Alignment. In a global marketplace where change and disruption are the only constants, alignment is the vital concept that will keep HR practices advancing and evolving. According to the 2015 PwC CEO Agenda survey, 73% of CEOs are concerned the lack of available key skills is a threat to organizational growth. This is the opportunity for HR to come to the forefront and align themselves across the business to drive the necessary changes for success.
This deck dives into the five focus areas where HR can align to ensure every piece of their strategy is primed for organization transformation.
The Role of the HR Professional in Creating a High-Performance OrganisationThe HR Observer
Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions.
Robert Garcia, Director for Global Business, SHRM
Alignment. In a global marketplace where change and disruption are the only constants, alignment is the vital concept that will keep HR practices advancing and evolving. According to the 2015 PwC CEO Agenda survey, 73% of CEOs are concerned the lack of available key skills is a threat to organizational growth. This is the opportunity for HR to come to the forefront and align themselves across the business to drive the necessary changes for success.
This deck dives into the five focus areas where HR can align to ensure every piece of their strategy is primed for organization transformation.
The Role of the HR Professional in Creating a High-Performance OrganisationThe HR Observer
Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions.
Robert Garcia, Director for Global Business, SHRM
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Why Your Competition Is Acquiring and Retaining Top TalentVisier
As unemployment declines, job seekers have the upper-hand in the recruitment process. Organizations are struggling to fill critical roles and at the same time, competition is fierce for top quality candidates. Talent Acquisition leaders are challenged to hire better and faster while ensuring that the right talent lands in the right roles.
In this SlideShare, learn how the following impacts not only the quality of your hire but their tenure in your organization:
- Investing in the candidate experience,
- Finding the right recruiting source,
- Knowing the employee lifecycle, and
- Incorporating diversity in the recruitment process
Human Resources STARs ME Now and Next Evolution Benny Saputra HR
Presented on JAMBORE HR - Sibolangit Medan 26-27 April
Linking to various approach, also HR from the Outside In - Dave Ulrich.
Sharing 6 Competencies HR Professional and challanging in Indonesia.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
Hr Strategy for Startup Companies - www.gadjian.comGadjian
Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization.
Created by: Afia Fitriati - Gadjian.com
I've updated my slides on the Business Partner concept and included it in my class on the HRBP Model. Class is next week, February 27-28 at the Pace Midtown Campus.
Now is the time for organizations to take a close look at going paperless with employee files. This slideshare gives an overview of why it's important, technology options and roi
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Why Your Competition Is Acquiring and Retaining Top TalentVisier
As unemployment declines, job seekers have the upper-hand in the recruitment process. Organizations are struggling to fill critical roles and at the same time, competition is fierce for top quality candidates. Talent Acquisition leaders are challenged to hire better and faster while ensuring that the right talent lands in the right roles.
In this SlideShare, learn how the following impacts not only the quality of your hire but their tenure in your organization:
- Investing in the candidate experience,
- Finding the right recruiting source,
- Knowing the employee lifecycle, and
- Incorporating diversity in the recruitment process
Human Resources STARs ME Now and Next Evolution Benny Saputra HR
Presented on JAMBORE HR - Sibolangit Medan 26-27 April
Linking to various approach, also HR from the Outside In - Dave Ulrich.
Sharing 6 Competencies HR Professional and challanging in Indonesia.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
Hr Strategy for Startup Companies - www.gadjian.comGadjian
Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization.
Created by: Afia Fitriati - Gadjian.com
I've updated my slides on the Business Partner concept and included it in my class on the HRBP Model. Class is next week, February 27-28 at the Pace Midtown Campus.
Now is the time for organizations to take a close look at going paperless with employee files. This slideshare gives an overview of why it's important, technology options and roi
It is widely accepted among business leaders that innovation is vital to both competitive advantage and long-term success. In fact this year, business leaders cited innovation as one of the top three global challenges they faced.
And for most companies, the ability to innovate is the single most important predictor of future growth.2 It is hardly surprising that investment decisions now tend to be tied closely to how focused companies are on transformational innovation.
So, when it comes to innovation, what do successful corporate innovators have in common?
Contrary to popular perception, success does not appear to be determined by a company’s R&D budget. Research has consistently shown that there is no statistically significant relationship between financial performance and innovation.
Nor does technology appear to play the most important role.
Instead, studies strongly show that the most successful corporate innovation strategies are the ones that predominantly focus on people and human capital.These include finding, engaging and incentivizing key talent for innovation, creating a culture of innovation by promoting and rewarding entrepreneurship and risk taking and developing innovation skills for all employees.
[Webinar slides] A Holistic Approach to Digital TransformationAIIM International
Learn the approaches you can take towards digital transformation with a holistic view of your information environments to transform how you work.
For more information on the holistic approach to Digital Transformation, check out our FREE white paper: http://info.aiim.org/a-holistic-approach-to-digital-transformation
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
Transformational HR Leadership Thinking : Creating a High Performing Organisa...Jayesh Menon
The 5th Annual HR Agenda 2016: Looking Ahead Singapore, 22-24th August. Organizers: Marcus Evans.
Good range of speakers and participants from across the world. since my slides dont have much content , please contact in case you need any particular info.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Small businesses have been at a competitive disadvantage compared with larger companies when it comes to access to affordable and effective tools and resources. Thanks to improvements in HR technology and the resulting lower costs, as well as social media, small businesses now have access to peers as well as cost effective high functioning talent management systems.
Small business owners and HR leaders often recognize that employees are the most valuable asset but taking the first step towards identifying and executing an effective talent management strategy that can lead to engaged employees and small business success is often not top priority.
Systems and strategies are equally important when attempting to ensure results in small companies as they are in large organizations. Statics show that organizations that implement effective talent management solutions outperform like companies by in excess of 22%.
Shedding some light on the staunch HR leaders in the niche, Insights Success features some of the enthralling stories of the “Most Influential HR Leaders of – 2022.”
In this issue, Insights Success features enthralling stories of the bright HR leaders in its latest edition, ‘Most Influential HR Leaders of - 2022.
Read More: https://www.insightssuccess.in/most-influential-hr-leaders-of-2022-august2022/
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
7. Our Bad Grades*
• 61% of HR leaders and 72% of business leaders rate HR
performance as adequate, getting by or underperforming
• Only 25% of business leaders think that HR plays an
important role in strategy formulation and operational
success
• Only 16% of HR leaders think that their senior managers
highly value HR
*Bersin/Deloitte, “Global Human Capital Trends” 2014 and 2015
8. What We’ve Done to Earn The Bad Grades:
“Can you do a three-hour training module on leadership?”
“We couldn’t let the first line managers communicate with staff about compensation.
They’d make a mess of it.”
“We hired an agency to source candidates so our managers don’t know how to interview
anymore.”
“Our managers aren’t discussing performance and career development with employees so
we created a form for them to document the conversations four times a year.”
“Yes, we do onboarding. It’s a two-hour class about company policies and to fill out forms.”
9. What We Let Organizations Do That
Confounds HR’s Effectiveness
• Bury HR in Finance, Legal or Administration
• Put a salary price tag on an HR role before assessing the requirements
from the role
• Fold Facilities Management in the HR job
• Assume that anything related to people can be handled effectively by
any HR skill set
• Hire ‘nice’
• Use HR as the Policy Police
10. Who ever said it’s a ‘Best Practice’?
• Ranking employees on 1-5 performance scale and a bell curve and
doing all company performance appraisals at the same time each
year
• Requiring a set number of training hours each year
• Work from home implemented by putting a schedule on your office
door
• Employee surveys
• 360’s
• Town Halls
11. The Reality of HR Transformation Results
• Calling HR staff by a new name (HRBP) without changing the role
expectations nor skills required
• Outsourcing HR administrative functions
• Creating centers of expertise/excellence inside or outsourced
• Having a cost-cutting/FTE orientation rather than a results and
impact for the business orientation
12. Talent Issues that Negatively Impacted
Business Performance*
• Inability to innovate
• Inability to pursue market opportunities
• Canceling or delaying business initiatives
• Falling production or service quality
* 2012, HFS Research, PwC, “Human Resources Transformation: Is It Driving Business Performance?”
13. Top 2 Business Objectives Behind
Company’s Strategy*
95% of CEO’s stated:
• Gaining access to talent and capabilities
• Driving cultural change
*2012, HFS Research, PwC, “Human Resources Transformation: Is It Driving Business Performance?”
14. Key Human Capital Issues
Reported by Senior Leaders*
1. Culture and Engagement
2. Leadership (30% gap between need and readiness)
3. Learning and Development
4. Reinventing HR
5. Workforce Capability
6. Performance Management
7. HR and Human-Capital Analytics
8. Work Simplification (The Overwhelmed Employee)
* Global Human Capital Trends, 2015, Deloitte University Press
It’s
About
PEOPLE’s
Ability to
Connect
and Deliver
16. “While blocking and tackling
remains important, engaging
strategically requires advanced
analytical skills, a solid
understanding of the business, and
superior organizational development
capabilities.”
2012, HFS Research, PwC, “Human Resources Transformation: Is It Driving Business Performance?”
17. Open Position for HR Manager at Unisys
Advertised on LinkedIn 8/27/15*
“…lead a variety of HR programs and initiatives that support business objectives
and employee engagement across various corporate staff organizations.
The ideal candidate will be able to lead multi-functional change efforts, build
partnerships, and offer creative solutions to human capital and business
issues.
They will have a solid aptitude for people and business analytics
with experience and knowledge in multiple discipline areas (i.e.
Organization Development, Employee Relations, Compensation, Staffing,
and Learning & Development).
Candidate must have a strong ability to challenge and influence”
*https://www.linkedin.com/jobs2/view/60266289?trk=jobs_home_click_jymbii&refId=a6419ddf-ca4a-453a-8909-fffa74511e91
18.
19. Be a Knowledgeable and
Effective Business Person
• Know the company’s business strategy,
financials, competition, and marketing strategy
• Have financial literacy and use meaningful
human capital analytics
• Build cogent and effective business cases for
HR initiatives
• Work on strategic business initiatives, not just
administrative or reactive
20. • Know and understand the implications of Financial
Reports
• Read the Wall Street Journal, Investor’s Business Daily,
Barron’s, Forbes, the Economist. Read the McKinsey
Quarterly on a diverse range of topics, not just HR. Listen
to business-oriented TED talks. Watch Shark Tank.
• Learn all you can about the nascent field of Human Capital
Analytics. Start using analytics immediately so you can
learn
• Study and understand the Stock Market; watch CNBC,
Bloomberg
• Network outside HR. Join professional organizations in
your company’s field and general business organizations.
21. Improve Workforce Capability
and Capacity
• Build capacity, productivity and
effectiveness, especially where it most
matters
• Build leadership skills and develop strong
talent pipelines
• Create exceptional front-line managers
• Engage employees meaningfully
22. • If you do not have extensive expertise in talent and
organizational development, GO GET IT, or, if that skill
set does not interest you, do not take a Generalist or
HRBP role. If you are flaky, stop.
• Ask, “What will ____________ do to enable the
business?” – ask this first, last and always
• Develop EVERYTHING with your line managers and
employees
• Focus most of your efforts on the effectiveness of front-
line managers
23. Acquire and Use Outstanding
Consulting Skills
• Engage leaders in dialogue regularly
• Diagnose accurately what’s really going on in the
organization (causes, not symptoms) and create valuable
insights for your leaders
• Be a Change Leader and Enabler
• Implement the HRBP role effectively or don’t bother
• Don’t do surveys, EVER, unless you know what you’re
doing, and that the leaders will respond effectively to the
input
24. • Work with a Mentor with highly developed skills in
talent and organization development
• Inhale and implement ideas from, “The Trusted
Advisor,” “Flawless Consulting,” “Human Resource
Champions,” “Process Consultation,” “Managing at
the Speed of Change,” “ The Skilled Facilitator,”
“What Got You Here Won’t Get You There”
• Implement an internal HR change strategy and skill
enhancement program with a skilled facilitator who
will tell it like it is
• Attend HCI’s “The Strategic HR Business Partners
Certification”
25. Professionally Administer
Human Resources
• Differentiate strategic from ‘back-office’ HR
functions. Manage and staff them differently
• Keep it Simple – don’t overburden your
organization with process, content, forms and
activities
• Create transparency of HR processes throughout the
organization
• Outsource to manage/reduce costs, optimize
services and leverage external expertise. Make
better buying decisions
26. • Meet with business leaders and ask them to tear apart
what you are doing in terms of impact, relevance and
cost. JUST LISTEN!
• Differentiate strategic impact, compliance and tactical
activities
• Develop a set of critical questions to evaluate
everything you do
• Read all of the Bersin/Deloitte publications about the
state of HR and what to do about it.
• Blow it up and start over if you have to; or
incrementally change
27. “HR functions that develop the
ability to provide their leaders
with data driven insights on
the people component of
business decisions are
invaluable.”*
*Bersin, “High Impact HR”, 2011
28. Stories from those who
successfully lead HR every day
Jeff Dobbs, Vice President of HR, Terumo Medical
Nancy Lauby, Global HR Business Partner, Teva
Pharmaceuticals
Amanda Richards, HR Consultant, Converge, Inc.
29. Small – Midsize Companies, including
Privately Held with small HR Department
To the CEO and peers, it’s primarily about the money. So,
• Understand the CEO’s vision, the organization’s big picture and position in the
marketplace. Help the CEO operationalize the business strategy internally through
effective HR.
• Use language about the bottom line. Talk about how what you propose is good
for the business.
• Learn how to communicate a strong business case and assess the cost vs. the impact
of everything you propose and do. Use numbers and analytics effectively.
• Advise and influence effectively. Being right is irrelevant.
30. Mid-Size Multinational,
Small HR Staff
• Create strong, authentic relationships and curiosity about the business
to create credibility
• Translate that into how HR positions itself, i.e., HR doesn’t do anything
that isn’t linked to the business and focused on the business
• Formalize a planning process including linking HR to improving the
productivity of the business
• Model an ‘enterprise contributor’ mentality
31. Mid-Size Multinational,
Small HR Staff
• Model one’s conversance about the P&L within HR
• Be a role model for connecting with the business
• There are NO HR initiatives, only business initiatives
• Focus on the business first and the Administrivia won’t take over your role
• Always talk IMPACT and RESULTS, not activity
32. Large, Multi-National Company,
Large HR Department
Create TRUE HR Transformation:
• Analyze what you are currently doing in a time study. Measure and quantify
everything
• Align with leaders to understand and articulate the results they need from HR
and the results HR is capable of creating in the organization
• Use the results of the analysis to dialogue with line leaders and HR staff about
what HR should be doing vs. what it is doing
• Use a model of HR effectiveness to communicate to HR and the line about new
roles and delivery methods
33. Business Driven (increasing the
value of the business)
• Strategic Workforce Planning
• Leadership Effectiveness and
Development
• Organization structure and
redesign
Employee Driven (employee
satisfaction, needs and issues)
• Pay and Benefits
• Leaves of absence
• Performance
• Supervisor and employee
relationships
• Wellness
Compliance Driven (reducing risk
and adhering to external
requirements)
• Affirmative Action
• Benefits reporting
• Safety training
Department/Company Driven
• Budgeting
• Writing and communicating
policies
HRBP
34. With Deepest Gratitude to:
The HR/M&OD team at SMS where we created it all back in the day:
Miller Detrick
Carl Zegalia
Harry Griendling
Sue Bernheim
Nancy Lauby
Chris Giangrasso
John Hendrickson
Grant Beauchamp
To the Inspiration for and Contributors to this Presentation:
Jeff Dobbs, Vice President of HR, Terumo Medical
Harry Griendling, CEO, DoubleStar, Inc.
Nancy Lauby, Global HR Business Partner, Teva Pharmaceuticals
Amanda Richards, HR Consultant, Converge, Inc.