This document summarizes an executive development presentation about using metrics to improve organizational performance. It discusses:
1) How establishing measurable goals and tracking activities through a "metrics model" can help fill positions more quickly and improve other human resources processes.
2) Examples of metrics that could be used to track the employment cycle, benefits administration, training programs, and customer service.
3) The importance of setting metrics to measure what is important, documenting service cycles, identifying gaps, and using metrics to improve performance and customer satisfaction.
Jim Proce S.A.M.E. Leadership Development APWA Accreditation 2018Jim Proce
Jim Proce presented to the Society of Military Engineers at the annual conference held in Arlington Texas about the benefits of best practices supported through agency accreditation. Jim has successfully navigated the process for several agencies and has been a site evaluator on several occassions.
Jim Proce S.A.M.E. Leadership Development APWA Accreditation 2018Jim Proce
Jim Proce presented to the Society of Military Engineers at the annual conference held in Arlington Texas about the benefits of best practices supported through agency accreditation. Jim has successfully navigated the process for several agencies and has been a site evaluator on several occassions.
Paul Mutsaers & Anna-Louisa Peeters - Making in-house service design the new...Service Design Network
Making in-house service design the new standard
7 Learnings to get there!
Abstract:
How to become the most customer centric bank in the Netherlands? To meet that challenge Rabobank has moved to service design in-house, underlining our vision that customer experience is vital to achieve competitive advantage. The journey has been both challenging and rewarding. We’ve learned a lot along the way: such as the fruitfulness of structural collaboration between service designers and customer journey managers to drive the change towards customer centricity. In this session, Paul Mutsaers (Customer Journey Manager) and Anna-Louisa Peeters (Service Designer) will share Rabobank’s 7 key learnings in their journey towards a successful service design practice that is embedded in this major financial institution.
Innovation:
One aspect that really sets us apart in how we work is that we link every service designer to a customer journey manager, who is the project sponsor. They operate as a mutually reinforcing duo in improving customer experience, ranging from small adjustments to large innovations. The designer provides research, creative facilitation and design expertise, and the customer journey manager ensures that all relevant stakeholders are involved from start to finish. This unique collaboration has proven to be very successful, for example to create support for the service design project results within our large organization and ensuring the designs get realized. This is certainly interesting for other companies to experiment with.
Office of Federal Contract Compliance Programs (OFCCP) Updates
•Developing Quality Data
•Analyzing and Presenting Data
•Communicating with the OFCCP
•Preparing for an On-site Visit
Paul Mutsaers & Anna-Louisa Peeters - Making in-house service design the new...Service Design Network
Making in-house service design the new standard
7 Learnings to get there!
Abstract:
How to become the most customer centric bank in the Netherlands? To meet that challenge Rabobank has moved to service design in-house, underlining our vision that customer experience is vital to achieve competitive advantage. The journey has been both challenging and rewarding. We’ve learned a lot along the way: such as the fruitfulness of structural collaboration between service designers and customer journey managers to drive the change towards customer centricity. In this session, Paul Mutsaers (Customer Journey Manager) and Anna-Louisa Peeters (Service Designer) will share Rabobank’s 7 key learnings in their journey towards a successful service design practice that is embedded in this major financial institution.
Innovation:
One aspect that really sets us apart in how we work is that we link every service designer to a customer journey manager, who is the project sponsor. They operate as a mutually reinforcing duo in improving customer experience, ranging from small adjustments to large innovations. The designer provides research, creative facilitation and design expertise, and the customer journey manager ensures that all relevant stakeholders are involved from start to finish. This unique collaboration has proven to be very successful, for example to create support for the service design project results within our large organization and ensuring the designs get realized. This is certainly interesting for other companies to experiment with.
Office of Federal Contract Compliance Programs (OFCCP) Updates
•Developing Quality Data
•Analyzing and Presenting Data
•Communicating with the OFCCP
•Preparing for an On-site Visit
Rewarding Employees for their efforts and inputs is a sure shot way to increase employee motivation and morale.An effective performance appraisal is a balanced finely tuned system that ensures a Win-Win situation to both the employer and the employee. Here are the basics decoded.
Competitive Organizations understand that great performance comes from great leadership with great People Skills. They know and appreciate that investing in performance, means investing in People.
Getting The Best Out Of Your People - webinarG&A Partners
In today's business environment business owners must understand what motivates their employees so that they can reduce turnover and absenteeism, boost individual performance and create customer loyalty to ensure the long term success of the company. Jose Laurel takes an in-depth look at strategies that will help you align and manage goals, document performance and develop a plan for the Performance Management Process.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
HR Process Strategy - Determine process priority and maturityRustin Richburg
A structured approach to set HR / Talent Process Strategy. Includes an evaluation of process relative maturity. Provides survey template to assess customer feedback regarding process priorities, quality, and importance.
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Performance management (PM) is a process of ensuring that set of activities and outputs meets an organization's goals in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, an employee, or the processes in place to manage particular tasks.
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The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
Similar to Case - Performance Metrics in HR: Be the Change You Want to Create (20)
Workplace Health Issues: Effectively Identifying And Handling FMLA, ADA, Workers’ Comp, Health & Safety Whistleblower and OSHA Issues
presented by
PEDRO P. FORMENT, ESQ.
JACKSON LEWIS LLP
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. ROBERT B. CASE
• Graduated from the charter class of the University of Central
Florida College of Business Administration with a dual major of
Management and Marketing.
• President of R B Case Consulting, Inc.
• Served as President of Sears Termite & Pest Control
• Served as the Executive Director of the UCF Executive • • • •
Development Center
• Inductee in the College of Business Hall of Fame
• Liaison for MBA graduates and students with UCF career • •
management
3. COLLEGE OF BUSINESS
ADMINISTRATION
• 2nd largest in the US
• About 8,000 undergraduate students in 8 majors
• About 1,000 graduate students in 9 masters degree
programs and 2 doctoral degree programs
• Over 100 faculty members in 6 academic departments
• Featured in BusinessWeek’s Top 100 Schools
• The Princeton Review’s edition of Best Business
Schools lists CBA as “an outstanding business school
for earning a Masters”
• Ranked by Princeton Review Among Top 10
Administered MBA Programs
5. SESSION OVERVIEW
This session will explore the relationship between
performance management, employee engagement
and customer satisfaction. Participants will learn the
who, what, where, when and how of driving the
change they want to create in their organization.
6. ATTENDEE ROI’S
• Performance and efficiency improvements at all
levels.
• Increased customer service.
• Enhanced trust, credibility and respect.
8. THE ANSWER IS BOTH!!!
Business Support
Unit YOU Department
9. WE’RE A BUSINESS UNIT
BECAUSE:
• We operate against a financial plan
• We are a strategic component
of the enterprise
• We serve a client base! Business
Unit
10. WE’RE A SUPPORT
DEPARTMENT BECAUSE:
• Our mission supports the direct
line activities of the enterprise
• Our services are – by design –
supportive of the enterprise’s
overarching mission Support
Department
• Our client base is internal
11. IN THE “BRAVE NEW WORLD” ALL
DELIVERABLES ARE MEASURABLE
&
DASHBOARDS DRIVE RESULTS
12. WE ALL HAVE MISSIONS…
WE ALL HAVE GOALS…
WE ALL HAVE PLANS…
WE ALL HAVE STRATEGIES…
WE ALL HAVE TACTICS…
WE ALL HAVE TASKS & ACTIVITIES…
13. FACT:
If you wait until you reach your destination to measure
your progress, you probably won’t get there.
14. A METRICS MODEL FOR THE
EMPLOYMENT CYCLE
Goal – Fill open customer service
positions in 15 business days.
17. METRICS
…start with an articulated cycle of service
…can be used to start the goal setting process
…reveal organizational barriers
…keep us on TARGET
19. IF IT’S IMPORTANT ENOUGH TO
BE DONE…
IT PROBABLY DESERVES
TO BE MEASURED
20. WHERE TO GET STARTED
EMPLOYMENT
• Fulfillment cycles
• Evaluation of new candidates
• Proactive recruiting
• Job description maintenance
• Needs forecasts
• Networking
• Application Process
• Interviewing Process
• Background Checks
21.
22. BENEFITS
• Service Levels of Providing
• Service Levels of Staff
• Competitiveness
• Employee Satisfaction
• Accuracy Assessment
EMPLOYEE GRIEVANCES
• Resolution Cycle
• Satisfactory/Closure
23. TRAINING
• Supervisory Evaluation of Effectiveness
• Employee Evaluation of Effectiveness
• Timeliness
• Gap Analysis (what we say our expectations make
us want to deliver)
24. CUSTOMER SERVICE
• Satisfaction Levels
• Executive
• Managerial/Supervisory
• Front Line
• Delivery Cycle Fulfillment
• Ease of Use of Services
25. HOW TO GET STARTED
• Establish a protocol
• Review goal achievement results
• Pick a critical area
• Involve all the stakeholders
• Management
• Employees
• End-users
26. HOW TO GET STARTED (continued)
• Articulate and document the cycle of services
• “Plug in” current trends
• Perform gap analysis
• Identify improvements
• Restate goals
• Install measurement devices
• WALK THE WALK!
28. TODAY’S PURPOSE
Improve performance Articulated activity-based
tracking
Increased customer Measured satisfaction of
service expectations
Enhanced trust, Derives from exceptional
credibility and respect performance and premier
customer service
30. “EVEN IF YOU’RE ON THE RIGHT TRACK,
IF YOU AREN’T MOVING FORWARD
YOU’LL GET RUN OVER.”
- WILL ROGERS
…and you’ll never get there if you’re going in the wrong direction.