, and feedback. Training methods can be on-the-job, like apprenticeships, or off-the-job like lectures. Management development focuses on improving conceptual and interpersonal skills for future leadership roles. Evaluating training effectiveness involves measuring reactions, learning, behavior changes, and results like productivity.
This document is a project report on employee training and development. It discusses the objectives of the study which are to lay the foundation for training and development processes and to improve the current training and development practices of an organization. It covers topics like the scope of the study, definitions of training and development, identification of training needs, the training process, development process, research methodology used, questionnaires, and limitations. The overall purpose is to explore and understand employee training and development practices in organizations.
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
Potential appraisal is used to identify employees' hidden talents and skills that may help them advance in their careers. It focuses on evaluating an employee's potential for higher roles and responsibilities. Potential appraisal is a future-oriented process that is part of performance appraisal systems in many organizations. It helps motivate employees, attract and retain talent, and inform training and succession planning activities. The document outlines the definition, need, purpose, characteristics, parameters for evaluation, and techniques used in potential appraisal.
Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done.
Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.
Similar to BSAD670_HRM_Go-Forward Project.pptx (20)
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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!
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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3. COMPETENCY-BASED JOB ANALYSIS
U.S. Department of Labor Competency Model
Strategy
Organizational
Structure
Workflow:
Value Chain
Standard Occupational
Classification (SOC)
The Occupational Information
Network (O*NET)
TOP-DOWN APPROACH
4. Occupation
Management
Industry Sector
NAICS: North American Industry
Classification System
DATA COLLECTION: (1) SOC & O*NET
General & Ops manager 11-1021.00 - https://www.onetonline.org/link/summary/11-1021.00
First-line supervisor retail sales 41-1011.00 - https://www.onetonline.org/link/summary/41-1011.00
Retail salesperson 41-2031.00 - https://www.onetonline.org/link/summary/41-2031.00
5. STRATEGY
DATA COLLECTION: (2) INTERNAL
Corporate
(Centralized)
Stores
(Decentralized)
Major functions
Functions relationship
Store manager scope:
• Full responsibility
• Partial responsibility
13. COMPETENCIES vs. MBA
Premilinary result:
Validity Test:
MBA should not include in essential criteria
Find if significant corelation between MBA and
performance from existing Store managers
17. Task Analysis A detailed analysis of a job to
identify the skills required, so
that an appropriate training
program can be instituted
Competency
Analysis
Careful study of competency level
to identify a deficiency and then
correct it with a training program, or
some other development
intervention.
ASSESSING TRAINING NEEDS
21. TRAINING MODULE: STORE MANAGER
Strategic planning
Finance
People managing
Store design
Store planning
Merchandising
Visual comm.
Merchandise
Retail pricing
Ads & Promotion
Operations mgmt.
Customer service
Retail selling
MIS/CRM
22. • Audio-visual instruction
includes:
• Overheads
• Slides
• Video
• It has been used for
improving:
• Communication skills
• Interviewing skills
• Customer-service skills
• Illustrating how
procedures should be
followed
PRESENTATION METHODS: AUDIO-VISUAL TECHNIQUES
23. • Training methods that
require the trainee to be
actively involved in
learning
• These methods include:
• On-the-job training (OJT)
• Simulations
• Case studies
• Business games
• Role plays
• Behavior modeling
HANDS-ON METHODS
24. Level 1 - Reaction
Level 2 - Learning
Level 3 – Behavior
Application
Level 4 – Business
Impact
Four Levels
of Training
Effectiveness
EVALUATION OF TRAINING EFFECTIVENESS
25. Level 3- Behavior Application
• The frequency of application
of new skills/knowledge/
attitudes.
• The effectiveness of the
skills/knowledge/ attitudes.
Level 1- Reaction
• Trainees’ reactions to
program.
• Did they like the program?
Did they think it worthwhile?
Level 2 – Learning
• What knowledge was
learned
• What skills were developed or
improved?
Level 4 – Result
• Influenced of each : Work unit,
department.
• Affect to business:
Productivity, Quality, Cost
Control, Satisfaction, other
EVALUATION OF TRAINING EFFECTIVENESS
26. Collect
Data
Isolate the Effects
of Training
Convert Data to
Monetary Values
Calculate ROI of
Training
Tabulate
Program
Costs
Identify
Intangible
Benefits
EVALUATION OF TRAINING EFFECTIVENESS
27. Net Program Benefits
Program Costs
X 100
Return on Investment Formula
ROI =
Example :
• Costs per program (20 participants) $ 90,00
• Benefits per program (1st year) $200,00
$ 200, – 90,00
$ 90,00
ROI = X 100
ROI = 122,2 %
29. Situation
• Shortage supply of store managers
• Develop Go-Forward University plan
• Job-oriented selection approach
Revise Recruitment Process
Build Succession Plan
Do Emloyment Branding
31. Promote from Co-Store Mgr/ Asst Store
Mgr or equivalent positions
Figure 1: Retail 2 career paths
(Source: Dunne, P. M., Lusch, R. F., & Carver, J. R. (2011).
Retailing, Seventh Edition. Cengage Learning.)
INCREASE INTERNAL SOURCE
32. Professional websites recruitment :
www.linkedin.com
Employee referral
Figure 2: Recruiting pyramid
(Source: Byars, L. L., & Rue, L. W. (2011). Human Resource
Management, Tenth Edition. McGraw-Hill Irwin)
INCREASE EFFECTIVE RECRUITMENT CHANNEL
36. Select prospective internal & external
sub levels
Use Campus recruitment
Figure 1: Retail 2 career paths
(Source: Dunne, P. M., Lusch, R. F., & Carver, J. R. (2011).
Retailing, Seventh Edition. Cengage Learning.)
SUCCESSION PLAN
38. The creation of an image of the organization as an
employer
Dissemination of information to employees and
market labor, focus on:
• High competitive payment
• Promotion opportunity
Attract qualified employees
EMPLOYMENT BRANDING
39. CONCLUSION & RECOMMENDATIONS
• Revise Job criteria more realistic by Competency-based method.
• Focus to Organizational Development with Go-Forward University Project,
effectively develop content (from Competency model) and delivery methods.
• Increase Internal Recruitment with Succession Plan.
• Include more effective External Recruitment Channel.
• Decide better Interview and Test with orientation to practical experience.