This document provides strategies for creating a high performance work environment. It discusses assessing current talent, identifying opportunities to hire top performers, and interviewing and onboarding new employees based on performance. Key aspects include clearly defining organizational strategy, structure, and staff roles; ranking current employees; attracting and hiring top talent; using behavioral interviews to assess past performance; and implementing a thorough onboarding process. The overall goal is to build a culture that drives top performance regardless of economic conditions.
Lecture by Mario Derba at Master Human Resources Pisa University Mario Derba
This document discusses motivating human resources in a large national or global company. It emphasizes the importance of inspiring people, being young and open-minded, investing in employees, caring for their well-being, rewarding good work, and committing to social responsibility to create the best place to work. Developing talent, setting clear objectives, and reinforcing behaviors through formal mechanisms are key to influencing change and achieving management excellence. Upholding basic ethical values in business decisions is also important for long-term success.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
Core competencies and workforce competencies are what differentiates an organization from its competitors and enables it to deliver superior products and services.
Rajesh will cover the essentials of a competency framework and how it aligns processes like recruitment, career development, workforce planning, training, performance management and compensation to deliver short term and long term goals of an organization.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
The document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
This document discusses the importance of succession planning for organizations. It outlines benefits like identifying talent pools, keeping employees engaged, and creating a talent-driven culture. It provides best practices such as defining performance standards, identifying high performers, and specifying development opportunities. The document also describes steps to develop a succession strategy including identifying critical positions and candidates, determining development needs, and measuring the impact of the succession management program.
Lecture by Mario Derba at Master Human Resources Pisa University Mario Derba
This document discusses motivating human resources in a large national or global company. It emphasizes the importance of inspiring people, being young and open-minded, investing in employees, caring for their well-being, rewarding good work, and committing to social responsibility to create the best place to work. Developing talent, setting clear objectives, and reinforcing behaviors through formal mechanisms are key to influencing change and achieving management excellence. Upholding basic ethical values in business decisions is also important for long-term success.
The document outlines Dusit International's succession planning process. It discusses the business case for succession planning and key concepts. It then describes Dusit's approach, which includes succession planning at the corporate, property senior executive, and property management levels. The process involves assessing talent and identifying candidates for development in order to fill critical roles now and in the future. Responsibilities are assigned and tools like a succession planning matrix are utilized.
Core competencies and workforce competencies are what differentiates an organization from its competitors and enables it to deliver superior products and services.
Rajesh will cover the essentials of a competency framework and how it aligns processes like recruitment, career development, workforce planning, training, performance management and compensation to deliver short term and long term goals of an organization.
Competency mapping assessment and managementSeth Asamoah
This document discusses competency mapping and assessment. It defines key terms like competency, role, and competencies. It describes how to identify role competencies through steps like defining the role, creating job descriptions, and conducting interviews. It also discusses competency assessment tools like benchmarking, surveys, and day-in-the-life studies. The goal is to understand the competencies required for each role and any gaps between existing and desired competencies in order to help employees improve.
The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
The document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
This document discusses the importance of succession planning for organizations. It outlines benefits like identifying talent pools, keeping employees engaged, and creating a talent-driven culture. It provides best practices such as defining performance standards, identifying high performers, and specifying development opportunities. The document also describes steps to develop a succession strategy including identifying critical positions and candidates, determining development needs, and measuring the impact of the succession management program.
As businesses strive to increase competiveness in the new world economy, management can’t afford to waste their budget on one-size-fits-all packages. Training that’s poorly suited to learners’ needs falls flat. Competency-based training, in contrast, leverages existing skills, provides custom training for learners on the job and comes far closer to alignment with corporate goals. In this article, learn how you can renovate your workforce with training that zeros in on employee roles, areas of expertise and functional competencies.
How to Create a Competency-Based Training ProgramBizLibrary
This document outlines how to create and implement a competency-based training program. It discusses defining competencies, assessing skills gaps, and developing individual development plans (IDPs) aligned to organizational goals. The process involves needs analysis, identifying core competencies, skills assessment, competency mapping, and integrating development activities into talent management. Sample frameworks show how to assess and map competencies for customer service and leadership roles, then link relevant courses to close skills gaps and support IDPs. Competency-based training focuses on achieving specific competencies through self-paced learning, in contrast to traditional training models.
Competency mapping is the process of identifying the competencies needed to successfully perform a given job or role. It involves breaking down a role into its constituent tasks and activities and identifying the technical, behavioral, and conceptual knowledge and skills required. Competency mapping creates an accurate job profile that defines expectations for both candidates and employees, and helps align employee efforts with organizational needs. It provides transparency that can motivate employees while helping the organization achieve its strategic goals. Competencies are identified through methods like interviews, group work, and questionnaires with input from managers, current role holders, and others interacting with the role.
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
This document discusses competency-based occupational information for human resource managers. It describes how competency frameworks can be used to define jobs based on measurable patterns of skills, knowledge, abilities and behaviors rather than just tasks. It provides examples of competency databases and surveys developed by the MOSAIC studies project. The objectives of an HR manager role include identifying critical tasks and competencies, providing occupational data to HR specialists and managers, creating a common language across HR functions, and providing a foundation for HR applications like compensation, selection and training. Contact information is provided for further questions.
The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
This document discusses competency-based human resource management. It begins with definitions of key terms like competency, knowledge, skills, behaviors and attitudes. It then discusses how competency models can integrate HR processes like recruitment, development, performance management and rewards. The document provides examples of competency frameworks and their benefits. It outlines a process for identifying competencies and provides examples. Key characteristics of successful competency model implementation include alignment with organizational strategy, integration across HR systems, effective communication and distribution, self-directed application by employees, and becoming embedded in organizational culture over time.
This webinar provides insight on indentifying and implementing competencies. Hosted by John Bradford and Philip Schuler, the webinar promises to be informative, yet impactful.
What You Will learn:
How to identify competencies needed for success for all employees.
How to implement competency models.
The document discusses competency mapping and provides details about its concepts, frameworks, and processes. It describes identifying competencies for roles, assessing competencies, and developing competencies for organizational improvement. Competency mapping is presented as a tool that can integrate HR systems like performance management, rewards, and career development.
Critical competencies are those that are essential for success in the role. Without these competencies, the individual would not be able to perform the core functions of the role.
Important competencies are significant but not essential for success. The individual can perform the core functions without these competencies but they help the individual perform better.
Preferred competencies are desirable but not essential. They help the individual excel but are not required for basic performance of the role.
The criticality helps determine focus areas for development, hiring and performance management. Critical competencies must be fully developed for the role while important and preferred can be further developed over time.
The document provides an overview of competency modeling, including:
1. A brief history of competency modeling from its origins in the 1950s to its maturation and widespread adoption by Fortune 500 companies today.
2. Definitions of key terms like competency, competence, and components of competency.
3. Examples of competency models and frameworks, and how they are used for various human resource functions.
4. The benefits of implementing competency-based approaches for individuals, companies, and managers.
3. How competency modeling is linked to focused training and development by identifying competency gaps to address.
This document provides information about a management development training on using behavioural competencies. It outlines the trainer's experience and qualifications. The training will cover management styles, behavioural competencies, and developing specific competencies. Trainees are asked to identify which management styles and personality traits apply to them and their teams. They will also choose a competency to further develop and identify activities and support needed. The goal is to help trainees apply what they learn to their jobs and continue practicing and developing their skills.
This document discusses competency mapping and differentiating between performance and competencies. It defines competencies as tools used for exemplary performance and outlines the categories, types, and procedures for acquiring competencies. Challenges for individuals in competency mapping are also discussed, such as insight required and putting effort into self-analysis. The importance for individuals is to map their top competencies for future career success and identify strengths and areas for development.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
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.
This document discusses strategies for individualizing pay systems to better attract, retain, and motivate a diverse workforce. It argues that a one-size-fits-all approach fails to reward employees with things they truly value. Instead, organizations should embrace everything employees value and give them choices in how they are rewarded. While individualizing pay provides advantages like tailoring rewards to preferences, it also risks creating a workforce that lacks a unified culture.
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
This presentation is from a seminar for managers, executives and business owners who are focused on building high performance team\'s in today\'s economy.
The document discusses how to create a high-performing work environment even during difficult economic times. It recommends clearly defining an organization's strategy, structure, and staff (1). It also suggests assessing current talent by ranking employees as top performers, solid performers, or underperformers (2). Organizations should identify opportunities to hire top outside talent and conduct interviews focused on assessing past performance (3).
As businesses strive to increase competiveness in the new world economy, management can’t afford to waste their budget on one-size-fits-all packages. Training that’s poorly suited to learners’ needs falls flat. Competency-based training, in contrast, leverages existing skills, provides custom training for learners on the job and comes far closer to alignment with corporate goals. In this article, learn how you can renovate your workforce with training that zeros in on employee roles, areas of expertise and functional competencies.
How to Create a Competency-Based Training ProgramBizLibrary
This document outlines how to create and implement a competency-based training program. It discusses defining competencies, assessing skills gaps, and developing individual development plans (IDPs) aligned to organizational goals. The process involves needs analysis, identifying core competencies, skills assessment, competency mapping, and integrating development activities into talent management. Sample frameworks show how to assess and map competencies for customer service and leadership roles, then link relevant courses to close skills gaps and support IDPs. Competency-based training focuses on achieving specific competencies through self-paced learning, in contrast to traditional training models.
Competency mapping is the process of identifying the competencies needed to successfully perform a given job or role. It involves breaking down a role into its constituent tasks and activities and identifying the technical, behavioral, and conceptual knowledge and skills required. Competency mapping creates an accurate job profile that defines expectations for both candidates and employees, and helps align employee efforts with organizational needs. It provides transparency that can motivate employees while helping the organization achieve its strategic goals. Competencies are identified through methods like interviews, group work, and questionnaires with input from managers, current role holders, and others interacting with the role.
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
This document discusses competency-based occupational information for human resource managers. It describes how competency frameworks can be used to define jobs based on measurable patterns of skills, knowledge, abilities and behaviors rather than just tasks. It provides examples of competency databases and surveys developed by the MOSAIC studies project. The objectives of an HR manager role include identifying critical tasks and competencies, providing occupational data to HR specialists and managers, creating a common language across HR functions, and providing a foundation for HR applications like compensation, selection and training. Contact information is provided for further questions.
The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
This document discusses competency-based human resource management. It begins with definitions of key terms like competency, knowledge, skills, behaviors and attitudes. It then discusses how competency models can integrate HR processes like recruitment, development, performance management and rewards. The document provides examples of competency frameworks and their benefits. It outlines a process for identifying competencies and provides examples. Key characteristics of successful competency model implementation include alignment with organizational strategy, integration across HR systems, effective communication and distribution, self-directed application by employees, and becoming embedded in organizational culture over time.
This webinar provides insight on indentifying and implementing competencies. Hosted by John Bradford and Philip Schuler, the webinar promises to be informative, yet impactful.
What You Will learn:
How to identify competencies needed for success for all employees.
How to implement competency models.
The document discusses competency mapping and provides details about its concepts, frameworks, and processes. It describes identifying competencies for roles, assessing competencies, and developing competencies for organizational improvement. Competency mapping is presented as a tool that can integrate HR systems like performance management, rewards, and career development.
Critical competencies are those that are essential for success in the role. Without these competencies, the individual would not be able to perform the core functions of the role.
Important competencies are significant but not essential for success. The individual can perform the core functions without these competencies but they help the individual perform better.
Preferred competencies are desirable but not essential. They help the individual excel but are not required for basic performance of the role.
The criticality helps determine focus areas for development, hiring and performance management. Critical competencies must be fully developed for the role while important and preferred can be further developed over time.
The document provides an overview of competency modeling, including:
1. A brief history of competency modeling from its origins in the 1950s to its maturation and widespread adoption by Fortune 500 companies today.
2. Definitions of key terms like competency, competence, and components of competency.
3. Examples of competency models and frameworks, and how they are used for various human resource functions.
4. The benefits of implementing competency-based approaches for individuals, companies, and managers.
3. How competency modeling is linked to focused training and development by identifying competency gaps to address.
This document provides information about a management development training on using behavioural competencies. It outlines the trainer's experience and qualifications. The training will cover management styles, behavioural competencies, and developing specific competencies. Trainees are asked to identify which management styles and personality traits apply to them and their teams. They will also choose a competency to further develop and identify activities and support needed. The goal is to help trainees apply what they learn to their jobs and continue practicing and developing their skills.
This document discusses competency mapping and differentiating between performance and competencies. It defines competencies as tools used for exemplary performance and outlines the categories, types, and procedures for acquiring competencies. Challenges for individuals in competency mapping are also discussed, such as insight required and putting effort into self-analysis. The importance for individuals is to map their top competencies for future career success and identify strengths and areas for development.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
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.
This document discusses strategies for individualizing pay systems to better attract, retain, and motivate a diverse workforce. It argues that a one-size-fits-all approach fails to reward employees with things they truly value. Instead, organizations should embrace everything employees value and give them choices in how they are rewarded. While individualizing pay provides advantages like tailoring rewards to preferences, it also risks creating a workforce that lacks a unified culture.
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
This presentation is from a seminar for managers, executives and business owners who are focused on building high performance team\'s in today\'s economy.
The document discusses how to create a high-performing work environment even during difficult economic times. It recommends clearly defining an organization's strategy, structure, and staff (1). It also suggests assessing current talent by ranking employees as top performers, solid performers, or underperformers (2). Organizations should identify opportunities to hire top outside talent and conduct interviews focused on assessing past performance (3).
This document provides guidance on conducting meaningful performance appraisals. It discusses the importance of performance management in supporting employees and organizational success. It outlines reasons for conducting performance appraisals from both the employer and employee perspective. The document provides tips for planning appraisal meetings, filling out forms, setting goals, and having constructive discussions that focus on performance, not personal attributes. Common challenges like bias, lack of preparation, and failing to provide feedback are addressed. The overall message is that performance appraisals are an ongoing process of communication, observation and evaluation to develop employees.
Training Slides of Behavioral Interview - Selecting Quality Employees for a Quality Organization, discussing the importance of Interview.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
I made this presentation to a several mid-sized company CEO's at a CEN (Chief Executives Network) meeting a few years ago, and although we've made some improvements, it still holds true today.
Defense System Recruiting in C5ISR, Weapons Systems, Cyber Security
Defense system retained search assignments we have successfully completed range from President and CEO, Executive Vice President, VP, Senior Director, Director and General Manager; Chief and Principal levels in systems engineers, hardware design, software development, sales, and business development to manufacturing, and R&D.
In defense system recruiting, our clients are based in the USA, Canada, and NATO within:
Aerospace Systems - manned and unmanned vehicles and aircraft, space systems
Defense – C4ISR, C5ISR, Battle Management, InfoSec, Cyber Security, MANET
Airborne Power Supplies, Avionics and Aircraft Lighting, Test and Simulators
Tactical Systems – targeting, navigation, weapons systems, FCS, missile defense
Defense System Performance Based Retained Search
Our proprietary Performance Based Search process results in recruiting candidates in defense system, aerospace, and airborne who meet or exceed client expectations. Before the hire starts, we develop a custom executive onboarding process that enhances the candidate meeting the Performance Objectives snd assimilation into the culture.
The document discusses competency-based interviews, which assess candidates based on behavioral competencies rather than subjective judgments. It explains that competencies are skills, abilities, and knowledge required for a role. Competency-based interviews ask behavioral questions to understand how candidates have demonstrated competencies in past situations, and situational questions to evaluate their abilities. The document provides examples of behavioral and situational questions and the STAR method for answering behavioral questions. It emphasizes that competency-based interviews reduce bias and better predict future job performance compared to traditional interviews.
The book provides Jack Welch's guidelines for business success drawing from his experiences turning around GE. It covers developing a clear mission and values, hiring the right people, driving change, dealing with crises and competition. Welch emphasizes the need for candor, differentiating performance, and constantly challenging the status quo to win in the marketplace. The book aims to help readers succeed in their careers and companies.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
This document outlines a Best-Self Kickoff meeting between employees and their direct managers. The purpose is to clarify expectations, strengthen relationships, and understand each other's needs. It provides templates for managers and employees to fill out individually before meeting to discuss topics like role clarity, performance expectations, accountability, company culture, communication styles, career goals, and areas for growth. The goal is to set employees up for success and ensure both parties fully understand what is required in the role.
This document provides guidance for conducting effective candidate interviews, including common hiring criteria, frequently asked interview questions, behavior-based interview questions, questions employers should avoid, motivation-based interview questions, management and supervisory skill questions, and a candidate evaluation form. It emphasizes using legal and job-relevant questions to evaluate a candidate's qualifications and cultural fit.
This document provides information about competency-based interviews. It explains that competency-based interviews focus on evaluating job applicants based on behavioral examples that demonstrate competencies required for success in the role. The document outlines several competencies commonly assessed in these interviews, such as problem-solving, adaptability, and leadership. It also provides sample interview questions targeting these competencies. Overall, the summary emphasizes that competency-based interviews aim to predict future job performance based on evidence of past behaviors showcasing critical competencies.
A structured process results in high quality management decisions about leadership development, succession, and career planning. The business benefits from better leaders and greater employee motivation which means improved retention of key talent and a lower cost of turnover.
The Medical Device practice of NextGen Global Executive Search uses a proprietary Performance Based Retained Search process in recruiting exceptional talent for clients.
With over 15 years in Medical Device recruitment services, we are industry expertise in surgical, disposables, plasma separation and blood collection, transfusion therapies, infusion pumps including IV, medical device diagnostic and monitoring units, renal and peritoneal for kidney dialysis nano and neuro R&D.
Our Medical Device recruiting team have successfully recruited top level talent for clients worldwide in Class I, II, and III Medical Devices by placing Surgeons, CXO’s, Administrators, EVP/SVP, VP, Directors, and Principals in engineering, systems design, sales, marketing, research, and software development. Our placements have resulted in lucrative IPO’s, M&A’s, market penetration and IP value for our clients.
We know the technology and the global marketplace for medical device including:
Surgical – non-invasive, diagnostic, and disposables
Plasma Separation and Blood Collection – transfusion therapies, processing systems
Infusion Pumps – IV fluids and medications, IV tubing and access devices
Heart Rate & Fitness – monitoring systems, blood glucose, blood pressure meters
Diagnostic & Monitoring Systems – portable medical devices, wireless, RFID
Renal – peritoneal, kidney dialysis, hemodailysis, CRRT
Software – medical imaging, blood analyzers
Biomedical – preclinical, research and development, nano and neuro
We confer with the Client early and often to gain a clear understanding of BOTH your needs/requirements AND the corporate goal in filling this position. We then define the Tangible Skills and Experiences required for your ideal medical device candidate by determining the critical goals and major business successes the candidate will be accountable for producing.
Our proprietary real-time hypothetical reasoning and situational scenario behavioral interviewing techniques reveal candidates that have the motivations, aptitudes, leadership, learning ability and intelligence, accomplishments, persistence, and adaptability to fit the specific role and move your medical device strategy forward
Have confidence in the transition process with our Executive Onboarding for a new leader or executive we recruit by maximizing the chances that the new leader will be engaged quickly with the company’s culture, the department’s people, and the executive team.
This document discusses competency-based interviews, which are commonly used in the pharmaceutical industry. [1] Competency-based interviews focus on evaluating applicants based on behavioral examples that demonstrate competencies relevant to the job. [2] Interviewers will ask questions designed to probe specific skills and behaviors and ask applicants to provide real examples from their past experience. [3] Preparing for these interviews involves researching the competencies important for the role and developing examples from one's background that illustrate these competencies.
This document provides guidance on writing effective accomplishment statements for career management purposes. It defines an accomplishment as a specific result achieved through one's initiative and actions at work. Accomplishment statements are important for resumes, interviews, performance reviews, and identifying new career opportunities. The document recommends using the STAR (Situation, Task, Action, Results) format to write accomplishment statements. It provides examples of accomplishments and prompts to help readers identify their own accomplishments by thinking of situations where they made a difference, solved problems, showed leadership, or achieved goals at their jobs.
Taking the Pain Out of Performance Reviews | Webinar 12.11.14BizLibrary
“I love annual performance reviews!” Said no one ever. Performance reviews are a workplace “tradition” that’s just about universally despised. In this webinar we’ll discuss 4 keys to make the process less painful and more productive.
www.bizlibrary.com
Is Performance Appraisal Salary Justification or Employee Development? Gatto Associates, LLC.
What have performance appraisals turned into?
• Ways to justify the distribution money,
• A play it safe approach by not giving too high or too low a rating,
• A once a year necessity, a drudgery for the boss and employee
• A justification game that organizations have to play
• An untruth based on taking a 5-point scale that turns into a 3-point scale
2010 ONREC Presentation - Perception Vs Reality: Do we really know what we ar...Steve Lowisz
This document discusses how perceptions of recruiters and hiring managers differ and provides strategies for recruiters to effectively partner with hiring managers in the hiring process. It suggests that recruiters focus on becoming subject matter experts, communicating regularly with managers, and establishing themselves as problem-solvers. Recruiters should lead managers by guiding the development of clear job descriptions focused on core competencies rather than years of experience and presenting candidates based on how they demonstrate those competencies rather than resume attractiveness alone. Doing so can help recruiters and managers have a shared understanding of what they are truly looking for in candidates.
There is a big problem in many companies today where employees feel unfulfilled and dissatisfied. A study found that understanding one's natural talents ("what"), motivations ("why"), and preferred work style ("how") is key to peak performance. Companies need manager coaches to help employees achieve higher self-awareness and authenticity to better understand themselves and modify their roles accordingly. This leads to increased engagement, performance and profits for both the employee and company.
Similar to Building World Class Teams June 2009 (2) (20)
1. Create World Class Performance,
even in this economy!
Worldleaders
300 State Street
Rochester, NY 14614
Toll Free 888.499.5525
Local 585.399.0652
Fax 585.399.0655
www.worldleadersjobs.com
2. What Happened to the Job Market in Today’s Economy?
§What happened?
§ We learned to be more productive
§ Globalization
§ Recession
§ People are working longer
§ Discontent workers (boss, company, salary or benefits)
§ What will happen?
§ Retiring work force (baby boomers) will create a skilled work force gap
because generations X and Y are smaller
3. Integration of Hiring and Top Performance
Creating a High Performance environment that transcends any economy through:
• Clear definition of your Strategy, Structure and Staff
• Talent Assessment and sorting of your current team
• Identifying the opportunities to top grade
• Finding and attracting top talent to work for you
• Interviewing for Performance
• On-Boarding
4. High Performing Environments
§ Challenge
– Move towards resolving issues, overcoming obstacles,
and doing things that have not been done before. What
Advancement Challenge are these challenges that align with your organizational
Opportunities goals?
§ Reward
– High performing cultures offer rewards beyond
compensation. These are things like prestige, recognition,
responsibility, reputation, investment, training,
development, coaching and trust. What rewards does
your organization extend for top performances?
§ Environment
– Describing the personality of your organization is critical
to high performance and aligning star performers. A star
in one organization may not be a star in another if they are
not compatible. Consider dominance, hierarchy,
collaboration & process orientation. (DISC)
High Performance Reward Equal to
Environment Challenge
5. Strategy, Structure and Staff
§ Strategy:
– Long term plans designed to achieve certain goals;
often aligned to “winning”
§ Structure:
– Responsibilities, authorities and relations organized in such a way as to
enable the organization to perform its functions
§ Staff:
– A worker who is hired to perform a job
6. Talent Assessment
Level- A: Top performing with demonstrated ability to meet/exceed measurable goals with little
or no management intervention. The top 10% of the talent available at a given salary level.
– Management Focus- Challenge, Empower, Remove Obstacles
Level- B: Solid performers with predictable skills. Generally perform at + 90% of goals.
Requires and responds well to coaching and mentoring. Represents the next 25% of the talent
available within a given salary level.
– Management Focus- Lead, Motivate, Train and Discipline.
Level- C: Performance is commonly at 50-70% of expectations and goals. Motivation, morale,
teamwork and interpersonal issues prevent the Level C from consistent performance.
– Management Focus- Determine if under performance is situational. If so, remove obstacle.
If not, termination is required.
7. Top Grade: Performance Based Hiring Starts with
Performance Based Job Descriptions
Position/Title: Sales Executive
Reports to: VP of Sales
Clear Reporting Direct Reports: N/A
Structure § Objectives:
How Compensated
Primary: Grow revenue by XX quarter over quarter
Secondary: Increase XX services by XX% annually
§ Results:
– Service Line 1- $ 1,500,000 new sales annualized
– Service Line 2- $ 500K new sales annualized
– Maintain a customer satisfaction Rating of + 95%
§ Compensation:
Concise Objectives – Base Salary-
– Performance Based Incentives
Expected Results
(Measurable)
8. Top Grade: Identify Top Talent
Where to find them Measurable Attributes of a Star Performer
1. Proven track record of progressive compensation
and responsibilities in similar or transferable
1. Your competitors- Local/ National situations. (Top 10% as compared to peers)
2. Industry Associations 2. Consistent and progressive employment.
3. Boards and Community Organizations 3. Longevity in positions/companies.
4. Virtual and Social Networking and New 4. Positive references (3) from previous employer,
Media Recruitment campaigns colleagues and clients.
5. Personality profile aligns with job responsibilities.
6. Impeccable professional and presentation skills .
9. Top Grade: Extract Top Talent
How to find them: Why would they work for you?
§ Challenge
– What are the challenges that align with your organizational goals?
§ Cold Call (80%) § Reward
§ Network (15%) – What rewards does your organization extend for star performances?
§ Environment
§ Job Boards/Ads (3%) – In what ways would you describe your organization as a high
performance environment?
§ Other (2%)
§ Criteria for Success
– What are the “must have” critical success factors for someone in this
role? How will you measure them? How will you articulate them in the
interview and in your daily management?
10. Interview for Performance
Phase Interviewer Candidate
Explanation of position, results required and an Interviewer reviews job specification with candidate Candidate should demonstrate active listening skills and the
overview of the rewards associated with success. and answers all candidate questions. ability to ask questions appropriately and timely.
Candidate is requested to explain to interviewer how Candidate should be able to effectively present their skills to
their skills, experience and aptitude align to the the objectives and requirements of the position.
position.
Interviewer gets answers to a series of behavioral and 1. Please explain your interest in this position Candidate should be able to provide clear and concise
motivational based questions answers to all questions using specific and verifiable
2. Please provide 2-3 examples of your most examples.
relevant accomplishments.
3. Please provide an example of a related situation
you would handle differently in hind sight.
Why?
4. How would your best clients describe you.
Why?
5. How do you resolve conflict? (Examples)
6. What makes you effective at what you do?
Why?
7. What do you need from management and
colleagues in order to perform at your best?
8. What questions haven't I asked that I should in
order to get a full understanding of your
qualifications ?
11. On Boarding
Action Timing Responsibility
New Employee Biography Development
/Distribution
New Employee Welcoming Meeting
Relationship Development
- Supervisor
- Colleagues
- Clients
- Other?
Company, Product or Services Training Plan
- Define Training Plan with objectives, owners,
milestones and sign off’s
Develop 90 Day Orientation Plan
Ongoing Functions/Processes
12. In Summary
Creating a High Performance environment that transcends any economy through:
• Clear definition of your Strategy, Structure and Staff
• Talent Assessment and sorting (ranking) of your current team
• Are the right people in the right roles?
• Identifying the opportunities to top grade
• Finding and attracting top talent to work for you
• Interviewing for Performance
• On-Boarding
Questions?