Bangladesh Brand Forum Leadership Summit - A Visual Summary WebAble Digital
With a vision to instigate active leadership in the corporate sector, Bangladesh Brand Forum brought together prominent thought leaders across the world to its flagship Leadership Summit in Dhaka on March 22, 2014
Bangladesh Brand Forum Leadership Summit - A Visual Summary WebAble Digital
With a vision to instigate active leadership in the corporate sector, Bangladesh Brand Forum brought together prominent thought leaders across the world to its flagship Leadership Summit in Dhaka on March 22, 2014
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
Business skills training course aims to help you in,
Spotting the trends quickly and effectively
Assessing the needs of stakeholders
Influencing the key people
Increasing team creativity
Inspiring your team
Managing risks
Exploiting opportunities
By the end of this course you will be able to:
Lead your team and achieve results
Understand the relationship between stakeholders, clients, team members and you
Influence people in the right direction
Communicate effectively with team members
Coach and develop your team so that they operate at their peak
Think strategically and align your team with company’s mission
Achieve results through people
Call: 00971 4 3974905
WhatsApp:- 00971508530428 / 00971504130424 / 00971503068426
Email: mail@zabeelinstitute.ae
Competency Based Leadership Development 2014 - 15Awais e Siraj
Competency Based Employee Development, Competency Profiling, Development Plan, Developing Competencies, Leadership, Succession Planning, High Performance Teams
Horizon Newsletter Horton Intl India Vol 1 Issue 2 Dec2012hemanthorton
Sanjeev Aga interviewed in Horizon - Newsletter of Horton International (India & area)-a global executive search firm. Deependra (Dipy) Nigam, (Blow Plast 82 -88) is the firm’s Managing Partner for India & Area.
Präsentation zum Workshop "Warum wird Recruitment Process Outsourcing (RPO) derzeit so richtig interessant? Wie komme ich zum richtigen Dienstleister? (Tim Oliver Pröhm, Managing Partner bei HTTP )
As the companies examined in these pages will demonstrate, developing and executing an organization’s collective ambition requires involvement at all levels. HR and talent management professionals play a powerful role every step of the way, from helping to shape the collective ambition to executing it. An organization’s collective ambition can only be successful if there are the right people, in the right places with the right knowledge, skills and abilities. Simply put, it takes people to make the glue and to facilitate the grease.This white paper: Discusses the seven elements of collective ambition and why they matter.Explains why one of these elements may matter more than the others. Shows how top organizations collaborate to bring these elements together, enabling employees at all levels (and senior leaders in particular) to work together to provide the glue and the grease to get them where they want to go.Profiles several companies who have done an outstanding job of integrating these pieces into a powerful whole.Outlines the HR practices required at every level to ensure success.
Business skills training course aims to help you in,
Spotting the trends quickly and effectively
Assessing the needs of stakeholders
Influencing the key people
Increasing team creativity
Inspiring your team
Managing risks
Exploiting opportunities
By the end of this course you will be able to:
Lead your team and achieve results
Understand the relationship between stakeholders, clients, team members and you
Influence people in the right direction
Communicate effectively with team members
Coach and develop your team so that they operate at their peak
Think strategically and align your team with company’s mission
Achieve results through people
Call: 00971 4 3974905
WhatsApp:- 00971508530428 / 00971504130424 / 00971503068426
Email: mail@zabeelinstitute.ae
Competency Based Leadership Development 2014 - 15Awais e Siraj
Competency Based Employee Development, Competency Profiling, Development Plan, Developing Competencies, Leadership, Succession Planning, High Performance Teams
Horizon Newsletter Horton Intl India Vol 1 Issue 2 Dec2012hemanthorton
Sanjeev Aga interviewed in Horizon - Newsletter of Horton International (India & area)-a global executive search firm. Deependra (Dipy) Nigam, (Blow Plast 82 -88) is the firm’s Managing Partner for India & Area.
Präsentation zum Workshop "Warum wird Recruitment Process Outsourcing (RPO) derzeit so richtig interessant? Wie komme ich zum richtigen Dienstleister? (Tim Oliver Pröhm, Managing Partner bei HTTP )
The matching model of HRM - human resource management - Manu Melwin Joymanumelwin
One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model’).
Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
This presentation gives a very high-level explanation of what a dashboard should be used for, what type of content it should consider and how it should look to be most effective.
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
The HR Goals and Objectives 2014 will be challenging again. The economy is still not improving enough to support the easy job of Human Resources. HR Department will have to stay focused on increasing productivity, attracting the best talents and simplifying its operations to cut costs.
HR Goals and Objectives 2014 will not change dramatically from 2013. Just social media and HR Big Data will be the next big thing in Human Resources.
This is not an end-all-be-all primer for Territory Management - it was developed for a very specific situation to fix a very specific business problem.
HR / Talent Analytics orientation given as a guest lecture at Management Institute for Leadership and Excellence (MILE), Pune. This presentation covers aspects like:
1. Core concepts, terminologies & buzzwords
- Business Intelligence, Analytics
- Big Data, Cloud, SaaS
2. Analytics
- Types, Domains, Tools…
3. HR Analytics
- Why? What is measured?
- How? Predictive possibilities…
4. Case studies
5. HR Analytics org structure & delivery model
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
at The Painted Sky, we are pioneers and leaders in Art-Based Training Initiatives that are helping companies galvanise their People Development initiatives across 10 countries. For over a hundred corporate clients, with over 300 Art-Based workshops, for 1500+ participants, using Painting, Theatre, Cinema, LSP, Model-building and Music.
Our clients include companies Accenture, PwC, EY, Capgemini, TCS, Intel, Honeywell, Lenovo, SAP, Citrix, Mercedes-Benz R&D, Daimler, Volvo, HP, AT&T, Yahoo, Texas Instruments, Concur, Google, VMWare, Intuit, Samsung, Yodlee, Deutsch Bank, MindTree, Fidelity, Thomson Reuters, GM, Kraft Foods, Allergan Inc., and others.
We also run other non-art leadership development programmes and blended learning projects to help develop key competencies in leaders and managers around the world. You can find more about us at www.thepaintedsky.com.
We are deeply invested in the process of Leadership Development through Executive Coaching and have on board a panel of ICF certified coaches.
Write to anirban@thepaintedsky.com for more details.
Kala helps visionary companies that want to have an impact on the world, to design their culture and learn how to be a living organism, capable of understanding and solving its own problems, respond to the changes in its ecosystem, innovate, and improve its work environment through the use of tools and frameworks for design, innovation, organizational change, leadership development, corporate resilience, soft skills, integral coaching, eco-sustainability, and more.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Best Practices for Online Purpose DiscoveryBrandon Peele
This document is exploration of our experience running a live 10-week online purpose discovery program, the 7th program led by Course Leader, Brandon Peele. As a group of Guides and leaders in the Global Purpose Movement (Brandon Peele, Jon Darrall-Rew, Kara Hess, Spencer Honeyman and Michael Stern), we wanted to make an earnest study of best practices, run a course, and then share our learning with the world, so that other Guides, educators, coaches, career counselors, HR/LD executives and mental health professionals can craft more effective programs, get better results and make purpose work more widely available. Please reach out to us with any questions.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case study: Art-Based programme for a leadership meet, for team-building and conflict management
1.
Case
Study
Global
HR
Leadership
Offsite
–
leading
European
Bank:
Using
Art,
Breaking
Ice,
Building
Bridges
Conducted
by
The
Painted
Sky.
Facilitated
by
Soni
Bhattacharya
and
Anirban
Bhattacharya
Mumbai
2.
Global
HR
Leadership
Offsite
for
a
leading
European
Bank
:
Using
Art,
Breaking
Ice,
Building
Bridges
Mumbai,
September
2012.
The
imposing
Hyatt
Regency
in
Mumbai
was
the
venue
for
global
HR
leaders
of
a
major
European
bank,
who
met
in
end-‐September
2011
for
a
leadership
offsite,
to
take
stock
on
progress
so
far,
and
plan
for
the
way
ahead.
From
diverse
backgrounds
and
different
client-‐facing
roles,
servicing
different
internal
businesses
spanning
the
globe,
the
team
was
led
by
the
bank’s
Global
HR
Head.
Over
three
intense
days,
the
team
was
to
take
a
long
hard
look
at
their
performance
so
far,
issues
confronting
them,
and
plan
steps
to
transform
the
HR
function
into
a
cohesive
unit
performing
a
critical
role
in
the
development
of
the
organization
a
whole.
Participants
hailed
from
the
UK,
the
USA,
Philippines
and
India.
The
challenge:
Most
participants
did
not
interact
with
each
other
regularly,
and
were
not
familiar
with
their
colleagues’
methods
of
communication
or
functioning.
There
were
also
many
new
members
in
the
team,
who
were
looking
at
a
fair
platform
to
get
to
know
their
colleagues,
voice
their
views
and
concerns,
and
get
more
comfortable
with
their
fellow
team
members.
There
were
also
lingering
memories
of
past
conflicts
and
issues,
which
needed
to
be
addressed
and
closed.
HR
team
needed
to
develop
a
sense
of
ownership
and
accountability
to
handle
growing
pressures
of
delivery.
It
was
felt
that
if
HR
was
to
rise
to
take
up
a
significant
role
in
shaping
the
global
organization,
it
had
to
develop
a
greater
understanding
within
the
leadership
team,
a
deeper
sense
of
respect
and
camaraderie,
and
a
feeling
of
responsibility
for
methods
and
actions.
The
solution:
To
run
a
full-‐day
Team-‐Building
workshop,
to
help
participants
bond
and
understand
each
other.
The
objectives
of
this
programme
were
to
• allow
for
free
communication
and
out-‐of-‐the-‐box
thinking,
• break
ice,
collaborate
and
work
in
teams
to
help
participants
understand
each
other,
and
bring
down
barriers
in
communication,
• work
individually
yet
collaboratively,
to
appreciate
individuality,
diversity,
pressures,
and
build
respect
for
each
other,
3.
• work
in
a
creatively
stimulating
environment
that
allows
for
introspection,
planning,
expression
and
fun,
help
reduce
stress
levels
and
improve
motivation.
The
idea
was
also
to
do
something
novel
and
different,
that
allowed
participants
to
explore
their
creative
side
and
relax
in
a
non-‐threatening
atmosphere.
The
Painted
Sky
was
approached
to
run
thisprogramme
for
the
HR
team,
to
offer
participants
an
interactive
and
fun
platform
with
paints
and
canvasses
to
allow
for
creative
expression,
towards
the
above
objectives.
The
Painted
Sky
is
a
Bangalore-‐based
People
Development
organization,
focusing
on
various
high-‐end,
differentiated
Behavioral
and
Skill
development
programmes.
The
Painted
Sky
is
the
pioneer
to
design
Art-‐Based
corporate
training
initiatives
in
India,
and
also
runs
various
Soft
Skills
programmes
that
help
develop
business
communication
and
personal
effectiveness
skills
to
succeed
at
the
work-‐
place.
For
the
senior
HR
team,
The
Painted
Sky
created
a
customized
programme,
in
which
participants
were
to
go
through
a
series
of
exciting
activities
that
would
allow
them
to
introspect,
connect
with
their
inner
self
and
work
better
through
non-‐confrontational
exchange
of
ideas.
The
aim
was
to
• challenge
each
member
of
the
team
to
come
out
of
their
comfort
zones,
• address
latent
issues,
• understand
their
team’s
dynamics,
• understand
their
own
behaviors
in
specific
situations,
• take
ownership
of
their
behaviors
and
reactions,
• be
empathetic
to
others
views
and
capabilities,
• communicate
more
to
understand
and
then
be
understood.
At
the
end,
each
participant
was
to
come
away
feeling
excited,
energized
and
motivated,
with
deeper
understanding
and
respect
for
team
members
and
collaborative
work.
With
an
aim
to
build
the
HR
team
to
greater
heights
of
organizational
role
and
visibility,
the
programme
was
designed
to
instill
a
sense
of
achievement
and
bonding,
and
make
each
participant
proud
to
understand
his
or
her
potential.
The
result:
Participants
came
into
the
programme
aware
that
the
day
would
be
spent
in
various
artistic
activities,
but
were
not
given
any
details
of
how
the
programme
would
unfold.
Through
group
activities
and
brain-‐storming
sessions,
the
HR
managers
explored
their
current
strengths
and
areas
of
improvement,
addressed
challenges
and
issues
they
faced,
and
looked
at
developing
a
road-‐map
for
the
4.
way
ahead.
Key
areas
of
focus,
like
communication,
teamwork
and
developing
the
“Brand
HR”
for
the
organization
were
identified.
The
afternoon
had
the
managers
roll
up
their
sleezes
and
step
out
in
the
open,
and
take
up
a
different
challenge
altogether
–
a
blank
canvas
and
piles
of
colours,
and
a
brief
to
represent
“Brand
HR”
through
artistic
representation.
Typical
resistance
followed,
with
many
expressing
reservations
on
their
ability
to
hold
a
brush
after
years.
However,
soon,
the
participants
relaxed,
and
went
through
an
exhilarating
three
hours
of
creativity
and
collaboration,
painting
their
own
‘masterpieces’,
to
present
their
view
of
their
organization.
Using
the
theme
of
“Brand
HR”,
each
participant
painted
with
enthusiasm
and
focus,
coming
up
with
many
brilliant
depictions
of
their
thoughts
and
visions,
challenges
and
strengths.
It
was
an
exercise
in
individual
creativity
as
well
as
bonding
and
co-‐creating,
breaking
ice,
understanding
each
others’
communication
and
working
styles,
all
of
which
would
come
handy
over
the
next
few
days.
The
idea
of
“Brand
HR”
allowed
them
to
express
their
views
on
where
their
organization
was,
and
where
it
needed
to
be,
providing
an
excellent
relevant
backdrop
for
the
entire
three
day
meet.
Each
participant
had
to
then
present
their
own
painting
to
the
group,
which
helped
remove
ambiguities
and
established
common
ground
for
expectations
and
performance,
for
the
team.
For
this
activity,
the
participants
were
divided
in
two
groups,
and
interestingly,
both
groups
demonstrated
different
working
styles.
One
group
took
risks,
had
a
free
approach,
and
changed
the
design
when
they
moved
from
one
canvas
to
the
other.
They
felt,
there
was
a
lot
of
trust
that
enabled
them
to
make
free
changes
in
each
other’s
canvas.
They
got
carried
away
with
free
expression
on
the
canvas,
however
stuck
to
the
main
theme
of
“Brand
HR”.
The
second
group
had
a
more
structured
approach,
and
tread
gently
and
systematically
from
one
canvas
to
the
other,
at
all
times
careful
about
the
original
idea
of
the
canvas.
Their
major
concern
was
to
enhance
each
canvas
without
distorting
the
original
canvas.
They
left
their
signature
images
in
each
canvas
and
built
it
as
part
of
the
story.
This,
they
felt
exhibited
sensitivity
on
each
team
member’s
part.
Both
groups
were
delighted
with
their
team
work
and
found
a
lot
of
similarities
in
the
way
they
approach
situations
at
work
too.
Both
groups
were
able
to
find
strengths
and
limitations
in
each
approach
to
team
work.
The
feedback
that
resulted
was
a
beautiful
and
intelligent
mix
of
adopting
the
best
from
each
styles
as
well
as
the
“A-‐ha”
moment
of
arriving
at
self-‐
awareness.