White Paper Report - Technology Industry Draft (00000002)Tracey Kelly
This document discusses the top 10 human resource issues facing small to medium sized technology companies. It begins with an executive summary of the report and an overview of common people management challenges. It then lists and describes the top 10 issues: 1) retaining employees, especially talent, 2) attracting talent, 3) managing leadership, 4) leadership support and guidance, 5) the fast pace of work, 6) employee engagement, 7) productivity, 8) learning and development, 9) transitioning skills, and 10) rewards including compensation and benefits. The document concludes by explaining how an HR consulting firm called PCHR can help technology companies address these people management challenges.
2013 Engagement and Retention in 2013 by AberdeenElizabeth Lupfer
This document summarizes the key findings from Aberdeen's 2013 research report on Human Capital Management trends. It finds that the top pressures on HCM are operating more efficiently, organic growth, and skills scarcity. Best-in-Class organizations align talent strategies with business strategies, foster innovation, and integrate HCM and business data. They achieve greater improvements in metrics like customer retention. Workforce planning is a priority but most organizations are still immature in their efforts. Success requires standardizing processes, combining HCM and business data, and investing in technology.
This document discusses the important role that finance plays in human resources decisions and operations. It argues that human resources professionals need to understand financial tools and how HR decisions impact organizational finances. While HR professionals focus on areas like recruiting, benefits, and training, the document stresses that HR decisions can significantly affect a company's expenses and bottom line. It provides examples of how understanding financial implications could help HR managers make better decisions around recruitment prioritization, legal compliance, training budgets, and evaluating returns on specific interventions. The document concludes that mastering some financial literacy allows HR to optimize human capital investments and have a meaningful seat at the strategic decision-making table.
Employe Engagement Research Update by BlessingWhiteElizabeth Lupfer
This document provides a summary of research on employee engagement conducted in 2012. Some key findings include:
1) Engagement levels were stable or rising in most regions of the world compared to 2011 data.
2) "Intent to stay," an important predictor of turnover, remained stable globally. However, the specific dynamics of retention varied significantly between regions.
3) As in previous research, factors like tenure, level in the organization, and age were still correlated with higher engagement as people grew more experienced and senior.
4) Gender gaps in engagement emerged in some regions like India, the Middle East, and South America, where women reported lower engagement than men.
5) The top drivers of engagement
This document summarizes the findings of a 2013 research study on workforce trends and high performing organizations. Some key findings include:
1. Measures of trust, leadership, and collaboration rebounded significantly from low levels in 2012, especially in high performing companies.
2. Employee involvement and engagement increased dramatically, with nearly 60% of high performing companies reporting engaged, involved cultures.
3. Leaders in high performing companies were seen as more consistently modeling organizational values and walking the talk through predictable transparency.
4. Trust originates from leadership behaviors and a consistent tone at the top, which directly impacts employee engagement and retention.
2013 Engagement and Retention in 2013 by TalentKeepersElizabeth Lupfer
- Employee engagement and retention have become strategic priorities for most organizations as the economy stabilizes. Over 80% of organizations now budget for engagement initiatives.
- A "Best in Class" group of top organizations stands out for making engagement a top priority, holding leaders accountable, dedicating formal budgets, and establishing metrics to measure impact on business results.
- Retention is resurfacing as a priority as employees feel more confident. Nearly 60% of organizations expect job and career factors to be the main reason employees leave in 2013, an 11% increase from the prior year.
2013 Trends Report - The State of Employee Engagement by Quantum WorkplaceElizabeth Lupfer
The document is a report from Quantum Workplace on employee engagement trends in 2013. It discusses Quantum Workplace's employee engagement survey methodology and model. The report finds that after declining during the recession in 2008-2010, employee engagement levels among organizations participating in Quantum Workplace's Best Places to Work program have been increasing since 2010 and in 2013 reached 70.6%, approaching pre-recession levels. The report provides an overview of engagement trends and a detailed examination of survey results regarding different engagement factors.
Why are some companies thriving while others are struggling to stay in business? What is the distinctive difference between a good company and a truly great company? The answers to these questions can only be found when looking at what defines the company: its people. The people who make up a company are that organization’s unique and biggest asset. For most businesses, the workforce is also its largest expense, or better put, its largest investment.
At Sage, we believe that employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return.
We call that the Return on Employee Investment or ROEI. This white paper looks into investments that can help a company maximize the value of its workforce, and shows how technology can help improve ROEI and build a more profitable and successful business.
White Paper Report - Technology Industry Draft (00000002)Tracey Kelly
This document discusses the top 10 human resource issues facing small to medium sized technology companies. It begins with an executive summary of the report and an overview of common people management challenges. It then lists and describes the top 10 issues: 1) retaining employees, especially talent, 2) attracting talent, 3) managing leadership, 4) leadership support and guidance, 5) the fast pace of work, 6) employee engagement, 7) productivity, 8) learning and development, 9) transitioning skills, and 10) rewards including compensation and benefits. The document concludes by explaining how an HR consulting firm called PCHR can help technology companies address these people management challenges.
2013 Engagement and Retention in 2013 by AberdeenElizabeth Lupfer
This document summarizes the key findings from Aberdeen's 2013 research report on Human Capital Management trends. It finds that the top pressures on HCM are operating more efficiently, organic growth, and skills scarcity. Best-in-Class organizations align talent strategies with business strategies, foster innovation, and integrate HCM and business data. They achieve greater improvements in metrics like customer retention. Workforce planning is a priority but most organizations are still immature in their efforts. Success requires standardizing processes, combining HCM and business data, and investing in technology.
This document discusses the important role that finance plays in human resources decisions and operations. It argues that human resources professionals need to understand financial tools and how HR decisions impact organizational finances. While HR professionals focus on areas like recruiting, benefits, and training, the document stresses that HR decisions can significantly affect a company's expenses and bottom line. It provides examples of how understanding financial implications could help HR managers make better decisions around recruitment prioritization, legal compliance, training budgets, and evaluating returns on specific interventions. The document concludes that mastering some financial literacy allows HR to optimize human capital investments and have a meaningful seat at the strategic decision-making table.
Employe Engagement Research Update by BlessingWhiteElizabeth Lupfer
This document provides a summary of research on employee engagement conducted in 2012. Some key findings include:
1) Engagement levels were stable or rising in most regions of the world compared to 2011 data.
2) "Intent to stay," an important predictor of turnover, remained stable globally. However, the specific dynamics of retention varied significantly between regions.
3) As in previous research, factors like tenure, level in the organization, and age were still correlated with higher engagement as people grew more experienced and senior.
4) Gender gaps in engagement emerged in some regions like India, the Middle East, and South America, where women reported lower engagement than men.
5) The top drivers of engagement
This document summarizes the findings of a 2013 research study on workforce trends and high performing organizations. Some key findings include:
1. Measures of trust, leadership, and collaboration rebounded significantly from low levels in 2012, especially in high performing companies.
2. Employee involvement and engagement increased dramatically, with nearly 60% of high performing companies reporting engaged, involved cultures.
3. Leaders in high performing companies were seen as more consistently modeling organizational values and walking the talk through predictable transparency.
4. Trust originates from leadership behaviors and a consistent tone at the top, which directly impacts employee engagement and retention.
2013 Engagement and Retention in 2013 by TalentKeepersElizabeth Lupfer
- Employee engagement and retention have become strategic priorities for most organizations as the economy stabilizes. Over 80% of organizations now budget for engagement initiatives.
- A "Best in Class" group of top organizations stands out for making engagement a top priority, holding leaders accountable, dedicating formal budgets, and establishing metrics to measure impact on business results.
- Retention is resurfacing as a priority as employees feel more confident. Nearly 60% of organizations expect job and career factors to be the main reason employees leave in 2013, an 11% increase from the prior year.
2013 Trends Report - The State of Employee Engagement by Quantum WorkplaceElizabeth Lupfer
The document is a report from Quantum Workplace on employee engagement trends in 2013. It discusses Quantum Workplace's employee engagement survey methodology and model. The report finds that after declining during the recession in 2008-2010, employee engagement levels among organizations participating in Quantum Workplace's Best Places to Work program have been increasing since 2010 and in 2013 reached 70.6%, approaching pre-recession levels. The report provides an overview of engagement trends and a detailed examination of survey results regarding different engagement factors.
Why are some companies thriving while others are struggling to stay in business? What is the distinctive difference between a good company and a truly great company? The answers to these questions can only be found when looking at what defines the company: its people. The people who make up a company are that organization’s unique and biggest asset. For most businesses, the workforce is also its largest expense, or better put, its largest investment.
At Sage, we believe that employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return.
We call that the Return on Employee Investment or ROEI. This white paper looks into investments that can help a company maximize the value of its workforce, and shows how technology can help improve ROEI and build a more profitable and successful business.
Employee Engagement Capabilities Report by Altus and Red BalloonElizabeth Lupfer
- The document discusses findings from a study on employee engagement conducted over three years with nearly 3,000 survey responses.
- Key findings include that highly engaged organizations have the most capability in areas like culture, purpose, and clear key performance indicators (KPIs). Those with lower engagement scores have less capability, especially in these core areas.
- While benefits and perks are not the main drivers of engagement, highly engaged organizations are more likely to invest in coaching, mentoring programs, and cash bonuses compared to average performers. Simply increasing spending on engagement is not enough without focusing on the right capabilities.
Directors believe that CEOs deserve significant credit (40% on average) for corporate performance and that CEO pay is reasonable and tied to performance. However, these views contrast sharply with the American public, who believe CEOs are overpaid. This disconnect poses challenges, as public outrage could invite regulation. A survey found that most directors and CEOs believe pay is fair and aligned with performance through short- and long-term incentives. However, they disagree on the best performance metrics and use of discretionary bonuses. This highlights ongoing debates around compensating CEOs.
The document discusses organizational alignment and how HR can lead the process. It begins by outlining the benefits of an aligned organization and defines alignment as having the right people working on the right things at the right time. It then details the 12 steps to achieve alignment, including defining customer needs, strengths/objectives, culture, processes, structure, support, tools, training, performance, skills, job descriptions, rewards and recruiting. Alignment provides benefits like improved accountability, productivity, relationships and more. An example is given of a company that aligned its IT department, freeing up resources and improving culture and structure.
HR Challenges and Solutions - Maintaining Compliance and Mitigating Future RiskADP Marketing
Many companies are facing increasing challenges to stay up to date with risk and compliance. Learn how to take control of compliance and manage risk in your business.
The document discusses how the 2010s will be known as the "Decade of HR" as irrefutable business facts and evidence show that HR practices make a significant impact on organizational performance. It highlights how people are the primary drivers of business results and the strategic role of HR Business Partners in improving the workforce to help business units execute strategy. To fully capitalize on this opportunity, HR needs to focus on developing HRBP skills, driving business outcomes with data, and shaping cultures and workplaces that enable organizations to adapt and succeed.
The document discusses how HR is entering a new decade where it will take center stage. Several facts are presented that show the significant impact HR has on key business metrics like talent retention, market valuation, costs, and performance. As perceptions of HR's strategic value change, the structure of HR departments is evolving with centers of excellence, shared services, and embedded business partners. The most strategic role is that of the HR business partner who works directly with business units to execute organizational strategy through talent practices and workforce optimization.
Five myths of supplying talent through a third-party provider modelKelly Services
The document discusses 5 myths about supplying talent through a third-party provider model. The first myth discussed is that losing the direct client relationship will harm a supplier's business. The document argues that if suppliers adapt to working with a third-party program office like they would any other client, it can open doors to more business opportunities. The second myth is that suppliers will not have a clear view of client needs working through a third-party. The document states that a good program office will ensure transparency and information sharing to give suppliers insights into client needs. The third myth is that good suppliers just do the job without asking questions. The document advocates for a culture of continuous learning and innovation, where suppliers feel comfortable asking questions. The fourth
Outside directors are meant to provide independent oversight of management but research on their effectiveness is mixed. Some studies found shareholders react positively to appointments of outside directors and negatively when they suddenly leave. However, other research found no improvement in performance from more outside directors. Effectiveness may depend on overcoming information disadvantages and ensuring true independence rather than just meeting stock exchange standards. So-called independent directors may still be beholden to management.
The document summarizes a survey of HR professionals on challenges facing the HR field over the next 10 years. The top three challenges were seen as retaining and rewarding employees, developing future leaders, and creating a culture that attracts top talent. Obtaining and optimizing human capital was viewed as the biggest investment challenge. Providing flexible work arrangements and promoting a culture of trust and fairness were viewed as most effective for attracting and retaining employees. Most respondents expected their workforce to grow in size and use more contract/temporary employees over the next 10 years.
Why does employee engagement matter? What really drives engagement? And what makes people stay at your company? Discover the key drivers of engagement, enablement and retention and learn how to use them to empower your employees.
This document discusses how investing in employees can increase a company's competitiveness and success. It argues that employees are a company's biggest asset and largest investment. While employees cost money in wages and benefits, treating these expenses as investments that yield returns can improve business results. The document outlines how engaged employees are more productive, innovative, and loyal, leading to higher customer satisfaction, revenue, and profits. It also discusses how high employee turnover is very expensive for companies and how investing in retention strategies like recognition, training, and work environment can significantly reduce these replacement costs and improve the bottom line. Overall, the document advocates for viewing employees as investments rather than just expenses in order to maximize return on employee investment (ROEI) and competit
1) The document discusses how Enterprise Social solutions like Yammer, SharePoint, and Office 365 can help HR optimize human capital management by engaging employees, improving internal collaboration, and enabling training and development.
2) It describes how these tools allow employees to connect, communicate, and work together seamlessly across the organization.
3) The document argues that Enterprise Social empowers HR to focus on enabling employee success, building an innovative culture, and attracting and retaining top talent.
Executive Summary
Research by AON Hewitt tells us that nearly half of the world’s employees are not engaged, and that each disengaged employee costs your organisation an average of $10,000 in profit annually.
Why is employee disengagement so high? Is it something all organisations just have to “live with” or is there a way of managing it and perhaps converting disengaged employees into team members who are happy and enthusiastic about their work?
There are many benefits to having a workforce that is engaged in their work.
Employees who are actively engaged in their work:
• are happier and less likely to move on to another competitor
• tend to feel less stressed and call in sick less
• feel that their actions matter so are more likely to work diligently which increases quality and productivity
• have positive attitudes about their company, management,
co-workers and customers making them more likely to share their time and talents and bring their best ideas and creativity to their workplace
Unfortunately, the recent climate of economic uncertainty has thrown many organisations into turmoil as they struggle to make changes so they can maintain a competitive foothold in the marketplace. It is the employees who are feeling the strain as their employment or promotional prospects look shaky and internal communications dry up while senior executives work out how to deal with the situation. That’s where employee disengagement enters.
In this paper we pose the following questions:
• Is your workforce destined to remain disengaged?
• What does that do to your business performance?
• More importantly what does it do to morale?
• Is disengagement contagious?
• Is it systemic?
• What can you do to overcome disengagement?
We found that in many cases, employee disengagement is a systemic organisational issue. It is caused or aggravated by out-dated systems which ignore the basic needs of the employee and exist primarily for the benefit of the business. It’s an old strategy which is well past its use-by date.
Successful organisations have identified the main factors behind disengagement and have begun to address them. They have realised that their leaders hold the key to employee engagement because they are the meeting point between employee and organisational needs.
The document discusses leading change versus managing change. It notes that while change management focuses on keeping change efforts under control, change leadership is about driving large-scale transformation through establishing a sense of urgency, developing a vision, empowering broad-based action, generating short-term wins, and incorporating changes into the culture. Effective change leadership requires strategy, governance, seamless execution, and emphasizing dialogue to make the process relevant and the changes doable. Leaders must own the change themselves through putting skin in the game, working closely with employees, and embracing change as part of their role.
The document discusses many challenges facing businesses today, including rapid changes in technology and workforce expectations. Key issues include the need to engage employees and adapt management styles to keep talented workers committed. High employee engagement is linked to higher productivity, profits and retention, while disengagement costs businesses significantly. The document emphasizes the importance of communication, motivation, and creating a sense of well-being for employees.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
HR Trends 2020 should be diverse. After all, it is all about employees or people. Diverse approaches can bring in little yet an impactful change in the day-to-day work of employees.
Read Blog: https://www.openhrms.com/blog/hr-trends-2020
This document summarizes the key elements of strategic business planning for high performance organizations. It discusses developing a mission statement, conducting a SWOT analysis to identify internal strengths and weaknesses and external opportunities and threats. This includes analyzing critical issues and compiling a critical issues report. The goal is to formulate strategies to guide the organization and address gaps between its current performance and what is needed to respond to internal and external factors. Strategic business planning requires commitment from leadership and involvement of employees to build understanding and commitment to the resulting plan.
- The document discusses what it takes to be a successful change agent and lead organizational change. It outlines that most change programs fail due to underestimating people issues, lack of effective performance measurements, and lack of accountability.
- It emphasizes that while technical skills are important for a change agent, people skills are even more critical. It is estimated that people-related issues account for 60-70% of the success or failure of a change program.
- The three most common causes of failure are underestimating people issues, lack of performance measurements tied to goals, and lack of accountability. Selecting the right change agent who has strong people skills is one of the most important factors impacting success.
The document discusses various topics related to strategic management, including environmental scanning, structural analysis, competitive forces, organizational structure, and components of strategies.
It defines environmental scanning as systematically surveying external opportunities and threats that could influence future decisions. It also discusses conducting an internal scan to examine organizational strengths and weaknesses. Porter's Five Forces model is explained as a framework to analyze industry competition and profitability.
The document also discusses different types of organizational structures and how structure should align with strategy. Finally, it lists some key components of strategies as goals, policies, action plans, and feedback mechanisms.
Employee Engagement Capabilities Report by Altus and Red BalloonElizabeth Lupfer
- The document discusses findings from a study on employee engagement conducted over three years with nearly 3,000 survey responses.
- Key findings include that highly engaged organizations have the most capability in areas like culture, purpose, and clear key performance indicators (KPIs). Those with lower engagement scores have less capability, especially in these core areas.
- While benefits and perks are not the main drivers of engagement, highly engaged organizations are more likely to invest in coaching, mentoring programs, and cash bonuses compared to average performers. Simply increasing spending on engagement is not enough without focusing on the right capabilities.
Directors believe that CEOs deserve significant credit (40% on average) for corporate performance and that CEO pay is reasonable and tied to performance. However, these views contrast sharply with the American public, who believe CEOs are overpaid. This disconnect poses challenges, as public outrage could invite regulation. A survey found that most directors and CEOs believe pay is fair and aligned with performance through short- and long-term incentives. However, they disagree on the best performance metrics and use of discretionary bonuses. This highlights ongoing debates around compensating CEOs.
The document discusses organizational alignment and how HR can lead the process. It begins by outlining the benefits of an aligned organization and defines alignment as having the right people working on the right things at the right time. It then details the 12 steps to achieve alignment, including defining customer needs, strengths/objectives, culture, processes, structure, support, tools, training, performance, skills, job descriptions, rewards and recruiting. Alignment provides benefits like improved accountability, productivity, relationships and more. An example is given of a company that aligned its IT department, freeing up resources and improving culture and structure.
HR Challenges and Solutions - Maintaining Compliance and Mitigating Future RiskADP Marketing
Many companies are facing increasing challenges to stay up to date with risk and compliance. Learn how to take control of compliance and manage risk in your business.
The document discusses how the 2010s will be known as the "Decade of HR" as irrefutable business facts and evidence show that HR practices make a significant impact on organizational performance. It highlights how people are the primary drivers of business results and the strategic role of HR Business Partners in improving the workforce to help business units execute strategy. To fully capitalize on this opportunity, HR needs to focus on developing HRBP skills, driving business outcomes with data, and shaping cultures and workplaces that enable organizations to adapt and succeed.
The document discusses how HR is entering a new decade where it will take center stage. Several facts are presented that show the significant impact HR has on key business metrics like talent retention, market valuation, costs, and performance. As perceptions of HR's strategic value change, the structure of HR departments is evolving with centers of excellence, shared services, and embedded business partners. The most strategic role is that of the HR business partner who works directly with business units to execute organizational strategy through talent practices and workforce optimization.
Five myths of supplying talent through a third-party provider modelKelly Services
The document discusses 5 myths about supplying talent through a third-party provider model. The first myth discussed is that losing the direct client relationship will harm a supplier's business. The document argues that if suppliers adapt to working with a third-party program office like they would any other client, it can open doors to more business opportunities. The second myth is that suppliers will not have a clear view of client needs working through a third-party. The document states that a good program office will ensure transparency and information sharing to give suppliers insights into client needs. The third myth is that good suppliers just do the job without asking questions. The document advocates for a culture of continuous learning and innovation, where suppliers feel comfortable asking questions. The fourth
Outside directors are meant to provide independent oversight of management but research on their effectiveness is mixed. Some studies found shareholders react positively to appointments of outside directors and negatively when they suddenly leave. However, other research found no improvement in performance from more outside directors. Effectiveness may depend on overcoming information disadvantages and ensuring true independence rather than just meeting stock exchange standards. So-called independent directors may still be beholden to management.
The document summarizes a survey of HR professionals on challenges facing the HR field over the next 10 years. The top three challenges were seen as retaining and rewarding employees, developing future leaders, and creating a culture that attracts top talent. Obtaining and optimizing human capital was viewed as the biggest investment challenge. Providing flexible work arrangements and promoting a culture of trust and fairness were viewed as most effective for attracting and retaining employees. Most respondents expected their workforce to grow in size and use more contract/temporary employees over the next 10 years.
Why does employee engagement matter? What really drives engagement? And what makes people stay at your company? Discover the key drivers of engagement, enablement and retention and learn how to use them to empower your employees.
This document discusses how investing in employees can increase a company's competitiveness and success. It argues that employees are a company's biggest asset and largest investment. While employees cost money in wages and benefits, treating these expenses as investments that yield returns can improve business results. The document outlines how engaged employees are more productive, innovative, and loyal, leading to higher customer satisfaction, revenue, and profits. It also discusses how high employee turnover is very expensive for companies and how investing in retention strategies like recognition, training, and work environment can significantly reduce these replacement costs and improve the bottom line. Overall, the document advocates for viewing employees as investments rather than just expenses in order to maximize return on employee investment (ROEI) and competit
1) The document discusses how Enterprise Social solutions like Yammer, SharePoint, and Office 365 can help HR optimize human capital management by engaging employees, improving internal collaboration, and enabling training and development.
2) It describes how these tools allow employees to connect, communicate, and work together seamlessly across the organization.
3) The document argues that Enterprise Social empowers HR to focus on enabling employee success, building an innovative culture, and attracting and retaining top talent.
Executive Summary
Research by AON Hewitt tells us that nearly half of the world’s employees are not engaged, and that each disengaged employee costs your organisation an average of $10,000 in profit annually.
Why is employee disengagement so high? Is it something all organisations just have to “live with” or is there a way of managing it and perhaps converting disengaged employees into team members who are happy and enthusiastic about their work?
There are many benefits to having a workforce that is engaged in their work.
Employees who are actively engaged in their work:
• are happier and less likely to move on to another competitor
• tend to feel less stressed and call in sick less
• feel that their actions matter so are more likely to work diligently which increases quality and productivity
• have positive attitudes about their company, management,
co-workers and customers making them more likely to share their time and talents and bring their best ideas and creativity to their workplace
Unfortunately, the recent climate of economic uncertainty has thrown many organisations into turmoil as they struggle to make changes so they can maintain a competitive foothold in the marketplace. It is the employees who are feeling the strain as their employment or promotional prospects look shaky and internal communications dry up while senior executives work out how to deal with the situation. That’s where employee disengagement enters.
In this paper we pose the following questions:
• Is your workforce destined to remain disengaged?
• What does that do to your business performance?
• More importantly what does it do to morale?
• Is disengagement contagious?
• Is it systemic?
• What can you do to overcome disengagement?
We found that in many cases, employee disengagement is a systemic organisational issue. It is caused or aggravated by out-dated systems which ignore the basic needs of the employee and exist primarily for the benefit of the business. It’s an old strategy which is well past its use-by date.
Successful organisations have identified the main factors behind disengagement and have begun to address them. They have realised that their leaders hold the key to employee engagement because they are the meeting point between employee and organisational needs.
The document discusses leading change versus managing change. It notes that while change management focuses on keeping change efforts under control, change leadership is about driving large-scale transformation through establishing a sense of urgency, developing a vision, empowering broad-based action, generating short-term wins, and incorporating changes into the culture. Effective change leadership requires strategy, governance, seamless execution, and emphasizing dialogue to make the process relevant and the changes doable. Leaders must own the change themselves through putting skin in the game, working closely with employees, and embracing change as part of their role.
The document discusses many challenges facing businesses today, including rapid changes in technology and workforce expectations. Key issues include the need to engage employees and adapt management styles to keep talented workers committed. High employee engagement is linked to higher productivity, profits and retention, while disengagement costs businesses significantly. The document emphasizes the importance of communication, motivation, and creating a sense of well-being for employees.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
HR Trends 2020 should be diverse. After all, it is all about employees or people. Diverse approaches can bring in little yet an impactful change in the day-to-day work of employees.
Read Blog: https://www.openhrms.com/blog/hr-trends-2020
This document summarizes the key elements of strategic business planning for high performance organizations. It discusses developing a mission statement, conducting a SWOT analysis to identify internal strengths and weaknesses and external opportunities and threats. This includes analyzing critical issues and compiling a critical issues report. The goal is to formulate strategies to guide the organization and address gaps between its current performance and what is needed to respond to internal and external factors. Strategic business planning requires commitment from leadership and involvement of employees to build understanding and commitment to the resulting plan.
- The document discusses what it takes to be a successful change agent and lead organizational change. It outlines that most change programs fail due to underestimating people issues, lack of effective performance measurements, and lack of accountability.
- It emphasizes that while technical skills are important for a change agent, people skills are even more critical. It is estimated that people-related issues account for 60-70% of the success or failure of a change program.
- The three most common causes of failure are underestimating people issues, lack of performance measurements tied to goals, and lack of accountability. Selecting the right change agent who has strong people skills is one of the most important factors impacting success.
The document discusses various topics related to strategic management, including environmental scanning, structural analysis, competitive forces, organizational structure, and components of strategies.
It defines environmental scanning as systematically surveying external opportunities and threats that could influence future decisions. It also discusses conducting an internal scan to examine organizational strengths and weaknesses. Porter's Five Forces model is explained as a framework to analyze industry competition and profitability.
The document also discusses different types of organizational structures and how structure should align with strategy. Finally, it lists some key components of strategies as goals, policies, action plans, and feedback mechanisms.
SWOT AnalysisA situation analysis is often referred to by the ac.docxmabelf3
SWOT Analysis
A situation analysis is often referred to by the acronym SWOT, which stands for strengths, weaknesses, opportunities, and threats.
SWOT Analysis
Essentially, a SWOT analysis is an examination of the internal and external factors that impact the organization and its strategies. The internal factors are strengths and weaknesses; the external factors are opportunities and threats. A SWOT analysis gives an organization a clear picture of the business situation in which it operates and helps it identify which strategies to pursue.
Internal Factors
Strengths and weaknesses include the resources and capabilities within the organization now. Since the company has the most control over internal factors, it can craft strategies and objectives to exploit strengths and address weaknesses. Examples of internal factors include the following:
· financial resources
· technical resources and capabilities
· human resources
· product lines
All of these are controlled by the organization. Competitive positioning can also be a strength or a weakness. While competitors’ strategies and tactics are external to the company, the company’s position relative to the competitors is something that it can control.
External Factors
External factors include opportunities and threats that are outside of the organization. These are factors that the company may be able influence—or at least anticipate—but not fully control. Examples of external factors include the following:
· technology innovations and changes
· competition
· economic trends
· government policies and legislation
· legal judgments
· social trends
While a company can control how it positions itself relative to the competition, it can’t control competitors’ actions or strategies.
Benefits of a SWOT Analysis
Encourages Realistic Planning
Imagine a growing company that is able to attract new customers more easily than the competition because it has a strong reputation and visible leader. These strengths should be considered and exploited in the strategy. Now imagine that the company also has a poor history of delivering on customer commitments. If this weakness is not addressed, it will not only make it difficult to retain customers but also likely damage the reputation of the company and its leader—which would eliminate key strengths. By conducting a situation analysis, the company is more likely to consider both of these factors in its planning.
Improves Ability to Forecast Future Events
What’s the worst thing that could happen to your business? Most organizations can answer this question because they have assessed the environment in which they operate. For instance, perhaps they know of pending legislation that might adversely affect them. Or perhaps they recognize legal risks, or unique challenges from past economic cycles. By considering threats and worst-case scenarios during the planning process, organizations can take steps to avoid them, or minimize the impact if they do they occur.
SWOT A.
This document discusses business plan strategy (BPS) and its importance for organizational success. It defines BPS as providing an overview of a business, including its history, products/services, goals, competitors, and growth plan. An effective BPS is considered one of the most important factors for business success. It can help guide a business strategically and serve as a monitoring tool. The document also notes that while BPS is crucial, long-term strategic planning is often lacking in many organizations.
11.business plan strategy as social responsibilityAlexander Decker
This document discusses business plan strategy (BPS) and its importance for organizational success. It provides details on key elements of an effective BPS, including outlining an organization's history, products/services, goals, competitive advantages, and growth timeline. It also discusses factors important for effective BPS, such as obtaining support from leadership, assessing costs of poor quality, and benchmarking performance against competitors. Overall, the document emphasizes that a well-developed BPS can provide guidance for an organization and help ensure its long-term viability.
The document discusses how employee engagement impacts business success. It states that engagement affects key business factors like productivity, advocacy, absenteeism, turnover, innovation, quality, and customer relationships. Research shows highly engaged companies have higher earnings, operating income, and stock performance than less engaged competitors. The document argues senior leaders should understand this connection between engagement and results in order to prioritize engagement strategies and ensure the resources needed to create a highly engaged workforce.
Lecture Outline
• What is Business Analysis
• Stakeholders
• Lifecycles
• What are requirements
• Transforming requirements
• Finalizing requirements
• Requirements communication
• Managing Requirements Assets
• Required skills for a Business Analyst
Lecture Objectives
The core of value in any business centers around Return on Investment (ROI). ROI is the weight of the business value or benefits, calculated as increases in revenue or decreases in cost, over the cost of implementation.
When it comes to cost, most organizations focus on technology costs, and forego the other business-related costs, such as stakeholder involvement, in determining ROI.
The objective of this seminar is to spread awareness about Business Analysis profession, how essential the role of Business analyst (BA) to most organization or government entity, and demonstrate how a BA actively focuses on reducing costs which can be measured in following ways:
• Reduction in rework — if you help focus the team on the right requirements, then there should be reduced amount of unnecessary change. But many projects are plagued by change because requirements are not well understood. This kind of change is waste. BA can help.
• Reduction in requirements churn —Stakeholders’ time are valuable, but without someone in the business analyst role, stakeholders might spend excess time in unproductive discussions. BA can help drive an efficient decision-making processes, document discussions, reducing the amount of time spent rehashing previous discussions.
• Discovering more cost-effective solutions and Prioritize them – Prioritization ensures focus on value.
Lecturer’s Biography
Mr. Joseph Maarouf Abboud is an experienced Project Manager with over 20 years of success in leading projects in Information Technology, and business management.
He has a Master degree in project management from University of Salford, Manchester, UK; PMP, PMI-ACP, and ITIL certifications in addition to a BS degree in Software engineering.
Mr. Abboud is a Business strategist, he has planned and managed multimillion-dollar projects aligning business goals with technology solutions to drive process improvements, competitive advantage and bottom-line gains.
He also managed projects for public and private sectors in USA, OMAN, Kuwait, and Lebanon, with key emphasis on Project Management, Business Analysis, Quality Management, and Risk Management
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Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
Technology Innovation Project
(Provide an abstract, introduction, table of contents and conclusion in this one document.)
1. Title
Technology Innovation Project
2. Introduction
Background of the Corporation
Largo Corporation is a major multinational conglomerate corporation which specializes in a wide array of products and services. These products and services include healthcare, finance, retail, government services, and many more. The annual revenue is about $750 million and it has about 1,000 employees. The parent company is located in Largo, Maryland and its subsidiaries are headquartered throughout the United States.
The mission of the corporation is to bring the best products and services to .
Evolving role of the CEO Dataquest 22June2010Sudhir Aggarwal
1) The role of the CEO is evolving as organizations change and become more collaborative. Traditionally, an organization had one CEO but roles are blending and everyone must contribute to business goals and strategy.
2) As organizations flatten, everyone must take on responsibilities of a CEO by managing dependencies, delivering measurable results, and focusing on excellence, innovation, and ecosystem partnerships beyond just their own role.
3) Being a CEO is increasingly a mindset of leadership, accountability, and driving excellence that everyone should adopt, not just a formal title. Designated CEOs must also foster an environment where others can excel in CEO-like roles.
The document provides an overview of a SWOT analysis for schools. It explains that a SWOT analysis is a tool that can help schools analyze their strengths, weaknesses, opportunities, and threats. It discusses how internal strengths and weaknesses relate to factors within a school's control, while external opportunities and threats involve factors outside a school's control. The document provides examples of different strengths, weaknesses, opportunities, and threats a school may want to consider in a SWOT analysis.
Fhyzics - a global leader in business analysis - offers business consulting, business analysis, business analytics, process improvement, product development and supply chain services to organisations in India and abroad. Today’s businesses are under tremendous pressure to adopt to the changes in regulatory framework, constantly changing customer preferences and disruptive business models. This mandates the business leaders to continuously upgrade their knowledge in various areas that could potentially help or affect their businesses. Keeping this in mind, Fhyzics has launched One-Day, Case Study Based Executive Development Programs, where the business leaders can upgrade their skill and can implement in their organisations. These programs are designed after intense research on international best practices.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Strategic management involves defining an organization's strategy, implementing and executing the strategy, and evaluating performance. It is a continuous process that evaluates external and internal factors to guide an organization's vision and planning. The key elements of strategic management are environmental scanning, strategy formulation, strategy implementation, and evaluation. Environmental scanning involves collecting internal and external information, analyzing trends and issues. Strategy formulation determines long-term objectives and goals. Implementation is executing the chosen strategy, while evaluation assesses performance and makes adjustments.
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Answers for theses question with little notes ant bullet point on power points. Two ppt is enough.
4.
Who supports the change? Who is resisting the change? Why?
5. What’s your communication objective? (Raise awareness, change behavior, change attitudes, build support, neutralize critics). Why?
Environmental Scanning for Google Inc. Introduction
Environmental scanning is a procedure that methodically inspects and interprets the relevant information to point out the external threats and opportunities that can influence future decisions. It is the consistent tracking of events, occurrences, and trends in the firm's internal and external environment that bear on its present and future endeavors. (Terry, 2020). Environmental scanning is related to SWOT analysis and should be integrated into the strategic planning process. An excellent environmental scanning process looks into both qualitative and quantitative changes. Ultimately, you should create a set of environmental indicators (external, internal, quantitative, and qualitative) that you think are the most important and could potentially impact the analysis you are performing.
The components of environmental scanning that should be analyzed include the following:
· Trends: What are the ongoing trends in the industry or marketplace that could impact your organization either positively or negatively.
· Competition: How are your competitors operating? What are they doing? Which of your competitor's weaknesses can you exploit?
· Technology: What are the developments in technology that could affect your business in the short or long term? Are there any existing technologies that could increase the efficiency of your organization?
· Customers: What is affecting your capability to offer top-notch customer service? How dynamic is your customer base?
· Economy: What is the present pattern of the economy, and how could it affect the future of the business?
· Labor Supply: How are the labor market and environment in your areas of operation?
How will you ensure there is ready access to workers with high demand?
· Academic interests: Employment interests and the famous fields of the prospective students together with their families.
· Research: Funding from private, governmental, and foundation sources and changes in
interests.
· Philanthropy: The changes in the available funding and donors' interests, attitudes, and approaches.
· Legislative/Political environment: Are there any impending legislation that will affect your business in the future? What impacts will the election results have on your organization?
("TOPPR", 2021A and "TOPPR", 2021B)
Every firm should identify the external factor with the most impact to make environmental scanning a helpful tool. The next step should be to perform an internal scan of the firm. Perform a review of the organization's mission, strategic plan, and vision. Examine the organization's weaknesses and strengths. Look at the ...
1
1
1
Answers for theses question with little notes ant bullet point on power points. Two ppt is enough.
4.
Who supports the change? Who is resisting the change? Why?
5. What’s your communication objective? (Raise awareness, change behavior, change attitudes, build support, neutralize critics). Why?
Environmental Scanning for Google Inc. Introduction
Environmental scanning is a procedure that methodically inspects and interprets the relevant information to point out the external threats and opportunities that can influence future decisions. It is the consistent tracking of events, occurrences, and trends in the firm's internal and external environment that bear on its present and future endeavors. (Terry, 2020). Environmental scanning is related to SWOT analysis and should be integrated into the strategic planning process. An excellent environmental scanning process looks into both qualitative and quantitative changes. Ultimately, you should create a set of environmental indicators (external, internal, quantitative, and qualitative) that you think are the most important and could potentially impact the analysis you are performing.
The components of environmental scanning that should be analyzed include the following:
· Trends: What are the ongoing trends in the industry or marketplace that could impact your organization either positively or negatively.
· Competition: How are your competitors operating? What are they doing? Which of your competitor's weaknesses can you exploit?
· Technology: What are the developments in technology that could affect your business in the short or long term? Are there any existing technologies that could increase the efficiency of your organization?
· Customers: What is affecting your capability to offer top-notch customer service? How dynamic is your customer base?
· Economy: What is the present pattern of the economy, and how could it affect the future of the business?
· Labor Supply: How are the labor market and environment in your areas of operation?
How will you ensure there is ready access to workers with high demand?
· Academic interests: Employment interests and the famous fields of the prospective students together with their families.
· Research: Funding from private, governmental, and foundation sources and changes in
interests.
· Philanthropy: The changes in the available funding and donors' interests, attitudes, and approaches.
· Legislative/Political environment: Are there any impending legislation that will affect your business in the future? What impacts will the election results have on your organization?
("TOPPR", 2021A and "TOPPR", 2021B)
Every firm should identify the external factor with the most impact to make environmental scanning a helpful tool. The next step should be to perform an internal scan of the firm. Perform a review of the organization's mission, strategic plan, and vision. Examine the organization's weaknesses and strengths. Look at the ...
This document outlines how developing a strategic plan can help propel fundraising efforts for an organization. It discusses best practices for the strategic planning process, including involving internal and external stakeholders to provide input. A strong strategic plan will lay out the organization's direction and needs, creating a clear case for supporting the organization's mission and goals.
Future of work: Self-management, business purpose and employee engagementCoincidencity
The future of work means a lot of things to a lot of people. But maybe, instead of talking about technologies or innovation, the future of work could be about establishing more engaged, humane, soulful, purposeful organisation... if so, how do you get there?
Assignment:
Course Project: Analyze Resource Implications
Note: Please review the Course Project Overview (found under Week 1) before beginning this assignment.
When planning for change in student support programs, you must consider myriad financial and human resources implications. For this part of your Course Project, you will determine which resources will be required to make your program a reality. Consider the current financial and political environment at your institution when analyzing the necessary resources.
***Assignment****
How will you use data to guide your decisions in allocating financial and human resources? Prepare a 2- to 3-page paper, to be submitted outlining the following:
· The financial resources required for the new program
· The human resources required to start and sustain the new program
· A description of the roles and responsibilities of the relevant staff
· A rationale to support your decisions
Note: It is not necessary to specify dollar amounts for budgetary items or specific position titles. Simply describe the types of resources (financial and human) needed to support your program.
Assignment length: 2–3 pages
SWOT Analysis
Running head: SWOT ANALYSIS
1
SWOT ANALYSIS
2
SWOT Analysis
In the BlueShield Company procedures followed were mainly granted and modeled by the training programs offered by the company as well as our education system. This allows for the company to therefore, be a better organization. However, the models we learned are not applicable in reality. We, therefore, have to plan in order to be well prepared (Leiber et al., 2018).
Planning mainly constitutes analyzing our organization. In this, the planning will have to consider the last place of our organization and its future. The organization has to be inspected to find out its strengths, weaknesses, possible threats, as well as the available opportunities in order for it to be successful (Menga et al., 2015).
Objectives
The main objective of this SWOT analysis is to state the main ambition of BlueShield company and inspect the weaknesses, possible opportunities as well as threats that would deter the company from achieving its set goal. The analysis would also outline the present state of the company and its future.
Strengths
Weaknesses
· The professional staff is engaged in the company.
· There is a huge number of employees in the company.
· Unskilled labor force to supplement the number of employees.
· Employees focus more on the output, they therefore, make errors which lead to clients’ dissatisfaction. This action will cost the company and can cost them dearly.
· Customers who visit the company per year are almost close to 120 million which is a good number.
· Collaborations with other companies have always been strong.
· The process of supplying facilities by the company is realized by courier vehicles.
· Outreach programs in society are strengthened in the company’s welfare activities.
· The company has many depar.
SWOT AnalysisSWOT AnalysisBy Christopher Gi.docxssuserf9c51d
SWOT Analysis
SWOT Analysis
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 15,2016
Factors that are in the external environment and their effect on the Neon Software, Inc.
Business Factor: Influence on the organization
Economic Condition
Economic conditions can be a threat to a business due to the regular changes that occur such as the increase in interest rates of goods and services. This makes customers reduce their purchasing power of goods and services available in the market. This affects the manufacturing organization for they will produce the products in small amounts to avoid loss. Unemployment
.
Technology
Technology may become a weakness to the organization if they are not aware of the up to date technology to remain competitive in the market and deliver quality and unique product to the customers. Organizations that lag behind in technology are at risk of losing their shares in the market
Environmental
This involves the surrounding such as climatic changes which may include floods, drought and global warming. Global warming is a phenomenon where harmful products affect the ozone layer. This can be may be a weakness in the business that highly relay on agricultural products. Their production of goods and services may decrease and this affects their income.
Social
This involves the change in lifestyle. Organizations should be up-to-date with various lifestyles in the market so that to meet customer’s needs and wants.
For example for the product that is on fashion is jeans trousers, the organizations should increase their productivity since they an opportunity for improving their productivity. This improves the organization operation in the market, more so increase their operating profits.
Innovation
This bring creative and coming up with new ideas that enhance the productivity of an organization. This opportunity to the organization since they can be able to improve their operations by adopting advanced technique in their production thus being competitive in the market. This led to the production of a unique product that will be attractive to the customers and this will lead to increase in the level of production.
Competitive analysis
This stands out to be a threat to the organization since they should be aware and keen of the new entrant in the market. Competitors always try to be smart in the market for they lower the prices of their products as compared to others and also try to rebrand the existing products in the market so that they may attract the customers. Therefore, organizations should always be alert to identify such competitors.
Strategy
This refers to patterns of action over a period of time. Organization bases their ideas and decisions on various strategies so as to archive the set objectives and goals. This becomes the strength of the organization for they are able to remain competitive in the market and improve their productivity.
Structure
This refers the hierarch ...
2. Introduction:
The IAA is an Environmental Consultancy, this case study will depit different aspect on how
an organisation like the IAA will operate. Firstly various roles must be taken under
consideration. A leader or person in charge or the would have to decide on roles of
informational, interpersonal and decisional aspects for the IAA. Then management terms
some factors like Techices, conceptual, and human skills that would benefit the organisation.
The leader also would need to see Examine the external environment of the IAA. Strength,
weaknesses, opportunities, and threats.an organisation chart would help show how the IAA
runs with its employees. The motivational theories that would benefit the organisation to
work harder. The financial analyses would could help the IAAs financial conditions.
Various Roles:
Interpersonal roles would benefit this environmental consultancy the most due to the roles
being more involved in establishing and maintaining relationships. This would benefit the the
Impact Assessment Agency (IAA) by getting all 6 employs to work together and
communicate in a well and beneficial manner rather than an unorganised way. This role is
relevant to the growing consultancy because they which to reach a goal and expand in the
near future so using Henry Mintzbergs idea in having a good management structure would
benefit and accelerate the organisations goals. Negotiation is one of the biggest points in
interpersonal roles the would help the consultancy. This particular type of roles will have
employs discuss and and reach an agreement in a professional manner which will have them
discussing the ways they want to expand their organisation.
Management Skills:
Technical skills are very important in the particular circumstance. Due to the IAA trying to
expand and reach its goal in the coming future. They are the actual skills that are required to
get the job done, these skills and tools are needed at the by front-line employees in the
manager's functional area. The leader in the IAA requires the technical skills to show a good
example to his or her employees. If the skills are not present the leader could have some
problems, he or she could be setting a bad example and showing an indication to employees
as “do what I say not what I do” when he does things wrong, which can put the organisation
at risk of collapse if the leaders don’t know the skills that are required for the roles.
External Environment:
The main aspect of the external environment for the of IAA would be the importance of the
customers. The customers in this case would be other companies in need of Consultancy on
their environmental impact. Competitors are also a big factor in this circumstance do to the
IAA goal to expand and move to a more rural area where bigger companies might already
exist. Thinking of the internal benefits such as wealth and growth, but the competitors can
also be a benefit to the environment so that more people are getting involved in protecting or
consulting on the impacts on the environment.
The PEST analysis also has an impact on the expanding Impact Assessment Agency. Political
wise, these consultancies try to work with new governmental laws that can help reduce the
effect on the environment but also try to benefit companies to grow, this is how costumers
reach to the IAA and they would consult them on how their projects should be going and how
much harm or effect they are doing to their surroundings. The Economic side of PEST is a
Major Part of the IAA it would bring together the Environmental scientist, engineers and
researchers to bring quantitative and qualitative data to depict the impact on the environment
and compare to climate change, water pollution and other impacts. Socio-culture analysis is
3. not a massive factor in the environmental consultancy world, its it would always be taken
under consideration, however staying up to date with the what people think of the
environment in the world could effect the decision made in the IAA to there costumers or
vice versa. Technology is a big part of the IAA they need to stay updated with new and
improved ways to helped their costumers. This would help the IAA grow faster due to the
organisation staying up to date with what is happening with the technology of the world.
SWOT analysis:
The strengths of the IAA would be that there would be a lack of competition in the external
environment. The strength of a consultancy is that it focuses all its knowledge, capabilities,
organizational skills and other qualifications on a specific goal to reach their target. The
importance of the IAA is that it wants to portray a different and beneficial consultancy advice
than other services that could be use. That would separate the competitors for the IAA so that
the Organization is not like the others on the list.
The weaknesses of the IAA would be the lack of employees that are part of it, more works
could help the organization grow faster. Currently the move right now could be a big
weakness for the organization due to most of its employees worrying about that that what
they should be working on. The money that would be spent on the move could impact the
stability of the IAA. But one of the biggest weaknesses if not the biggest is that fact that since
this organization if focused on specific roles, a customer could ask for something that is bot
offered by this organization but is apart of the environmental consultancy, this could go in to
lack of employees as well.
The opportunities of this organisation is that it has the potential to expand, and move
locations which it is currently doing. The fact that new technology is being created every day
to help the environment creates massive opportunities for the IAA to assist with the
costumers. One of the world main focuses in modern day is the environment due to the use of
fusel fuels and destruction of forests and other similar impacts.
The threats of having relate to most of the organisations opportunities. Obviously when an
organisation is trying to grow it hits speed bums, some bigger than others, but some also
could knock it off the charts would could be a catastrophe for the organisation. Moving to a
rural area could be a threat if the IAA doesn’t have a customer in the area or if they have a
very high up competitor. Threats can also be necessary for an organisation, for example the
move again could be beneficial to the company but if some of the employees can not move
with them, first the would lose their jobs second, the IAA can not afford to lose any
employees and it might make the organisation smaller or collapse.
In simpler for the SWOT chart should have this information on it in this kind of format:
4. Strengths: Weaknesses:
- Specific knowledge, capabilities,
organizational skills and other
qualifications.
- Able to change or add more targets
to help costumers.
- The worlds focus on the environment
is high.
- lack of employees.
- moving with out full knowledge.
- Lack of knowledge to staff due the
the specific focus or aspects they
professionalise in.
Opportunities: Threats:
- The move the the IAA could help it
grow.
- Moving could help bring more
people to the organisation.
- Helping spread the word of
protection of the environment.
- New growth in technology helps
develop the organisation even more.
- Risk of losing employees from the
move.
- The competitors in the new areas and
how advanced they could be
compare the the IAA.
- The risk of the move not going to
plan.
The OrganisationalChart:
5. MotivationalTheory:
The IAA has been focusing on the motivation part of their leadership and this effects the
organisation because of the influence it provides to its employees, it helps them work harder
and shows them that with great dedication to there work they will be reworded by higher
management. Employees would be completely lost with out leadership this would result in a
messy and unstable work environment which would not be suitable for an organization like
the IAA or any organization, another function would be motivation. The leader of the
organization must motivate his employees, if he doesn’t motivate them enough or at all the
IAA would suffer a big lose in customers or even investors if deadlines are not met on time
or if they are slaking. The IAA tries to motivate their employees to get the best manner of
result for the organization and for the customers the impact of this function really benefits the
IAA in achieving all their deadlines on time and finishing their project with customers with a
well executed and professional manner. Herzburgs theory on Motivation generally found that
experience that was satisfying were not the opposite of those that were dissatisfying. An
example of that would be a job that is disliked is generally because of poor working
conditions, but a person wouldn’t say they enjoy working because of the good working
condition.
FinancialAnalyses:
There is one Financial benefits that can help the IAA financial conditions significantly, on of
those factors would be the cash flow. What is cash flow? It is the amount of cash that can
move in the business, its money that also can moves in and out of the business. If the cash
flow in the IAA is positive, then it would show that the company has an increase in liquid
assets. That would indicate that the IAA would have more money to spend to make the
company better internally or externally. The cash flow can also be negative and with a
President
Consulting Director
Director
Management and
administration
Director
Mareketing
Information and
Tech Manager
Human Resources
Manager
Clerical Manager
Clerical staff Clerical staff
6. negative cash flow the IAA could suffer from a decrease in their income which can result in
less money in the organization.
Conclusion:
Key aspects have been shown during this case study to portray on how an environmental
consultancy organisation would operate in a fine and professional manner. Factors have been
highlight about how the companies’ income is made to how their move is going to be made to
a rural area. More factors could be listed on how the organisation could function in a long
term bases.
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