Chorev Consulting International is a leadership development firm established in 2006 in Hong Kong. They have served major clients across Asia, conducting programs in leadership, teambuilding, and skills development. Chorev aims to combine Western leadership research with hands-on business experience in Asia to address common organizational gaps such as ineffective leadership, cultural conflicts, and lack of skills. They offer various programs, workshops, and coaching sessions to evaluate needs, address issues, and build skills. Client testimonials praise Chorev's customized approaches and the trainers' understanding of human motivation.
Agile Developers Create Their Own Identity[1]Surajit Bhuyan
The document discusses building an organizational culture of agility rather than just following Agile practices. It lists agility services like software craftsmanship and agile coaching. It also discusses assessing and improving team agility through methods like retrospectives. Overall the document emphasizes focusing on agility at both the team and organizational level.
The Learning India Program (LIP) is designed to help international students and expatriates living in India learn about Indian culture, traditions, behaviors, education and corporate systems. The structured program includes learning about India's diversity, religions, festivals, languages and cuisines. It also covers important topics like regulatory requirements, costs of living in India, safety awareness, and career and industry opportunities in India.
The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff.
They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased.
National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
Agile teams perceive architecture-centric approaches as paper-driven, heavyweight, insufficiently focused on business results, and delivering systems that align with standards not relevant in the context of fast changing business challenges.
Enterprise architects often criticize Agile methods as they perceive them as lacking architectural control or governance. Software Architecture Retrospective is a thinking tool for an enterprise to blend reflections on architecture with agile delivery for balancing quick term business goals with long term architecture initiatives.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
This document discusses Ajay Danait's focus on building organizational culture around agility rather than just following Agile practices. It describes his work in strategic agile solutions, software delivery through craftsmanship and maintenance, and helping organizations transform through agility assessments and team coaching. The document also addresses topics like overcoming geographical and psychological distance in distributed teams, patterns in team members, and developing from a novice developer to a software craftsman through continuous learning and apprenticeship.
The document summarizes an organizational development team meeting at NHSBT. It discusses:
1) What organizational development (OD) is and a model for OD called Burke Litwin that focuses on 3 themes - organizational culture, leadership and talent management, and communication.
2) How NHSBT practices OD through engaging stakeholders, designing and implementing solutions, and evaluating results.
3) NHSBT's approach to talent management, cultural shift from qualifications to business learning, and measuring successes through an evaluation model.
4) The need to shift from learning and development to organizational development and change.
Holley Holland provides advisory and delivery services focused on programme design, management, change management, business process re-engineering, outsourcing, operational and technology strategy, and technology architecture. They assemble specialist teams with experience in sectors like financial services to help clients implement changes. Their approach combines the sector knowledge of their practitioners with a client's technical expertise.
Agile Developers Create Their Own IdentityAjay Danait
The document discusses building an agile organization culture and delivering agility through team agility. It focuses on agility assessment, coaching teams in agile practices like Scrum and XP, and transforming the organization. Specific services mentioned include software craftsmanship, agility in maintenance, agile enterprise architecture, and agility nurseries. The document also discusses assessing and improving team agility through techniques like value stream mapping and team chartering.
Agile Developers Create Their Own Identity[1]Surajit Bhuyan
The document discusses building an organizational culture of agility rather than just following Agile practices. It lists agility services like software craftsmanship and agile coaching. It also discusses assessing and improving team agility through methods like retrospectives. Overall the document emphasizes focusing on agility at both the team and organizational level.
The Learning India Program (LIP) is designed to help international students and expatriates living in India learn about Indian culture, traditions, behaviors, education and corporate systems. The structured program includes learning about India's diversity, religions, festivals, languages and cuisines. It also covers important topics like regulatory requirements, costs of living in India, safety awareness, and career and industry opportunities in India.
The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff.
They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased.
National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
Agile teams perceive architecture-centric approaches as paper-driven, heavyweight, insufficiently focused on business results, and delivering systems that align with standards not relevant in the context of fast changing business challenges.
Enterprise architects often criticize Agile methods as they perceive them as lacking architectural control or governance. Software Architecture Retrospective is a thinking tool for an enterprise to blend reflections on architecture with agile delivery for balancing quick term business goals with long term architecture initiatives.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
This document discusses Ajay Danait's focus on building organizational culture around agility rather than just following Agile practices. It describes his work in strategic agile solutions, software delivery through craftsmanship and maintenance, and helping organizations transform through agility assessments and team coaching. The document also addresses topics like overcoming geographical and psychological distance in distributed teams, patterns in team members, and developing from a novice developer to a software craftsman through continuous learning and apprenticeship.
The document summarizes an organizational development team meeting at NHSBT. It discusses:
1) What organizational development (OD) is and a model for OD called Burke Litwin that focuses on 3 themes - organizational culture, leadership and talent management, and communication.
2) How NHSBT practices OD through engaging stakeholders, designing and implementing solutions, and evaluating results.
3) NHSBT's approach to talent management, cultural shift from qualifications to business learning, and measuring successes through an evaluation model.
4) The need to shift from learning and development to organizational development and change.
Holley Holland provides advisory and delivery services focused on programme design, management, change management, business process re-engineering, outsourcing, operational and technology strategy, and technology architecture. They assemble specialist teams with experience in sectors like financial services to help clients implement changes. Their approach combines the sector knowledge of their practitioners with a client's technical expertise.
Agile Developers Create Their Own IdentityAjay Danait
The document discusses building an agile organization culture and delivering agility through team agility. It focuses on agility assessment, coaching teams in agile practices like Scrum and XP, and transforming the organization. Specific services mentioned include software craftsmanship, agility in maintenance, agile enterprise architecture, and agility nurseries. The document also discusses assessing and improving team agility through techniques like value stream mapping and team chartering.
The document describes a Campus to Corporate (C2C) training program for new graduates and professionals. The objective of the program is to accelerate the adjustment of new hires to corporate life by developing behavioral and soft skills over 5 days. The program covers topics like communication, teamwork, problem solving, time management and professional etiquette through activities like role plays, exercises and case studies. It is delivered by Smart Wave, a management consulting firm to clients in both public and private sectors. The standard fee for the program is Rs. 50,000 per day plus taxes.
Lessons for Large Scale Lean and Agile Product Development - Atlassian Summit...Atlassian
1. The document discusses lessons for large scale lean and agile product management from a presentation at the Atlassian Summit 2012.
2. It provides a 10 point plan for transitioning to agile and emphasizes embracing change, focusing on people over process, and maintaining a sustainable pace of work.
3. The document also discusses techniques for improving backlogs through envisioning, estimating at a large scale, and coordinating feature and component teams.
The document discusses compensation and talent management strategies at Nokia. It begins by introducing the speaker, Bimal Rath, Head of HR for Nokia in South Asia. It then outlines Nokia's approach to managing talent through development pipelines and filters at different levels from junior to senior talent. It discusses strategies for attraction, retention, and integrating compensation and benefits frameworks. It raises practical issues around whether compensation supports attraction and mobility. It concludes by emphasizing the importance of connecting organizational culture and leadership with compensation philosophies.
This document summarizes the services provided by Connecttalent, a company that helps students and graduates find entry-level jobs. It provides an exclusive platform for job opportunities and helps with the transition from college to a professional career. Connecttalent aims to ensure all students have access to opportunities by connecting them with employers. It acts as a trusted partner for students as they begin their job search. The company builds an employability ecosystem to link employers, students, and academia to help both sides with recruiting, assessments, and hiring.
The document discusses appreciative leadership and generative connections. It begins with an agenda that outlines exploring appreciative leaders through discovery and dream phases. Findings from prior research identified a model of appreciative leadership defined by worldview, practices, and values. The discovery phase involves one-on-one dialogues to share stories of appreciative leaders. The dream phase consists of group conversations to shape how appreciative leaders are formed, their capabilities to enable positive change, and how they create generative relationships. The document emphasizes practices for appreciative leaders in the 21st century like presence, interconnectedness, humility, and discipline.
This presentation is will provide you with an introduction about Great Lakes Institute of Management, its founders, who are the people involved in it, the different programs that are on offer.
Specifically it will also give you a birds eye view of Great Lakes and the work that is being done in the executive education space. In case of a need for Executive and Leadership Development, request you to kindly reach out to us. We would be very happy to partner in your leadership and development needs.
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
HR Delivery; Ensuring Focused, Committed And Competent Workforce. By PV Raman...National HRD Network
HR Delivery; Ensuring focused, committed and competent workforce.
The document discusses three key elements of HR delivery: 1) building a diverse workforce through recruitment drives and talent pipeline programs, 2) nurturing and developing top talent through leadership development programs and performance feedback, and 3) improving bottom performance through performance improvement plans. The goal is to ensure a focused, committed and competent workforce.
This document summarizes Embraer's Enterprise Excellence Program, which aims to introduce lean concepts and drive continuous improvement. It provides an overview of key areas including results, culture, lean initiatives, leadership, people, and transformation management. Metrics are presented showing improvements in areas such as the number of kaizen projects, leadership favorability ratings, and people development hours. The goal is to evolve cells and achieve certification at bronze, silver, and gold levels over time in order to deliver better business results and customer satisfaction through process improvements and leadership.
Connecttalent is a platform that helps students and graduates find entry-level jobs by providing opportunities from a wide range of employers and helping with the transition to professional life. It offers tools and resources for both job seekers and employers, including job postings, resume management, assessments, and interview coordination to help match candidates to the right positions. The goal is to launch careers exhilaratingly by ensuring all individuals have access to opportunities through their trusted connections and talent ecosystem.
Bernard Julhiet Group is a leading HR and management consulting firm in France with 180 employees across 10 countries. It provides talent management, eLearning, recruitment, and assessment services to over 500 active customers in various sectors. In 2008, the group had a turnover of 23 million euros and has experienced 10% business growth in international markets. The group utilizes innovative tools like eLearning, blended learning, online assessments, and an international network of local partners to improve the efficiency and interactivity of its HR programs and services.
This document discusses how collaboration and communication tools can drive business performance over the long term. It notes that disciplined collaboration, where teams properly assess when to collaborate, can lead to higher performance than undisciplined collaboration. Additionally, it highlights that most enterprise employees now work remotely at least part of the time, and the use of audio and video conferencing has increased greatly. However, virtual collaboration also presents challenges like reduced attention spans and a lack of non-verbal cues. The document concludes by discussing how unified communications solutions can enhance virtual interactions and drive business performance through improved call quality, audio management, and conference calling capabilities.
Endava Career Days Iasi Jan 2012 - Talent ManagementEndava
Helene Speight discusses talent management at Endava. She outlines Endava's internal career path which includes three development levels: CARE, GROW, and SHARE. Each level focuses on different skills and objectives to help employees grow. Endava also offers various technical and soft skills training programs. The presentation discusses other talent management initiatives like global mobility, Endava University, high performance culture through performance reviews, and maintaining employee engagement.
1) The document discusses defining and improving the capabilities of the IT service management industry. It notes a lack of both technical skills as well as customer service skills among IT service managers.
2) There are estimated to be 100,000 IT service managers in the UK and 25 million globally. While technical skills are important, customer service skills are seen as critical to the industry's future capabilities.
3) The document proposes developing clear career pathways, standards, and qualifications to attract new talent and help current IT service managers upgrade their skills, particularly in customer service. This would improve industry capabilities and help the UK maintain its global leadership in IT.
TalentGuard provides a social talent management platform and services to help organizations connect with, develop, and manage their talent more effectively. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources, eLearning, and coaching services to support talent development. Customers achieve significantly better outcomes in areas like revenue, retention, hiring, and workforce planning. The platform and TalentGuard's expertise are designed to give organizations a competitive advantage through talent management.
This document summarizes steps for developing a sustainable business process in Northeast Ohio. It outlines developing maps of local product areas and assets. Models of business ecosystems centered on specific products will engage stakeholders. Information and tools will support ecosystem development and business cases. An educational curriculum using the ecosystem framework will provide learning opportunities. A community investment portfolio structure is designed to support the process. The overall goal is to establish sustainable business ideas and cases through collaborative leadership.
The document discusses different types and techniques for competency modeling. It describes critical incident technique and repertory grid analysis as two methods used to map competencies. It then provides examples of different approaches to competency modeling, including organizational, HR systems, team, and individualistic models. The individualistic models discussed include the traditional person-job match model, strategy based model, strategy development model, and intellectual capital model.
This presentation describes an inventory to measure Communities of Practice. It gives background to the theory of CoP and the development process of the inventory.
The Architecture Center of Excellence (CoE) provides various architecture learning and certification options to help enterprises enhance their architecture skills. These include webinars, workshops, seminars, online courses, and customized in-house training programs. The CoE also offers skill governance assessments to evaluate architecture teams, identify gaps, and determine readiness for projects. Certification programs include two tiers to certify architecture essentials and certified architects. The CoE has helped over 800 customers in 16 countries enhance their architecture capabilities.
My pet is a dog named Max. He is a golden retriever who is 5 years old. I love playing fetch with Max in the backyard every day after school and walking him around the neighborhood on weekends.
The document describes a Campus to Corporate (C2C) training program for new graduates and professionals. The objective of the program is to accelerate the adjustment of new hires to corporate life by developing behavioral and soft skills over 5 days. The program covers topics like communication, teamwork, problem solving, time management and professional etiquette through activities like role plays, exercises and case studies. It is delivered by Smart Wave, a management consulting firm to clients in both public and private sectors. The standard fee for the program is Rs. 50,000 per day plus taxes.
Lessons for Large Scale Lean and Agile Product Development - Atlassian Summit...Atlassian
1. The document discusses lessons for large scale lean and agile product management from a presentation at the Atlassian Summit 2012.
2. It provides a 10 point plan for transitioning to agile and emphasizes embracing change, focusing on people over process, and maintaining a sustainable pace of work.
3. The document also discusses techniques for improving backlogs through envisioning, estimating at a large scale, and coordinating feature and component teams.
The document discusses compensation and talent management strategies at Nokia. It begins by introducing the speaker, Bimal Rath, Head of HR for Nokia in South Asia. It then outlines Nokia's approach to managing talent through development pipelines and filters at different levels from junior to senior talent. It discusses strategies for attraction, retention, and integrating compensation and benefits frameworks. It raises practical issues around whether compensation supports attraction and mobility. It concludes by emphasizing the importance of connecting organizational culture and leadership with compensation philosophies.
This document summarizes the services provided by Connecttalent, a company that helps students and graduates find entry-level jobs. It provides an exclusive platform for job opportunities and helps with the transition from college to a professional career. Connecttalent aims to ensure all students have access to opportunities by connecting them with employers. It acts as a trusted partner for students as they begin their job search. The company builds an employability ecosystem to link employers, students, and academia to help both sides with recruiting, assessments, and hiring.
The document discusses appreciative leadership and generative connections. It begins with an agenda that outlines exploring appreciative leaders through discovery and dream phases. Findings from prior research identified a model of appreciative leadership defined by worldview, practices, and values. The discovery phase involves one-on-one dialogues to share stories of appreciative leaders. The dream phase consists of group conversations to shape how appreciative leaders are formed, their capabilities to enable positive change, and how they create generative relationships. The document emphasizes practices for appreciative leaders in the 21st century like presence, interconnectedness, humility, and discipline.
This presentation is will provide you with an introduction about Great Lakes Institute of Management, its founders, who are the people involved in it, the different programs that are on offer.
Specifically it will also give you a birds eye view of Great Lakes and the work that is being done in the executive education space. In case of a need for Executive and Leadership Development, request you to kindly reach out to us. We would be very happy to partner in your leadership and development needs.
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
HR Delivery; Ensuring Focused, Committed And Competent Workforce. By PV Raman...National HRD Network
HR Delivery; Ensuring focused, committed and competent workforce.
The document discusses three key elements of HR delivery: 1) building a diverse workforce through recruitment drives and talent pipeline programs, 2) nurturing and developing top talent through leadership development programs and performance feedback, and 3) improving bottom performance through performance improvement plans. The goal is to ensure a focused, committed and competent workforce.
This document summarizes Embraer's Enterprise Excellence Program, which aims to introduce lean concepts and drive continuous improvement. It provides an overview of key areas including results, culture, lean initiatives, leadership, people, and transformation management. Metrics are presented showing improvements in areas such as the number of kaizen projects, leadership favorability ratings, and people development hours. The goal is to evolve cells and achieve certification at bronze, silver, and gold levels over time in order to deliver better business results and customer satisfaction through process improvements and leadership.
Connecttalent is a platform that helps students and graduates find entry-level jobs by providing opportunities from a wide range of employers and helping with the transition to professional life. It offers tools and resources for both job seekers and employers, including job postings, resume management, assessments, and interview coordination to help match candidates to the right positions. The goal is to launch careers exhilaratingly by ensuring all individuals have access to opportunities through their trusted connections and talent ecosystem.
Bernard Julhiet Group is a leading HR and management consulting firm in France with 180 employees across 10 countries. It provides talent management, eLearning, recruitment, and assessment services to over 500 active customers in various sectors. In 2008, the group had a turnover of 23 million euros and has experienced 10% business growth in international markets. The group utilizes innovative tools like eLearning, blended learning, online assessments, and an international network of local partners to improve the efficiency and interactivity of its HR programs and services.
This document discusses how collaboration and communication tools can drive business performance over the long term. It notes that disciplined collaboration, where teams properly assess when to collaborate, can lead to higher performance than undisciplined collaboration. Additionally, it highlights that most enterprise employees now work remotely at least part of the time, and the use of audio and video conferencing has increased greatly. However, virtual collaboration also presents challenges like reduced attention spans and a lack of non-verbal cues. The document concludes by discussing how unified communications solutions can enhance virtual interactions and drive business performance through improved call quality, audio management, and conference calling capabilities.
Endava Career Days Iasi Jan 2012 - Talent ManagementEndava
Helene Speight discusses talent management at Endava. She outlines Endava's internal career path which includes three development levels: CARE, GROW, and SHARE. Each level focuses on different skills and objectives to help employees grow. Endava also offers various technical and soft skills training programs. The presentation discusses other talent management initiatives like global mobility, Endava University, high performance culture through performance reviews, and maintaining employee engagement.
1) The document discusses defining and improving the capabilities of the IT service management industry. It notes a lack of both technical skills as well as customer service skills among IT service managers.
2) There are estimated to be 100,000 IT service managers in the UK and 25 million globally. While technical skills are important, customer service skills are seen as critical to the industry's future capabilities.
3) The document proposes developing clear career pathways, standards, and qualifications to attract new talent and help current IT service managers upgrade their skills, particularly in customer service. This would improve industry capabilities and help the UK maintain its global leadership in IT.
TalentGuard provides a social talent management platform and services to help organizations connect with, develop, and manage their talent more effectively. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources, eLearning, and coaching services to support talent development. Customers achieve significantly better outcomes in areas like revenue, retention, hiring, and workforce planning. The platform and TalentGuard's expertise are designed to give organizations a competitive advantage through talent management.
This document summarizes steps for developing a sustainable business process in Northeast Ohio. It outlines developing maps of local product areas and assets. Models of business ecosystems centered on specific products will engage stakeholders. Information and tools will support ecosystem development and business cases. An educational curriculum using the ecosystem framework will provide learning opportunities. A community investment portfolio structure is designed to support the process. The overall goal is to establish sustainable business ideas and cases through collaborative leadership.
The document discusses different types and techniques for competency modeling. It describes critical incident technique and repertory grid analysis as two methods used to map competencies. It then provides examples of different approaches to competency modeling, including organizational, HR systems, team, and individualistic models. The individualistic models discussed include the traditional person-job match model, strategy based model, strategy development model, and intellectual capital model.
This presentation describes an inventory to measure Communities of Practice. It gives background to the theory of CoP and the development process of the inventory.
The Architecture Center of Excellence (CoE) provides various architecture learning and certification options to help enterprises enhance their architecture skills. These include webinars, workshops, seminars, online courses, and customized in-house training programs. The CoE also offers skill governance assessments to evaluate architecture teams, identify gaps, and determine readiness for projects. Certification programs include two tiers to certify architecture essentials and certified architects. The CoE has helped over 800 customers in 16 countries enhance their architecture capabilities.
My pet is a dog named Max. He is a golden retriever who is 5 years old. I love playing fetch with Max in the backyard every day after school and walking him around the neighborhood on weekends.
This document contains a table listing 73 units of apartments for sale. It includes information such as the unit ID, floor, type, orientation, area, price per square meter of usable space, and total price. The areas range from around 48 to 89 square meters. Prices range from around 15 to 17 million and include VAT but not property taxes. The total number of units listed is 73 and they are across floors 9, 10, 11, and 22.
My pet is a dog named Max. He is a golden retriever who is 5 years old. I love playing fetch with Max in the backyard every day after school and walking him around the neighborhood on weekends.
My pet is a dog named Max. He is a golden retriever who is 5 years old. I love playing fetch with Max in the backyard every day after school and walking him around the neighborhood on weekends.
This document contains the grades of 75 students for the course "Expert Systems" taught in the 2007/2008 academic year at the Department of Computer Science, IPB University. It lists each student's ID number, participation grade, assignment grade, exam grade, overall grade per instructor, and final grade. Most students received grades in the A to C range, with a few D's.
The Community College Futures Assembly announced 10 finalist programs in each of 3 categories - Instructional Programs and Services, Planning, Governance and Finance, and Workforce Development - for the 2016 Bellwether Awards. Nearly 300 programs from across the country applied to be considered as Bellwether finalists. The 10 finalists in each category were selected based on their innovative programs that foster teaching and learning, improve community college efficiency and effectiveness, or promote community and economic development through strategic partnerships. The finalists will present their programs at the Assembly's annual meeting in January 2016, where winners from each category will be selected.
Mechanical engineering involves the production and usage of heat and mechanical power for the design, production, and operation of machines and tools. It is one of the oldest and broadest engineering disciplines. China has a long history of engineering innovations, developing inventions like the abacus, astronomical clock, and textile machinery. Today, China is one of the fastest growing economies in the world and has one of the largest armies. It is also advancing quickly in software and attracting multinational companies. Mechanical engineering continues to develop revolutionary technologies to improve modern life.
The document provides information about Soft Skills World, a training and development company. In its 18 years of operation, it has conducted programs across many industries to design training that meets industry needs. Its mission is to foster world-class training through innovative facilitation to help clients build competencies. It aims to contribute to quality work life through top-class modules, minimize the gap between learning and execution, and help people grow personally and professionally. It uses approaches like Kolb's experiential learning cycle and tools like psychometrics, business games and role-plays to deliver customized modules.
The document provides information about Soft Skills World, a training and development company. In 18 years, they have conducted programs across industries to design training as per industry needs. Their goal is to foster world-class training through innovative facilitation to help clients build competencies. They focus on soft skills, behavioral, management, and functional training. Their approach is customized and uses tools like psychometrics, business games, and role plays. They deliver programs through classrooms, outbound experiences, and growth labs. Their clients include many corporates and institutions.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document provides an overview of the company's consultants and specializations. It describes their approach, which focuses on strategy, culture, competencies, and performance. It also outlines their business areas and recruitment process.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document outlines their approach, business areas, experience working with companies globally, and recruiting process. They aim to provide customized solutions and have a database of candidates and recruitment experience since 2007.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The firm uses assessments, interviews, references checks, and other tools and processes to evaluate candidates. They draw on a team of experienced consultants with a global network to recruit candidates for roles throughout industries and levels of seniority.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document provides an overview of the company's consultants and specializations. It describes their approach, which focuses on strategy, culture, competencies, and performance. It also outlines their business areas and recruitment process.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document provides an overview of the company's consultants and specializations. It describes their approach, which focuses on strategy, culture, competencies, and performance. It also outlines their business areas of expertise and global experience working with companies across various industries and countries.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document provides an overview of the company's consultants and specializations. It describes their approach, which focuses on strategy, culture, competencies, and performance. It also outlines their business areas and recruitment process.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions using assessments, interviews, references checks, and other tools. The firm has a team of experienced consultants who work with companies of all sizes, from small local firms to large multinationals, helping them with leadership development, change management, and other human resources areas. People & Performance A/S has been operating since 2007 and brings a customized approach and global experience to solving its clients' talent and organizational needs.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document outlines their approach, business areas, experience working with companies globally, and recruiting process. They aim to provide customized solutions and have a database of candidates and recruitment experience since 2007.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions using assessments, interviews, references checks, and other tools. The firm has a team of experienced consultants who work with companies of all sizes, both in Denmark and globally, to fulfill their talent needs. They take a customized approach to recruitment and focus on understanding each client's specific context, processes, culture and competencies.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document outlines their approach, business areas, experience working with companies globally, and recruiting process. They aim to provide customized solutions and have a database of candidates and recruitment experience since 2007.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document outlines their approach, business areas, experience working with companies globally, and their recruiting process which involves locating candidates, conducting interviews, assessments, and placing the top candidates with clients.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document provides an overview of the company's consultants and specializations. It describes their approach, which focuses on strategy, culture, competencies, and performance. It also outlines their business areas of expertise and global experience working with companies across various industries and countries.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions using assessments, interviews, references checks, and other tools. The firm has a team of experienced consultants who work with companies of all sizes, both in Denmark and globally, to fulfill their talent needs. They take a customized approach to recruitment and focus on understanding each client's specific context, processes, culture and competencies.
The document discusses building capabilities for future growth through innovation. It mentions assessing innovation approaches, managing global networks, validating business cases, and developing absorptive capacity and market learning capabilities. The goal is linking relationships, networks, and the different parts of innovation to stimulate progress across three time horizons through peer-to-peer support and developing entrepreneurial mindsets.
This document provides an overview of People & Performance A/S, a consulting firm that specializes in recruitment, training, leadership development, and advising. It lists the executive team and consultants. It describes the company's mission to make business impact stick and its vision to be a dominant player in Denmark with an international presence by 2015. The document outlines the company's approach focusing on strategy, performance, culture, competencies and people. It lists the business areas and experience the company has working with different types and sizes of organizations globally. Finally, it describes the recruitment process and edge the company provides to clients.
This document provides an overview of People & Performance A/S, a consulting firm that specializes in recruitment, training, leadership development, and advising. It lists the executive team and consultants. It describes the company's mission to make business impact stick and its vision to be a dominant player in Denmark with an international presence by 2015. The document outlines People & Performance's approach focusing on strategy, performance, culture, competencies and people. It lists the business areas and experience the company has working with various sized companies globally. Finally, it describes the recruitment process and edge the company provides to clients.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
This document discusses how work ethos, purpose, and productivity are changing in enterprises. It argues that while expertise and collaboration are still important, purpose may be the most meaningful driver of work. It notes that jobs have shifted from production to services and from routine to more creative work. As a result, the ideal employee characteristics have changed from orderly and risk-averse to more entrepreneurial traits like creativity, tolerance for risk, and empathy. The document suggests managers need to reconsider how they define and encourage purpose among employees as hierarchical, socialized, or anarchic models. It proposes some ways existing enterprise technologies could be adapted to better support employee purpose.
2. About Chorev…..
• Established since 2006 in Hong Kong.
• Have served leading clients including GAP, Juniper Networks,
Prudential, Asia-World Expo and Amadeus.
• Have conducted development programs in Hong Kong, Beijing,
Shanghai, Taipei and Vietnam.
• Aim to combine latest leadership research from the West and hands
on business experience in the East to serve clients in Asia.
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3. We see gaps exist in organizations…
Team member
conflicts
rate
Corpo n (cultural, Incom
visio generational p
soft etent
vs. etc.)
Ineffec (facil skills
Leade tive comm itation,
er rship
manag n
unica
tio etc.) tion
execu
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4. Chorev training philosophy bridges gaps
for greater business performances
Evaluation/ Identify
Assessment
gaps
• Understand client hardware
(structure)
Follow- Address core
up
issues
• Equip staff with needed software
(skills)
Build/ • Nurture required heartware
deliver
program
(mindset)
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5. We offer a wide variety of gap
bridging programs
Leadership Gap bridging Skill-based
3.0 Series
program
workshop
• Focus on leaders values • Address common gaps • Skill specific workshops:
and how they influence in organizations:
– Client servicing
followers
– Leadership
– Collaboration
• Aim to transform task – Generation
– Conflict resolution
managers to people – Silos
– Facilitation
leaders
– Mindset
– Media handling
– Project management
– Presentation skills
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6. Our programs are offered in
different formats…
Workshop
Teambuilding
event
Small group
face to face or
virtual coaching
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7. Chorev combine the best of both
worlds
Hands-on Business
Latest Leadership management experience
Research & Tools
Chorev belief: Consultants have over 50
Authentic Leadership
Best theories are the most combined years of business
Servant Leadership
MBTITM
practical; experience in Management,
LEA 360TM Best practice should be Marketing, Strategic Development,
Pro-DTM theorized Product Development, Public
Pro-DTM, UcipherTM Relation, IT & Business Operation
TrimetrixTM in North America and G. China
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8. Chorev combine the best of both
worlds
Values + Mindset Practical Skills Transfer
Transformation
Chorev belief: Communication skills
Love, Care & Honor Leadership Transformation is Conflict resolution skills
Others First inside-out Influencing skills
Self-awareness Coaching & Mentoring skills
Business Ethics Cross-gen management skills
Appreciating diversity Cross-culture management skills
Customer service skills
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9. Chorev combine the best of both
worlds
West
East
Chorev belief: Recognize the ancient Chinese
Leverage latest management & Modern Knowledge + Ancient
management wisdom in the
leadership models and tools Wisdoms rapid changing culture in
developed in the West
China’s different generation
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10. Clients that Chorev has served
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11. Our work with GAP
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12. And work with various corporations
to enhance teamwork
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13. What clients say about the
trainers…
“… Throughout the series of coaching sessions, I could share my progress with the coach and reflect on what
I have done well and where I should keep putting more effort to try something outside my comfort zone.
The concepts introduced by the coach has also triggered me to think differently, which is useful for me to
develop the right mind set to sustain my improvement.
Jason Tsang, Senior Manager, Retail Banking and Wealth Mgt., HSBC
“多謝三位用心地教授我們。在當中感受你們的尊業和心機。”
“I really like the MBTI for handling tasks & solving problem.”
Managers from Prudential Financial
“…Chorev’s “inside-out” approach created a communication platform that was used as a basis for the
leadership development, manager’s coaching training (feedback 2.0 on the Super-sandwich method) and the
subsequent company wide team building event…We observed the consultants to possess a deep
understanding of human motivation factors, and demonstrated a high level of interest in the program delivery.”
Daver Lau, General Manager, Amadeus Taiwan
“I am particularly impressed by Chorev's initiative to understand our corporate challenges, tailoring programs
that go beyond skill improvement, but also mindset change for our staff members. They act as our partner in
driving cultural changes - both in the areas of advisory and program delivery. We observe tangible behavioral
differences among our staff members after their work and that sets Chorev apart from their peers..”
Danny Wong, HR & Admin Director, AsiaWorld-Expo
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14. Andrew Ma –
Experienced coach and leadership trainer
Business experience
• Former Asia Pacific Head of Marketing for a large
multinational technology corporations
• Experience in marketing, business development, strategic
planning, product management system engineering
Previous clients
• Amadeus, DHL, GAP, HSBC, Juniper Networks, Kingsway,
Manulife, Polar, Prudential, WL Gore
Qualifications
• Executive MBA
• Masters Bachelor Degree in Electrical Engineering
• PhD candidate (Global Leadership)
• Accredited practitioner of Myers-Briggs Type Indicator ® Step I II and LEA
360
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15. Catherine Wong –
Experienced communicator and coach
Business experience
• Former Head of APCO Worldwide Hong Kong office
• Experience in business development, staff management, strategic
counsel, client servicing and internal/ external communication
Previous clients
• Amadeus, BlackRock/ iShares, Cathay Pacific, Dow Corning,
Friends Provident, GAP, INVISTA, Prudential
Qualifications
• Graduate from the Richard Ivey School of Business (Bachelor of
Arts, Honors Business Administration)
• Accredited practitioner of Myers-Briggs Type Indicator ® Step I
II
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16. Mike Mi –
Experienced business leader
Business experience
• Founder of China Call Center CRM Association and Asia Pacific
Contact Center Leadership
• Certified Member International Association of Outsourcing
Professionals and a certified trainer from ATT College of Call Center
Excellence
• Over 20 years of experience in global telecommunications company;
with solid experience in service, project and HR management
Previous clients
• China Telecom, China Unicom, China Construction Bank,
800Teleservices, China Tabacco etc.
Qualifications
• Master degree in Telecommunications and Bachelor degree in
Electronic engineering
• Certified TTI coach
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