Plasticity: Workplace Social Engagement SoftwareJim Moss
The following is our Hyperdrive Demo Day pitch deck where we have 7 minutes to grab some investors attention. We are specifically raising $500K at this time and
Best Practices in Managing Employee Turnover WebinarPayScale, Inc.
Understanding the cause of employee turnover starts with looking at your company processes, procedures, leadership, and culture.
Join Mykkah Herner and Jennifer Ferris as they discuss best practices on managing employee turnover.
Register for this webinar and learn:
- Common myths of employee turnover
- The role of corporate culture in turnover
- Training managers well beyond compliance
- The impact of turnover on your business
- Why employees leave
Plasticity: Workplace Social Engagement SoftwareJim Moss
The following is our Hyperdrive Demo Day pitch deck where we have 7 minutes to grab some investors attention. We are specifically raising $500K at this time and
Best Practices in Managing Employee Turnover WebinarPayScale, Inc.
Understanding the cause of employee turnover starts with looking at your company processes, procedures, leadership, and culture.
Join Mykkah Herner and Jennifer Ferris as they discuss best practices on managing employee turnover.
Register for this webinar and learn:
- Common myths of employee turnover
- The role of corporate culture in turnover
- Training managers well beyond compliance
- The impact of turnover on your business
- Why employees leave
Many small and medium sized enterprises [SME] owners already know what needs to be done to grow their business but lack the time and/or resources to bring about the necessary changes.
Others may simply be reluctant or restrained by tradition to make a shift.
Change is difficult.
This series attempts to help answer the question, "How will owners [like me] make the necessary changes to aggressively grow their business in 2014 — and beyond?”
93% of Fortune 1000 companies rely on executive coaches and CEOs aren't the only ones using coaches. There are over 10K leadership, executive and business coaches in the US. Not only has coaching moved through the ranks below CEOs; it has also evolved from a remedial fix for performance problems to a powerful approach for achieving peak performance in a current role and developing new capabilities for future roles.
Not sure why employees keep leaving your organization? Check out these interesting stats on turnover and how to manage it so that you keep your best of best talent and attract even more.
Mind The Gap - Managing Today's Multi-Generational WorkforceBambooHR
How can organizations adapt to today’s multi-generational workforce? Learn how to recruit, manage, and retain employees of all ages in this free webinar.
No matter what business you’re into, what products or services you cater to, it’s essential to know that your most important inventory walks in and out of your office door every day and if you want to remain competent, hiring and retaining the best people is paramount. This is where ‘onboarding’ comes in picture. Contrary to the conventional approach, onboarding is not all about getting a few forms filled, orienting new hires about organization’s hierarchy, rules, regulations, reimbursement procedures, leave policy etc., it is more about the strategic orientation of the organization (especially HR) to decrease turnover by increasing engagement.
https://thinktalentindia.com/practice-land.html?practiceid=26&practicing=engage
Once focused on more administrative functions and streamlining processes, today's talent management professional must have a direct impact on the organization's ability to meet it's business goals.
In this compelling new webinar, you will hear unique perspectives from a panel of special guest experts (Practitioners, Consultants & Vendors) on how High Impact Talent Management is being used by today’s HR leaders to improve engagement, retention & bottom line results by focusing on 3 key areas:
· Strategic HR - How to develop a consultative HR role aligned with business goals & line manager success.
· Effective Line Managers - How to create better leaders of engaged employees with the right talent, technology & decision support
Engaged Employees - Implementing the right programs, processes and technology to attract, engage and retain a highly productive workforce
Employee retention is one of the biggest challenges HR professionals face today. Discover the high costs of employee turnover and how you can improve your retention rates with better onboarding.
Slides from 2016 BLD Presentation: Fostering Trust to Build a Better Business. Presented by Janae Lloyd of Workdcentric and Shannon Adkins of Future State on May 4, 2016
Issues with employee engagement and productivity continue to grow. The power has shifted from employer to employee as employees now have the choice to be very selective about their employer. Top talent knows they can leave mediocre organizations for thriving environments. Understanding and enhancing your internal talent is critical for companies to drive results that will positively impact and contribute to your bottom line. Implementing strategies that support an engaging employee experience will help your company be successful in attracting and retaining that top talent.
Presentation to explain Scanlon and Vote to start design processDon Barkman
This 39 slide presentation was created by a company to present the basics of a Scanlon Plan so they could decide on taking the step of starting the design of the plan. This was done after management had learned about Scanlon, created a Mandate, and voted to take the next step of presenting Scanlon to the workforce. This company successfully designed a plan and implemented it. Unfortunately, economic forces eventually led the company to sell out and the plan was abandoned. Nevertheless, this is a great starting point for building your own presentation about Scanlon. It includes discussion points in the NOTES section of the slides.
A discussion document from Through the Magic Door to frame the issue of disengaged readers, identify the stakeholders for improving self-motivate and self-supported reading, and providing a foundation for identifying what can be done to address the issue.
A presentation from Through the Magic Door providing miscellaneous slides related to fostering a reading culture including root cause analysis, reading risk points, reading and desirable behavoural attributes, etc.
Many small and medium sized enterprises [SME] owners already know what needs to be done to grow their business but lack the time and/or resources to bring about the necessary changes.
Others may simply be reluctant or restrained by tradition to make a shift.
Change is difficult.
This series attempts to help answer the question, "How will owners [like me] make the necessary changes to aggressively grow their business in 2014 — and beyond?”
93% of Fortune 1000 companies rely on executive coaches and CEOs aren't the only ones using coaches. There are over 10K leadership, executive and business coaches in the US. Not only has coaching moved through the ranks below CEOs; it has also evolved from a remedial fix for performance problems to a powerful approach for achieving peak performance in a current role and developing new capabilities for future roles.
Not sure why employees keep leaving your organization? Check out these interesting stats on turnover and how to manage it so that you keep your best of best talent and attract even more.
Mind The Gap - Managing Today's Multi-Generational WorkforceBambooHR
How can organizations adapt to today’s multi-generational workforce? Learn how to recruit, manage, and retain employees of all ages in this free webinar.
No matter what business you’re into, what products or services you cater to, it’s essential to know that your most important inventory walks in and out of your office door every day and if you want to remain competent, hiring and retaining the best people is paramount. This is where ‘onboarding’ comes in picture. Contrary to the conventional approach, onboarding is not all about getting a few forms filled, orienting new hires about organization’s hierarchy, rules, regulations, reimbursement procedures, leave policy etc., it is more about the strategic orientation of the organization (especially HR) to decrease turnover by increasing engagement.
https://thinktalentindia.com/practice-land.html?practiceid=26&practicing=engage
Once focused on more administrative functions and streamlining processes, today's talent management professional must have a direct impact on the organization's ability to meet it's business goals.
In this compelling new webinar, you will hear unique perspectives from a panel of special guest experts (Practitioners, Consultants & Vendors) on how High Impact Talent Management is being used by today’s HR leaders to improve engagement, retention & bottom line results by focusing on 3 key areas:
· Strategic HR - How to develop a consultative HR role aligned with business goals & line manager success.
· Effective Line Managers - How to create better leaders of engaged employees with the right talent, technology & decision support
Engaged Employees - Implementing the right programs, processes and technology to attract, engage and retain a highly productive workforce
Employee retention is one of the biggest challenges HR professionals face today. Discover the high costs of employee turnover and how you can improve your retention rates with better onboarding.
Slides from 2016 BLD Presentation: Fostering Trust to Build a Better Business. Presented by Janae Lloyd of Workdcentric and Shannon Adkins of Future State on May 4, 2016
Issues with employee engagement and productivity continue to grow. The power has shifted from employer to employee as employees now have the choice to be very selective about their employer. Top talent knows they can leave mediocre organizations for thriving environments. Understanding and enhancing your internal talent is critical for companies to drive results that will positively impact and contribute to your bottom line. Implementing strategies that support an engaging employee experience will help your company be successful in attracting and retaining that top talent.
Presentation to explain Scanlon and Vote to start design processDon Barkman
This 39 slide presentation was created by a company to present the basics of a Scanlon Plan so they could decide on taking the step of starting the design of the plan. This was done after management had learned about Scanlon, created a Mandate, and voted to take the next step of presenting Scanlon to the workforce. This company successfully designed a plan and implemented it. Unfortunately, economic forces eventually led the company to sell out and the plan was abandoned. Nevertheless, this is a great starting point for building your own presentation about Scanlon. It includes discussion points in the NOTES section of the slides.
A discussion document from Through the Magic Door to frame the issue of disengaged readers, identify the stakeholders for improving self-motivate and self-supported reading, and providing a foundation for identifying what can be done to address the issue.
A presentation from Through the Magic Door providing miscellaneous slides related to fostering a reading culture including root cause analysis, reading risk points, reading and desirable behavoural attributes, etc.
A single slide from Through the Magic Door linking the skills and personal habits developed through the habit of reading and desirable life outcomes. Alternate display.
A presentation from Through the Magic Door outlining the many different programs we support and that can be used with schools, volunteer organizations and others to assist in their efforts to foster a reading culture as well as some programs that can assist in fund raising.
What do we mean by identity, diversity and multiculturalism? How do we define ourselves to our selves and to others? How does our self-definition affect how we recommend books to others?
A presentation from Through the Magic Door marshalling the supporting research that demonstrates the connection between habitual reading and desirable life outcomes.
1. J. CHARLES BAYLESS, JR.
Charles Bayless has over 25 years of successful general management, P&L, and sales
accomplishments in the management consulting and IT consulting services industries. He gained
this experience through a series of U.S., international, and global roles with Capgemini and its
antecedent companies (Ernst & Young Consulting and Arthur Young). In these roles he provided
services directly to Fortune 1000 companies across the globe, managed business units within
Capgemini, and led merger integration projects as businesses were acquired by Capgemini.
Most recently, Mr. Bayless has pursued a mission to assist parents in creating the conditions
which will support children in becoming habitual and enthusiastic readers. He designed and
launched Through the Magic Door®, a children’s books internet site which provides a forum for
book sales, advisory services to parents, and enabling tools such as search databases. Through
the Magic Door® also funds research into reading practices.
Prior to this sabbatical from consulting, Mr. Bayless’ responsibilities have all been centered on
driving profitable revenue growth either in business turn-around or new business establishment
situations. He has consistently increased sales, revenue and profitability in each of these roles,
frequently in an environment of limited corporate resources. These assignments have entailed
improving intellectual asset utilization, coaching team sales and delivery effectiveness, and
increasing clarity of and focus on core operational measures. All have been executed with
reduced budgets and reduced headcount.
Most recently, upon his return from seven years of international assignments, Mr. Bayless led the
strategic initiative within Capgemini Americas to consolidate alliance activities with all the major
IT industry hardware and software companies with the goal of transforming them from a tactical,
deal-by-deal, cost/center approach to a growth-strategy based on a P&L model. As a result of this
30 month initiative, in 2005 his business unit (BU) was the only one of seven business units in the
Americas to show revenue growth and was the only profitable BU (with profit up 40% on 2004).
Mr. Bayless’ prior global assignments with Capgemini included leading the Global Consumer
Products, Retail and Distribution sector in which role he raised sector sales by 23%. Prior to that,
Mr. Bayless filled a number of roles in Asia Pacific starting with the initial assignment to turn-
around a no-growth, loss-making consulting business unit in Australia. As COO, Mr. Bayless
completely revamped all processes, starting with sales followed by delivery and people
management. In the space of eighteen months, the business unit achieved an annual sales growth
of 60% while returning to targeted profitability, cut personnel attrition by 55%, and deployed a
number of new service capabilities. Mr. Bayless subsequently led a number of regional accounts
and sectors with similar sales and profitability results, including the establishment of an Asia
Pacific Regional sector team that accomplished, in the space of a year, a 100% improvement in
sales with a reduction in personnel resources of 65%.
Mr. Bayless has a B.S.F.S. in International Economics from Georgetown University, School of
Foreign Service and an MBA in International Finance from the University of Pennsylvania,
Wharton School.
1338 Beech Valley Road, NE Office: (404) 898-9096
Atlanta, GA 30306 Cell: (678) 938-4854
charles.bayless@gmail.com