The document discusses the need for organizations to move away from traditional annual performance review cycles towards a more agile and continuous performance management process. It outlines some of the key features of an agile performance management system, including regularly reviewing and updating individual goals in line with changing business needs, holding frequent check-ins between managers and employees to provide real-time feedback, and separating performance conversations from compensation decisions. The summary highlights that many large global companies are adopting this new agile approach to better support employee development, engagement, and high performance over time.
Human resources executives and business leaders in Canada and around the world are concerned by the state of leadership development, talent retention and engagement and workforce capability in their organizations, among other challenges, according to the results of our 2014 global human capital trends survey.
They’re also uncertain about HR’s ability to address these challenges quickly and effectively.
If Canadian companies want to compete in today’s economy, they must do much better than “good enough”. Is your company ready? Are you confident your HR programs, methods and tools are prepared to manage a multi-generational, borderless workforce? Are leaders being developed at every level of your organization? Do your leaders know how to leverage your HR programs to deliver business outcomes?
Business Development Frameworks & Tips for AgenciesLeslie Bradshaw
Seasoned agency leaders Barbara Yolles and Leslie Bradshaw share a few of their successful frameworks to grow an agency through strategic business development. Originally taught as a two-day course at the Society of Digital Agencies "Academy" in October 2015. Some slides redacted.
Kenny & Company Management Consulting - Portfolio Management January 2018Will Yen
What is Portfolio Management?
Project Portfolio Management: “Everyone says they are doing it, but few are, and those that are, are unsure if they are doing it right.”
Human resources executives and business leaders in Canada and around the world are concerned by the state of leadership development, talent retention and engagement and workforce capability in their organizations, among other challenges, according to the results of our 2014 global human capital trends survey.
They’re also uncertain about HR’s ability to address these challenges quickly and effectively.
If Canadian companies want to compete in today’s economy, they must do much better than “good enough”. Is your company ready? Are you confident your HR programs, methods and tools are prepared to manage a multi-generational, borderless workforce? Are leaders being developed at every level of your organization? Do your leaders know how to leverage your HR programs to deliver business outcomes?
Business Development Frameworks & Tips for AgenciesLeslie Bradshaw
Seasoned agency leaders Barbara Yolles and Leslie Bradshaw share a few of their successful frameworks to grow an agency through strategic business development. Originally taught as a two-day course at the Society of Digital Agencies "Academy" in October 2015. Some slides redacted.
Kenny & Company Management Consulting - Portfolio Management January 2018Will Yen
What is Portfolio Management?
Project Portfolio Management: “Everyone says they are doing it, but few are, and those that are, are unsure if they are doing it right.”
The importance of what to measure, how to measure, and translating those results are critical to every agency’s bottom line. Within this special edition of The SoDA Report, marketing and business leaders discuss creative opportunities for business performance measurement. They grapple with topics such as transparency, budget tracking, promoting and maintaining healthy levels of team and client satisfaction, benchmarking data, and much more. Authors from Stink Studios, August, Viget and 10,000ft share real-life examples of challenges, modifications, successes and tools to continue the conversation of agency metrics that matter.
For the full Report library, visit www.sodareporton.com.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Why is Sales and Operations Planning So Hard?Lora Cecere
Sales and Operations Planning processes are not a panacea. Just because an organization has a process, does not automatically mean that the company will drive value.
In the past decade, company progress moved backwards with fewer and fewer companies believing that they are successful. The reasons? Lack of definition of supply chain excellence, the need for design, clear delineation of governance, clarity of the role of the financial budget and the organizational tension in reconciliation with the market, and the lack of organizational alignment.
Creative Tech Recruitment: How to Compete Against Tech Giants for Top TalentWilsonHCG
WilsonHCG and Glassdoor team up in this webinar to discuss the challenges of technology and IT recruitment and creative talent acquisition strategies that companies can implement to attract passive talent. Scan through to learn how to utilize your employment brand to build meaningful connections with technology candidates, craft a proactive strategy to build your talent pool for the future, now and how to stand out as an organization.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
Insights Success is a platform that focuses distinctively on emerging as well as leading IT companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share.Our magazine talks about leaders and orators from the world of technology, which includes CEO’s, CIO’s, VP’s, Managers and other professionals who had set a benchmark in the revolution of IT industry.
The importance of what to measure, how to measure, and translating those results are critical to every agency’s bottom line. Within this special edition of The SoDA Report, marketing and business leaders discuss creative opportunities for business performance measurement. They grapple with topics such as transparency, budget tracking, promoting and maintaining healthy levels of team and client satisfaction, benchmarking data, and much more. Authors from Stink Studios, August, Viget and 10,000ft share real-life examples of challenges, modifications, successes and tools to continue the conversation of agency metrics that matter.
For the full Report library, visit www.sodareporton.com.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Why is Sales and Operations Planning So Hard?Lora Cecere
Sales and Operations Planning processes are not a panacea. Just because an organization has a process, does not automatically mean that the company will drive value.
In the past decade, company progress moved backwards with fewer and fewer companies believing that they are successful. The reasons? Lack of definition of supply chain excellence, the need for design, clear delineation of governance, clarity of the role of the financial budget and the organizational tension in reconciliation with the market, and the lack of organizational alignment.
Creative Tech Recruitment: How to Compete Against Tech Giants for Top TalentWilsonHCG
WilsonHCG and Glassdoor team up in this webinar to discuss the challenges of technology and IT recruitment and creative talent acquisition strategies that companies can implement to attract passive talent. Scan through to learn how to utilize your employment brand to build meaningful connections with technology candidates, craft a proactive strategy to build your talent pool for the future, now and how to stand out as an organization.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
Strategic People Management for the 21st CenturyAdrian Boucek
The challenge from an HR standpoint is that 20th century tools and approaches don’t work in the fast-changing, 21st century workplace. Strategic people management – where HR initiatives are directly tied to business goals – is critical.
Insights Success is a platform that focuses distinctively on emerging as well as leading IT companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share.Our magazine talks about leaders and orators from the world of technology, which includes CEO’s, CIO’s, VP’s, Managers and other professionals who had set a benchmark in the revolution of IT industry.
With a fundamental shift in the CFO mission, the finance function has become a critical change agent across organizations. The role of financial leaders such as CFOs is evolving, from a traditional financial controller, to one that drives performance improvements across the organization.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Manufacturing Value Streams and Supply ChainsLucas Group
Manufacturers of all sizes now realize that there are profits to be made from an efficient and effective value chain. While the challenges are significant, the benefits of analyzing and improving your value stream are beyond debate.
The industry standard qualitative research study into South Africa’s supply chains.
supplychainforesight is the industry standard qualitative research study into South Africa’s supply chains. Conceived, initiated and proudly sponsored by Barloworld Logistics since 2003, supplychainforesight is an independent study conducted by Frost & Sullivan.
The study collates the views of South Africa’s business leaders and is viewed as a critical thought leadership piece on business strategy and supply chains in South Africa.
Now a regularly referenced benchmark study, supplychainforesight takes a view each year on the burning issues in South Africa’s industry supply chains, analysing insider industry views on everything from the economic crisis to green supply chains.
It includes a trend analysis of objectives and challenges for the country’s supply chains, as well as CEOs views, and, alongside the overall freely published report, separate reports on supply chain issues in key industries.
Whitepaper - Maximizing Outsourcing Value Through Automated People Analytics ...Sapience Analytics
Outsourcing work is at an all-time high at the US, increasing at a staggering rate every year. As companies continue to reap the financial and qualitative benefits of outsourcing, the need for managing outsourcing engagements, or Outsourcing Governance, is also on the rise. Having a concrete set of strategies in place to avoid risks associated with outsourcing work, is crucial to the smooth management of outsourcing arrangements. This is something that a lot of companies, unfortunately, lack, resulting in their outsourced work being inefficient and subpar.
The key points covered in the white paper include:
--Identifying the typical challenges in managing outsourcing relationships
--Introducing the concept of co-managing outsourcing relationships
--Automating outsourcing governance to increase efficiency and success
--Introducing a digital solution which provides automated and accurate visibility into outsourcing engagements
--Highlights on how co-management, automation, and technology can deliver a 20%+ increase in value creation
Agility boosts performance: Guide for your agile transformation journeySebastian Olbert
ORGANIZATIONAL AGILITY AS A COMPETITIVE FACTOR
The Agile Performer Index
In the Agile Performer Index, goetzpartners and the NEOMA Business School clearly demonstrate the correlation between agility and entrepreneurial success. The more agile the company, the better it performs financially. The purpose of the study was to investigate what agility can really do for organizations. Is it just a temporary trend? With the right methodology, can agility deliver sustainable success?
Resulting from a broad survey among 285 leading European companies, the Agile Performer Index documents that agility programs are a suitable way for organizations to achieve lasting performance and competitive advantage.
Selected key findings:
Agile companies perform ~ 2.7 times better than non-agile companies
CxOs rate their company’s agility higher than do middle managers.
Sector check: Digital maturity doesn’t guarantee agility
On average, over 50% of projects will fail as businesses are unable to sense and respond to the project risks and challenges for superior implementation causing a massive capital leakage across all industries. The tracking of performance and accountability provides a means for
IT governance process and policy control, with no financial functions capturing the activity-based costing expenditures that account for the millions of dollars wasted on failed projects annually.
CEO Newsletter - How Process Excellence Will Help Sustain Your Business Throu...Darryl Judd
The Gulf economies will face a challenging year 2016 amidst unresolved political tensions and an oil price that is likely to remain low for many more months to come.
Financial Services Employer Branding Research - Blu IvyBluIvy
The latest employer brand research from thousands of survey respondents in the Financial Services sector. Conducted by the leading employer branding agency, Blu Ivy.
COVID-19 Industry Focus: How to stop your ship from sinking in the pandemic s...Darryl Judd
How you can modify any business to improve whilst trying to survive a world with Covid-19?
Latest #Insights from our COVID-19 Industry Focus Series - available now.
This week's topic looks at #Operational #Excellence and emerging from Covid-19 a stronger more resilient business.
Covid 19: Industry Focus: The business impact to manufacturing & where to...Darryl Judd
Never, before in the history of manufacturing has a single event simultaneously and globally affected supply, demand, and workforce availability, causing massive disruptions and uncertainty.
This article looks at the impact to business and manufacturing as a result of COVID19 and tackles some of the areas that businesses will need to focus on in order to navigate a successful path forward.
How to Manage Your Remote Workforce – What Does The New Norm Look Like post C...Darryl Judd
Times are tough and this pandemic has not only changed the way we go about our daily lives, but the way in which we work. A lot of jobs which previously were not considered suitable to be done remotely, now out of necessity can be undertaken from outside the office.
CEO Newsletter - Logistics Industry Consolidation Continues Into 2016Darryl Judd
There has been unprecedented growth in mergers and acquisitions within the Logistics and Supply Chain industry since 2015. The impact of this is potentially going to change the industry in far-reaching ways if it continues.
Winners and Losers in the Supply Chain as Oil Prices Tumble Darryl Judd
In any volatile market situation, there are going to be winners and losers. The decline in oil prices will have broad implications for transportation and logistics companies – some positive, some negative. Clearly, the impact can vary greatly on a company-to-company basis and the impact of the dramatic price fall in the oil sector will eventually work its way down the supply chain.
LogiSYM Magazine covers all the latest developments in the logistics and supply chain fields with regular news updates, industry features and one on one interviews providing detailed and up to the minute information enabling the reader to keep abreast with the ever evolving business scene.
LogiSYM Magazine covers all the latest developments in the logistics and supply chain fields with regular news updates, industry features and one on one interviews providing detailed and up to the minute information enabling the reader to keep abreast with the ever evolving business scene.
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
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
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.
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.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Leadership Ethics and Change, Purpose to Impact Plan
CEO Newsletter - Agile Performance Management
1. www.logisticsexecutive.comPage 1 | CEO Newsletter —February 2016
February 2016
Agile Performance
Management
Written by Niharika Davar
Consulting Partner, Human Capital, Logistics Executive Group
It’s that time of year again. HR departments are winding up their
annual performance review cycles, trying to compile ratings and
get decisions and approvals for annual pay increases (or not). The
feverish activity most likely started a few months ago with emails
and follow up chasing line managers to complete performance
reviews, fill up forms online or on paper. The end goal quite often
is to arrive at a set of ratings that will form the basis for annual pay
reviews.Moreoftenthannottheseendupbeingasmallpercentage
of pay leaving many employees dissatisfied. Where then is the
process serving to improve performance, motivate and engage
employees or build capability to achieve organizational objectives?
Are the outcomes really worth the organizational time and energy
that has gone into this process? More and more organisations are
coming up with a resounding “No”. A Deloitte survey showed that
just 10% of respondents believe that the process is a good use
CEO Newsletter
Insights. Informative. Thought Leadership.
Upcoming Events
—
Logisym Singapore
9 - 10 March 2016,
Singapore
Logisym Singapore 2016 once again
promises to be a highly unique event,
with the focus being to provide a
platform for mid- to senior-level shippers
to hear from the leading solutions
in and surrounding the logistics and
supply chain industry. The structure of
the symposium is such that delegates
will have more interactivity with supply
chain peers, allowing the development
of ideas and for delegates to acquire
actionable take aways to integrate back
at the office.
www.logisym.com/events/logisym-
singapore-2016
Home Delivery World USA
30 - 31 March 2016
Atlanta, Geogia, USA
Home Delivery World USA is the only
event to bring together retailers to learn
about innovations across home delivery,
click & collect, and ecommerce. While
there are many retail conferences in
the US, this event uniquely covers the
entire delivery cycle, from warehousing
to customer doorstep, gathering
perspectives from big box retailers
to innovative subscription service
companies, and best in class carriers,
3PL, fulfilment and other delivery
solution providers. With out of the
box speakers from The Home Depot,
Costco, Sears, Polyvore, Office Depot,
and Alibaba, on-floor seminars led by
2. www.logisticsexecutive.comPage 2 | CEO Newsletter —February 2016
of their time. In a world where uncertainty prevails with cycles of
boom and bust getting shorter, the so-called time-tested annual
goal-setting exercises and backward looking assessment processes
no longer seem to fit.
As companies recognize that leadership, employee engagement,
building capability and agility to respond to ever changing external
stimuli are critical to success and survival, they also realise that
effective performance management is a key lever. Done well, it
can drive high individual performance and engagement, impact
organization results and be a process that individuals and their
managers look forward to.
A fresh approach to managing performance is critical. The way
forwardistokeepthegoodbitsofthetraditionalmodelandditchthe
bits that don’t directly relate to improving individual performance
and building capability. Companies leading this transformation are
redefining the way they set goals, develop employees and assess
performance.
So what might this new agile avatar of performance management
look like?
Agile and aligned goals: Traditionally individual goals are set once
a year on the basis of the annual business plan/financial budget.
While the connection is somewhat nebulous and individuals
sometimes can’t see where they fit into the big picture, let’s assume
for a minute that the “cascading” of goals has been done well. In
most performance management systems these goals cannot be
changed and we might arrive at year-end review to find that a large
part of the activity during the year has only a remote linkage to the
set goals. In a world where the past no longer accurately predicts
the future, the annual budgeting process has become somewhat
akin to crystal ball gazing. While quarterly business reviews allow
for course correction, individual goals remain static. A sure recipe
for year-end confusion, gut feeling “halo” or “horns” ratings and
loss of credibility for the process. In recent research, Deloitte have
concluded that companies who manage goals quarterly generate
Home Delivery experts Cagney Global
Logistics, ProStar Logistics, SprintShip
and Doorman, an innovation showcase
for start-ups to pitch their retail idea to
retail entrepreneurs and VCs, networking
lunches and interactive roundtables,
the event created a truly inspiring
environment to help the industry
further their business. Even the Mayor
of Atlanta, Kasim Reed, joined the
conference in support of the industry.
www.terrapinn.com/conference/home-
delivery-world/index.stm
Ti’s Future of Logistics
10-11 May 2016,
London, United Kingdom
The subject of innovation forms a core
part of Ti’s Future of Logistics conference
series, the first to be held in Singapore,
October 2015 and will be continued
at the second in London, June 2016.
Ti have now successfully run over 10
conferences in Europe, Dubai and
Singapore and in 2016 will be bringing
the conference series to London for the
first time.
www.ticonferences.com/london/2016
Trans4
24 - 26 May 2016,
Doha, Qatar
Trans4 exhibition is a major marketplace
for transport services, attracting
leading professionals from Qatar, the
Middle East and the world. Issues
concerning the development of the
Qatari transport system are discussed,
and new information systems are
developed for interaction between
different modes of transport, aimed at
successfully addressing logistics issues
in the global market for transportation
and logistics services. Being focused
primarily on Rail, Cargo and Airline
transportation services, the Trans4
exhibition demonstrates the full range
of industry solutions – from transport
and forwarding services to software and
equipment for cargo handling.
www.trans4qatar.com
ME Translog
5 - 7 September 2016,
Muscat, Oman
ME Translog will be a mega event,
where local, regional and international
exhibitors will showcase latest
3. Page 3 | CEO Newsletter —February 2016
30% higher returns from that process than companies who manage
them annually.
How do we make the process agile?
Individual goals should be reviewed and adapted regularly to stay
relevant and keep up with changing business needs, with a focus on
approach and behaviours to deliver improved outcomes; the“how”
to support the “what. While the high level purpose and outcomes
of a role would remain the same, the measurable objectives need to
change dynamically to respond to changing internal and external
conditions. Individuals need to have clarity and alignment on the
role they play in the business and understand the expectations of
various stakeholders. Goals should be specific, collaborative and
qualitative with financial/volume and activity targets serving as a
point of reference for the best possible achievement.
Regular check-ins and frequent feedback: Regular structured one
to one conversations between manager and team members need
to replace mid and end year reviews. The conversation should be a
dialogue during which goals and progress are reviewed, challenges
are discussed, and agreement reached on how to do better. The
individual’s fitness for current and future roles, development needs,
and progress are an essential part of the conversation.The manager
acts as a coach, listening, reflecting and supporting the individual
to come up with solutions to continuously improve performance
and build for the future. Feedback should be real-time so that
employees know how they are perceived and what they need to
change.
Future focus: An effective agile performance management
process is forward looking with greater emphasis on growth and
development for the business and individual rather than a post-
mortem evaluation of the past.
Separated from compensation: Performance conversations which
happen once a year, with an end goal of providing a rating as input
for a pay review, are not conducive to openness and honesty. Much
of the time is spent talking about the ratings themselves sometimes
deteriorating into a tug of war between manager and employee.
They tend to drive alienation rather than collaboration within
teams. Companies that remove ratings are seeing the conversations
shift from justifying past performance to thinking about growth
and development. The result is better employee development,
engagement and motivation. Performance ratings and forced
ranking are going out of the window with a growing belief that
reducing human beings to numbers or factors and forcing them
into a bell curve is counter-productive.
The shift to redefining performance management as a continuous,
technologies, best practices, pioneering
research, advanced trends, and
innovative products and solutions , to
meet the requirements of governments,
businesses, industrial and commercial
entities, aviation, construction,
infrastructure, manufacturing, oil & gas
and utilities sectors for more efficient
and even fast Logistics and Transport
services.
www.metranslog.com
GLCS Logisym Malaysia
11 - 12 October 2016,
Kuala Lumpur, Malaysia
GLCS LogiSYM Malaysia 2016 promises
to be a highly unique event. Building
on the success of the past 4 years, the
2016 Fifth Annual Global Logistics and
Supply Chain Symposium will focus this
year on providing a platform for mid
to senior level shippers to discuss and
explore innovation, excellence and what
changes we can expect to see in the
Asian supply chains of tomorrow. We will
hear from leading solutions providers in
the industry and explore best practice
collaboration case studies. The structure
of the symposium is such that delegates
will have more interactivity with supply
chain peers, allowing the development
of ideas and for delegates to acquire
actionable take-aways to present back at
the office.
www.logisym.com/events/logisym-
malaysia-2016
News
—
Logistics Executive Group Launches
“The Knowledge Centre”
The Knowledge Centre, is the industries
first online portal housing all of the latest
research, white papers and industry
articles in one place. Featuring global
sector reports from Logistics Executive
Group’s research partner Ti, the portal
is home to a wide array of informative
industry related articles, features, white
papers and the most recent transport
data. The library can be accessed 24/7
and is found : www.logisticsexecutive.
com/knowledge-centre
Logistics Executive Group Partner with
Logisym Dubai 2016
Logisym’s inaugural Middle East event,
Logisym Dubai 2016 - Beyond 2020
www.logisticsexecutive.com
4. will be held 22-23rd November 2016.
As a partner to the event, Logistics
Executive Group will provide the event
with the latest business research and
supply chain trends. The third event in
the series, Logisym Dubai is expected
to attract 300+ delegates along with
more than 50 local and international
speakers.w
Logistics Academy CSCMP Quick
Courses on sale
This month only purchase the
CSCMP Quick Course Bundle and
receive a 15% discount off overall
price. Enrolments before 8th March
will receive a VIP delegate ticket
to LogiSYM Singapore or LogiSym
Malaysia. Logistics Academy CSCMP
Quick Courses allow you to learn core
supply chain topics online, at your own
pace, and when it’s convenient for you.
Consisting of a series of Thirteen (13)
courses,, the CSCMP Quick Courses are
highly educational Supply Chain and
Logistics courses that are designed
by carefully selected faculty for entry
to mid-level professionals. Backed
and supported by the US Based Council
of Supply Chain Management
Professional.For more information or to
sign up: www.logisticsexecutive. com/
academy/cscmp-quick- courses.
Coupon code: LE2016CSCMPww.
logisticsexecutive.com
About Us
—
Logistics Executive Group is the
acknowledged industry leader providing
a suite of whole-of-lifecycle business
services including Corporate Advisory,
Executive Search and specialist Supply
Chain and Logistics Training.
Contact Us
—
Sydney: +61 282629800
Melbourne: +61 396078263
Perth: +61 892881774
Singapore: +65 66929202
Hong Kong: +852 39582313
Shanghai: +86 2161037078
Dubai: +971 43616275
Mumbai: +91 2266089532
New Delhi: +91 1244696680
Chennai: +91 444202 4819
London: +44 2032397624
forward-looking, agile process designed to improve results and
support employees to be the best they can be is gaining traction.
Large global organisations are leading the way, including Adobe,
Accenture, Microsoft and even GE, long seen as the leader in
performance ranking and forced distribution.
It is seen as the next big move for HR whose role will change from
driving and monitoring a year end form-filling and compliance
process to facilitating high performance, developing managers’
coaching and feedback skills and providing real time support for
just-in-time training and development.
Whiletherecanbenoargumentthatagility,continuouslyimproving
performance and building capability are the need of the hour,
the discussion is not complete without acknowledging that this
also means a radical shift in compensation and reward practices.
Interesting and exciting times ahead for HR!
www.logisticsexecutive.comPage 4 | CEO Newsletter —February 2016
Niharika Davar
Consulting Partner, Human Capital
Logistics Executive Group
Niharika Davar has over 30 years of experience in HR across Asia
Pacific, the Middle East North Africa and Turkey. She has worked
in leadership roles with large global organisations including Royal
Dutch Shell and DHL and is an expert in successfully enabling
organisations to set up and implement best in class people
processes and practices to significantly improve organizational
effectiveness.
Contact Niharika at niharikad@logisticsexecutive.com
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