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 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.
This document discusses best practices for effective succession planning. There are four key imperatives for success: 1) Align competency models to business strategy to identify the skills needed now and in the future. 2) Focus succession planning on critical positions that are highly important and difficult to replace. 3) Take stock of current talent to evaluate performance versus potential and identify talent gaps. 4) Target individual development needs by communicating skills requirements, providing growth opportunities, and engaging managers in developing talent. Effective succession planning prepares the organization for future leadership needs.
The document provides a case study on a company called ACME Corp. that implemented a Talent Management program. The program identified gaps in their sales talent, hired top performers, and developed new onboarding and training programs. As a result, the percentage of top "A" players in their sales force increased from 63% to 91%. This helped reps become productive faster and increased ACME's sales attainment. The document recommends coaching managers, formalizing training programs, upgrading low performers, and implementing ongoing talent reviews.
Webinar corporate social performance management: driving employee engagementCharles Bedard
The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
IWAM: Ignite Performance By Unlocking Your Leadership & Organizational Motiva...Denise Corcoran
What if you could ...
* Easily predict the performance of your leaders, employees and organization?
* Gain access to the underlying motivators that drive your employees and yourself to do their best work?
* Eliminate costly hiring mistakes and determine in advance to what extent a candidate will perform well on the job or which candidate would be the best fit?
Learn how IWAM -- a unique assessment uncovering your underlying motivation patterns -- has helped many companies ignite a new level of performance.
IWAM (Inventory of Work Attitudes and Motivations) is the only online assessment that uncovers motivation and attitude patterns that drive employee and organizational behaviors, performance and results.
Using the IWAM assessment has helped other companies: 1.) increase revenues as much as 33% in 6 months; 2.) hire a high performing sales team; 3.) reduce turnover by 62%; 4.) increase the leadership team’s communication and effectiveness; and more.
Other popular applications include: synergistic team development, conflict resolution, leadership coaching, employee engagement and motivation, culture analysis and change, and many more.
Based on the latest cognitive science findings, IWAM is the highest predictor of human performance and a key predictor of Emotional Intelligence than any other available assessment. Also includes a Model of Excellence capability to profile the key patterns of top performers.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
Strategies to Improve Employee Retention in a Diverse Workforce Part Two: Suc...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
In part one of this webinar, we discussed engaging employees through goal and development plans. In part two, we will further explore key performance strategies through the creation and development of your organization’s leadership pipeline. Having a succession plan in place for your top employees will enable you to proactively assess, rate and manage development paths so that you may fully leverage your employees’ potential for the long haul.
This document discusses total reward systems and compensation. It provides an overview of compensation components including base salary, annual bonuses, and incentives. It discusses building sound cash compensation programs and focusing on cash incentives. It emphasizes that the most important reward component is spending quality time with family.
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.
This document discusses best practices for effective succession planning. There are four key imperatives for success: 1) Align competency models to business strategy to identify the skills needed now and in the future. 2) Focus succession planning on critical positions that are highly important and difficult to replace. 3) Take stock of current talent to evaluate performance versus potential and identify talent gaps. 4) Target individual development needs by communicating skills requirements, providing growth opportunities, and engaging managers in developing talent. Effective succession planning prepares the organization for future leadership needs.
The document provides a case study on a company called ACME Corp. that implemented a Talent Management program. The program identified gaps in their sales talent, hired top performers, and developed new onboarding and training programs. As a result, the percentage of top "A" players in their sales force increased from 63% to 91%. This helped reps become productive faster and increased ACME's sales attainment. The document recommends coaching managers, formalizing training programs, upgrading low performers, and implementing ongoing talent reviews.
Webinar corporate social performance management: driving employee engagementCharles Bedard
The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
IWAM: Ignite Performance By Unlocking Your Leadership & Organizational Motiva...Denise Corcoran
What if you could ...
* Easily predict the performance of your leaders, employees and organization?
* Gain access to the underlying motivators that drive your employees and yourself to do their best work?
* Eliminate costly hiring mistakes and determine in advance to what extent a candidate will perform well on the job or which candidate would be the best fit?
Learn how IWAM -- a unique assessment uncovering your underlying motivation patterns -- has helped many companies ignite a new level of performance.
IWAM (Inventory of Work Attitudes and Motivations) is the only online assessment that uncovers motivation and attitude patterns that drive employee and organizational behaviors, performance and results.
Using the IWAM assessment has helped other companies: 1.) increase revenues as much as 33% in 6 months; 2.) hire a high performing sales team; 3.) reduce turnover by 62%; 4.) increase the leadership team’s communication and effectiveness; and more.
Other popular applications include: synergistic team development, conflict resolution, leadership coaching, employee engagement and motivation, culture analysis and change, and many more.
Based on the latest cognitive science findings, IWAM is the highest predictor of human performance and a key predictor of Emotional Intelligence than any other available assessment. Also includes a Model of Excellence capability to profile the key patterns of top performers.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
Strategies to Improve Employee Retention in a Diverse Workforce Part Two: Suc...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
In part one of this webinar, we discussed engaging employees through goal and development plans. In part two, we will further explore key performance strategies through the creation and development of your organization’s leadership pipeline. Having a succession plan in place for your top employees will enable you to proactively assess, rate and manage development paths so that you may fully leverage your employees’ potential for the long haul.
This document discusses total reward systems and compensation. It provides an overview of compensation components including base salary, annual bonuses, and incentives. It discusses building sound cash compensation programs and focusing on cash incentives. It emphasizes that the most important reward component is spending quality time with family.
Steve Coote founded VSC Growth in 2001 to provide consulting services to help businesses overcome challenges and maximize their potential. With over 30 years of operational experience, including senior management roles and involvement in over 30 mergers and acquisitions, Steve understands the demands faced by business leaders. VSC Growth partners with clients to develop strategies, improve organizational performance, and build leadership capabilities in order to grow businesses and deliver sustainable outcomes.
This two-day masterclass focuses on employee engagement, benefits, and crisis management. It will showcase how looking beyond traditional employee benefits like wages to factors such as communication, quality of life, and corporate social responsibility can boost engagement. The masterclass aims to help attendees understand how benefits empower employees while also preventing crises, and will provide strategies to communicate benefits effectively and enhance quality of life. It seeks to move beyond seeing benefits and wages as the only solution to employee unrest, toward more innovative crisis management approaches.
Career-Forward is a human resources consulting firm that delivers customized HR solutions to meet the ever-changing needs of businesses. With over 15 years of experience, they partner with clients to understand their challenges and deliver targeted strategies aligned with business goals. Career-Forward helps companies integrate strong people strategies that enhance competitive advantage through leadership development, talent management, and other strategic HR solutions. Their services are designed to maximize return on investment in human capital and bring out the best in organizations and their workforce.
Aligning Leadership Development With Strategycfricano
The document discusses common challenges with aligning leadership development with corporate strategy:
1) Corporate strategies often fail because they are not translated into frontline action due to plans being formulated in isolation without aligned goals and incentives.
2) High leadership turnover of 25% per year at Fortune 500 companies means few processes are in place to accelerate new leaders' contributions.
3) Only 30-40% of leadership development focuses on competencies aligned with unique corporate strategies, while most initiatives employ generic competency models.
4) Traditional leadership training is event-based, available only to some, and costly, while more innovative delivery methods are underutilized.
5) Learning measurements overemphasize activities
This document provides a summary of a contact center director's qualifications, achievements, and work history. Some of their key accomplishments include co-directing the transition from a private label retail card to a MasterCard product which supported 25% membership growth, leading an expansion project that achieved 40% growth, and turning around underperforming organizations to achieve consistent profitable growth. Their experience includes expertise in leadership, customer service, staff management, and driving competitive market strategies.
Time as the New Currency: How Sabbaticals Sustain and Accelerate Human Capitalelizabethpagano
The document discusses sabbaticals and their growing trend and benefits. It notes that sabbaticals have been described as a "sleeping giant" and included in lists of breakthrough ideas. Studies show over 60% of employees see sabbaticals as a top work flexibility option and they can positively impact organizations in multiple ways such as increasing employee retention and engagement. Sabbaticals are also portrayed as a means to build leadership capacity when implemented effectively.
The Synergy HR experts can help organizations in any industry streamline processes, maximize resources, and capitalize on opportunities to thrive in today's economic environment. They identify the most efficient and profitable solutions to core issues, providing end-to-end programs from a single provider with deep expertise. Whether you need strategic consulting, HR outsourcing, or interim executive support, their customized, seamless solutions address the most pressing problems while enabling you to seize opportunities.
The document discusses reward and recognition in organizations. It addresses what motivates employees, different reward systems organizations can develop, and the differences between rewards and recognition. It also examines theories of motivation and how they relate to reward systems. While motivation theories provide guidance, the document notes there are many practical challenges to applying them, such as defining and measuring performance fairly. Overall, the document advocates a selective approach to rewards that considers an organization's size and resources.
The New Zealand Business Excellence Foundation provides services to support New Zealand businesses in improving their performance using business excellence frameworks. They offer assessments, training, consulting, and internationally-recognized award programs. The Baldrige criteria is a key framework that focuses on leadership, strategic planning, customer focus, measurement and analysis, workforce engagement, and results. Organizations use self-assessment and benchmarking to identify improvement opportunities, track progress, and gain external recognition. Benefits of adopting a business excellence approach include improved financial and operational results, increased market share and customer/employee satisfaction, and a consistent organization-wide focus on continuous improvement.
The survey results show that HR must improve its capabilities to focus more on strategic challenges like leadership development, talent management, and anticipating critical business events. However, HR's capabilities are currently seen as weak in important future skills like innovation, strategic thinking, and business acumen. In order to fulfill its new strategic role and help the organization, HR will need to upgrade its own talent over the next three years by developing these in-demand skills.
The document discusses the importance of non-cash recognition programs in motivating a global workforce. It addresses common questions about recognition programs, such as whether they should be cash-based and how non-cash programs impact productivity and the bottom line. The document advocates that non-cash rewards are more memorable and motivating than cash. It also stresses the importance of offering locally relevant and personally meaningful rewards to appeal to diverse global employees.
This document provides an overview of professional services offered by John Oliver, including interim management, turnaround management, restructuring, refinancing, due diligence, performance enhancement, and international consulting services. It includes John's biography, highlighting his experience turning companies around and improving operations. Testimonials from past clients and colleagues praise John's leadership, strategic vision, and ability to motivate teams and deliver results.
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
The document discusses the MVP Performance Institute, which aims to transfer performance drivers from sports to business. It believes attributes like preparation, teamwork, and discipline that lead to success in sports can also improve business results. MVP works with companies to better prepare, focus, and drive teams for success by developing strategies and tactics, assessing elements of individual and team performance, and creating a "winning culture" focused on results. Its goal is to serve as a trusted partner to help clients improve outcomes and build a sustainable culture of success.
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDFSteve Donnelly
This document provides an individual score report for Steve Donnelly assessing his leadership potential for a senior level leadership role. The report finds that Steve's leadership interests, experience, and styles are well-aligned with successful senior leaders. While no immediate development needs are identified, the report recommends Steve focus on further developing his collective orientation and preparing for the increased visibility of a senior role. Overall, the results suggest Steve is well-positioned for an effective transition to senior level leadership.
Building worldclass workforce (Jan. 2013)theojamison
The document discusses building a world class workforce. It defines a world class workforce as having high employee engagement, clear leadership, and alignment with organizational vision and mission. It identifies the four key processes to developing such a workforce: recruitment and selection, learning and development, ongoing communication, and reward and recognition. It stresses that these processes must be consistently implemented and supported by alignment, consistency, accountability, teamwork, and empowerment to achieve a world class workforce.
An innovative and integrated SaaS platform called Smipio for empowering the SMBs to build worldclass workplace. Smipio can energize the workforce and change the way workforce think. learn. perform. It helps double team productivity, halve learning cost and smart manage activities to deliver great work!
Building a world class team requires hiring and retaining Very Talented People (VTP's). This presentation covers finding, recruiting and retaining these elite performers on your team.
Kolb’s learning styles - Manu Melwin Joymanumelwin
The principle of reinforcement: continuous and repetitive practice ensures the retention of knowledge and skills.
The principle of behavior modeling: set models for the trainees to follow.
The principle of feedback: timely and adequate feedback motivates the trainees.
The principle of learning transfer: those that can be transferred to work are most likely to be retained.
Creating a Culture of Service Excellencetheojamison
This document discusses creating and sustaining a culture of service excellence. It covers the six principles of service excellence, which include having a clear vision and mission, aligning business objectives with customer service standards, implementing learning strategies for employees, ensuring organizational alignment, and using measurement and accountability. The six principles create three levels of organizational effectiveness by establishing the basis for culture, sustainability, and credibility. Leadership plays a key role in aligning the organization and holding employees accountable to deliver service excellence.
Steve Coote founded VSC Growth in 2001 to provide consulting services to help businesses overcome challenges and maximize their potential. With over 30 years of operational experience, including senior management roles and involvement in over 30 mergers and acquisitions, Steve understands the demands faced by business leaders. VSC Growth partners with clients to develop strategies, improve organizational performance, and build leadership capabilities in order to grow businesses and deliver sustainable outcomes.
This two-day masterclass focuses on employee engagement, benefits, and crisis management. It will showcase how looking beyond traditional employee benefits like wages to factors such as communication, quality of life, and corporate social responsibility can boost engagement. The masterclass aims to help attendees understand how benefits empower employees while also preventing crises, and will provide strategies to communicate benefits effectively and enhance quality of life. It seeks to move beyond seeing benefits and wages as the only solution to employee unrest, toward more innovative crisis management approaches.
Career-Forward is a human resources consulting firm that delivers customized HR solutions to meet the ever-changing needs of businesses. With over 15 years of experience, they partner with clients to understand their challenges and deliver targeted strategies aligned with business goals. Career-Forward helps companies integrate strong people strategies that enhance competitive advantage through leadership development, talent management, and other strategic HR solutions. Their services are designed to maximize return on investment in human capital and bring out the best in organizations and their workforce.
Aligning Leadership Development With Strategycfricano
The document discusses common challenges with aligning leadership development with corporate strategy:
1) Corporate strategies often fail because they are not translated into frontline action due to plans being formulated in isolation without aligned goals and incentives.
2) High leadership turnover of 25% per year at Fortune 500 companies means few processes are in place to accelerate new leaders' contributions.
3) Only 30-40% of leadership development focuses on competencies aligned with unique corporate strategies, while most initiatives employ generic competency models.
4) Traditional leadership training is event-based, available only to some, and costly, while more innovative delivery methods are underutilized.
5) Learning measurements overemphasize activities
This document provides a summary of a contact center director's qualifications, achievements, and work history. Some of their key accomplishments include co-directing the transition from a private label retail card to a MasterCard product which supported 25% membership growth, leading an expansion project that achieved 40% growth, and turning around underperforming organizations to achieve consistent profitable growth. Their experience includes expertise in leadership, customer service, staff management, and driving competitive market strategies.
Time as the New Currency: How Sabbaticals Sustain and Accelerate Human Capitalelizabethpagano
The document discusses sabbaticals and their growing trend and benefits. It notes that sabbaticals have been described as a "sleeping giant" and included in lists of breakthrough ideas. Studies show over 60% of employees see sabbaticals as a top work flexibility option and they can positively impact organizations in multiple ways such as increasing employee retention and engagement. Sabbaticals are also portrayed as a means to build leadership capacity when implemented effectively.
The Synergy HR experts can help organizations in any industry streamline processes, maximize resources, and capitalize on opportunities to thrive in today's economic environment. They identify the most efficient and profitable solutions to core issues, providing end-to-end programs from a single provider with deep expertise. Whether you need strategic consulting, HR outsourcing, or interim executive support, their customized, seamless solutions address the most pressing problems while enabling you to seize opportunities.
The document discusses reward and recognition in organizations. It addresses what motivates employees, different reward systems organizations can develop, and the differences between rewards and recognition. It also examines theories of motivation and how they relate to reward systems. While motivation theories provide guidance, the document notes there are many practical challenges to applying them, such as defining and measuring performance fairly. Overall, the document advocates a selective approach to rewards that considers an organization's size and resources.
The New Zealand Business Excellence Foundation provides services to support New Zealand businesses in improving their performance using business excellence frameworks. They offer assessments, training, consulting, and internationally-recognized award programs. The Baldrige criteria is a key framework that focuses on leadership, strategic planning, customer focus, measurement and analysis, workforce engagement, and results. Organizations use self-assessment and benchmarking to identify improvement opportunities, track progress, and gain external recognition. Benefits of adopting a business excellence approach include improved financial and operational results, increased market share and customer/employee satisfaction, and a consistent organization-wide focus on continuous improvement.
The survey results show that HR must improve its capabilities to focus more on strategic challenges like leadership development, talent management, and anticipating critical business events. However, HR's capabilities are currently seen as weak in important future skills like innovation, strategic thinking, and business acumen. In order to fulfill its new strategic role and help the organization, HR will need to upgrade its own talent over the next three years by developing these in-demand skills.
The document discusses the importance of non-cash recognition programs in motivating a global workforce. It addresses common questions about recognition programs, such as whether they should be cash-based and how non-cash programs impact productivity and the bottom line. The document advocates that non-cash rewards are more memorable and motivating than cash. It also stresses the importance of offering locally relevant and personally meaningful rewards to appeal to diverse global employees.
This document provides an overview of professional services offered by John Oliver, including interim management, turnaround management, restructuring, refinancing, due diligence, performance enhancement, and international consulting services. It includes John's biography, highlighting his experience turning companies around and improving operations. Testimonials from past clients and colleagues praise John's leadership, strategic vision, and ability to motivate teams and deliver results.
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
The document discusses the MVP Performance Institute, which aims to transfer performance drivers from sports to business. It believes attributes like preparation, teamwork, and discipline that lead to success in sports can also improve business results. MVP works with companies to better prepare, focus, and drive teams for success by developing strategies and tactics, assessing elements of individual and team performance, and creating a "winning culture" focused on results. Its goal is to serve as a trusted partner to help clients improve outcomes and build a sustainable culture of success.
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDFSteve Donnelly
This document provides an individual score report for Steve Donnelly assessing his leadership potential for a senior level leadership role. The report finds that Steve's leadership interests, experience, and styles are well-aligned with successful senior leaders. While no immediate development needs are identified, the report recommends Steve focus on further developing his collective orientation and preparing for the increased visibility of a senior role. Overall, the results suggest Steve is well-positioned for an effective transition to senior level leadership.
Building worldclass workforce (Jan. 2013)theojamison
The document discusses building a world class workforce. It defines a world class workforce as having high employee engagement, clear leadership, and alignment with organizational vision and mission. It identifies the four key processes to developing such a workforce: recruitment and selection, learning and development, ongoing communication, and reward and recognition. It stresses that these processes must be consistently implemented and supported by alignment, consistency, accountability, teamwork, and empowerment to achieve a world class workforce.
An innovative and integrated SaaS platform called Smipio for empowering the SMBs to build worldclass workplace. Smipio can energize the workforce and change the way workforce think. learn. perform. It helps double team productivity, halve learning cost and smart manage activities to deliver great work!
Building a world class team requires hiring and retaining Very Talented People (VTP's). This presentation covers finding, recruiting and retaining these elite performers on your team.
Kolb’s learning styles - Manu Melwin Joymanumelwin
The principle of reinforcement: continuous and repetitive practice ensures the retention of knowledge and skills.
The principle of behavior modeling: set models for the trainees to follow.
The principle of feedback: timely and adequate feedback motivates the trainees.
The principle of learning transfer: those that can be transferred to work are most likely to be retained.
Creating a Culture of Service Excellencetheojamison
This document discusses creating and sustaining a culture of service excellence. It covers the six principles of service excellence, which include having a clear vision and mission, aligning business objectives with customer service standards, implementing learning strategies for employees, ensuring organizational alignment, and using measurement and accountability. The six principles create three levels of organizational effectiveness by establishing the basis for culture, sustainability, and credibility. Leadership plays a key role in aligning the organization and holding employees accountable to deliver service excellence.
A leader is defined as a person who influences others towards achieving a goal. To be an effective leader, one must have followers who trust them. Key attributes of good leadership include having a deep commitment to the goal, the ability to visualize success, and being worthy of others' trust. Effective leadership requires understanding followers' needs and motivating them through two-way communication that depends on the specific situation. Traits, skills, inspiring a vision, and inviting participation are important factors in leadership.
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
There are several leadership styles that can be adopted in different situations: autocratic, bureaucratic, democratic, and laissez-faire. The autocratic style involves a leader retaining power and authority without staff input, while bureaucratic leadership manages through procedures and rules. Democratic leadership encourages staff participation in decision-making. Laissez-faire provides little direction from the leader and gives staff freedom. The most effective style depends on factors like the manager's background, the staff being managed, and the organization.
The document is a short eBook about leadership titled "The Second Little Book of Leadership". It contains short passages and quotes on various aspects of leadership. In under 3 sentences:
The eBook contains advice and insights on leadership from various sources, discussing topics such as what leaders do (create meaning), how leadership is learned through emulation, the importance of actions aligning with words, getting people engaged in their work, moving from a focus on oneself to the team, and creating more new leaders rather than just followers. The passages provide different perspectives on effective leadership strategies and behaviors.
Leadership refers to the ability of an individual to influence others towards achieving a common goal. Effective leadership involves both managing tasks and developing relationships. There are various leadership styles such as authoritarian, democratic, and laissez-faire that differ in how decisions are made and involvement of group members. A leader's effectiveness also depends on contingencies like the situation and maturity of followers.
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.
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).
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.
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.
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.
This document provides career advice for MBAs based on insights from interviews with over 180 executives. It discusses how (1) relationships, execution, and flexibility are now more important than expertise alone; (2) industries are being redefined so new jobs and career paths are emerging; and (3) networking, having mentors, and taking on leadership roles can help accelerate your career in turbulent times.
Unlock Employee Potential With CoachingKim Freedman
1. The document discusses how coaching can help unlock employee potential and improve organizational performance metrics like revenue, retention, satisfaction, and sales.
2. It defines coaching as a partnership where the coach asks questions to help clients find their own solutions and maximize potential, rather than giving advice. Coaching differs from consulting, mentoring, counseling, and traditional management in focusing on the future and empowering self-motivation.
3. Effective coaching skills include listening, asking open-ended questions, and developing trust and accountability with clients to help them achieve their goals. Coaching programs have grown in popularity due to associations with higher performance, engagement, and leadership development.
Joe Brown's presentation from the June 2010 Nonprofit Human Resources Symposium at the University of San Diego outlines the steps nonprofit organizations can follow to develop an implement an effective, performance-based base salary compensation program.
The document discusses designing compensation systems based on merit and individual contributions. It provides details on developing merit pay grids that tie salary increases to both performance ratings and an employee's position in their current salary range. It also discusses alternative sales compensation plans and designing pay for knowledge programs based on competencies. The document outlines steps for developing a competency model, mapping competencies to employees, analyzing competency gaps, and computing an overall compensation factor for each employee based on their competency ratings.
Love 'em or Lose 'em: Taking Care of Your Top PerformersPayScale, Inc.
When it comes to employee retention, what could you learn from Cupid? Do you offer the right rewards and say all the right things to your top performers? Maybe it’s time to brush up on your skills and attend a day in charm school.
In this webinar you’ll learn:
•“Fatal” compensation mistakes that can send top performers running for the door.
•The risks associated with losing top performers.
•How to create a compensation program that has top performers seeking you
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
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.
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.
60 % of company`s market value is attributable to corporate reputation. Where is the role of CEO in the proces of building, maintaining and recovering corporate reputation?
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.
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.
The document discusses the importance of talent management for companies' global competitiveness. It highlights that top CEOs like Bill Gates and Jack Welch spend over 50% of their time recruiting and developing talent. Talent management involves identifying, developing, and retaining the best people. The CEO's role is crucial, as they are responsible for connecting people to the business vision, identifying top talent, and creating a learning culture where employees can continuously upgrade their skills. Effective talent management processes, like those at IBM, Volkswagen, and Shell, help companies develop diverse leadership pipelines and tie compensation to developing talent.
Dheya provides services to help organizations unleash their people's potential through competency modeling and development. They help identify the competencies needed for peak performance and integrate these models with HR processes focused on development. Dheya designs custom competency models and assessments, and provides individualized development reports and plans to build leadership pipelines. Their unique tools and simulations are designed to reliably assess abilities, personality, behaviors, and competencies to help organizations develop successful leaders.
Similar to Building World Class Teams May 2009 (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
2
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
3
4. High Performing Environments
Challenge
– Move towards resolving issues, over coming
obstacles, and doing things that have not
been done before. What are these challenges
that align with your organizational goals?
Reward
ADVANCEMENT CHALLENGE
OPPORTUNITES
– 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
HIGH PERFORMANCE REWARD
ENVIRONMENT EQUAL TO THE – Describing the personality of your
CHALLENGE 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 and
process orientation. (DISC)
4
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
5
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.
6
7. Top Grade: Performance Based Hiring Starts with
Performance Based Job Descriptions
Position/Title: Sales Executive
Reports to: VP of Sales
CLEAR
Direct Reports: N/A
HOW COMPENSATED REPORTING Objectives:
STRUCTURE
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%
EXPECTED
RESULTS
CONCISE Compensation:
OBJECTIVES
(Measurable) – Base Salary-
– Performance Based Incentives
7
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 .
8
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
– What rewards does your organization extend for star
Network (15%) performances?
Environment
Job Boards/Ads (3%)
– In what ways would you describe your organization as a high
Other (2%) performance environment?
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?
9
10. Interview for Performance
Phase Interviewer Candidate
Explanation of position, results required and an Interviewer reviews job specification with Candidate should demonstrate active listening skills and
overview of the rewards associated with success. candidate and answers all candidate questions. the ability to ask questions appropriately and timely.
Candidate is requested to explain to interviewer Candidate should be able to effectively present their skills
how their skills, experience and aptitude align to to the objectives and requirements of the position.
the position.
Interviewer gets answers to a series of behavioral 1. Please explain your interest in this position Candidate should be able to provide clear and concise
and motivational based questions 2. Please provide 2-3 examples of your most answers to all questions using specific and verifiable
relevant accomplishments. examples.
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 ?
10
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
11
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?
12