The document provides guidance on branding an organization's culture by blending elements of culture and brand to create a brand guide that defines the company's values, personality, communication standards, and how employees should behave to live the brand; it also stresses the importance of hiring to and training employees on the brand through performance management and leading by example.
The document discusses human asset management (HAM) in organizations. It defines HAM as managing employees to maximize their performance and an organization's strategic objectives. It notes that while financial, physical, market, and operational assets can be easily measured, human assets are very difficult to measure as skills and knowledge have no clear boundaries or market value. The document outlines five factors that affect organizational investment in human resources: management values, attitude towards risk, nature of employees, utility theory, and outsourcing. It also lists key steps for effective HAM, including recruitment, assessment, performance management, wellbeing, retention, conflict resolution, career development, and facilitators.
Workshop presentation delivered in Geneva May 2015. This presentation explores the trends currently shaping the future of HR and what employers need to do to prepare for the changes ahead.
These descriptions provide general competencies expected of employees to carry out the mission of the Laboratory. Core competencies include initiative and creativity, judgment, cooperation, quality of work, reliability, commitment to safety, and support of diversity. Job-specific competencies may include technical knowledge, communication, customer service, problem solving, flexibility, and organization. Managerial competencies focus on values and ethics, strategic thinking, engagement, management excellence, and resource management.
Strategy meaning
Strategy concept
Strategic management
Strategy management process
Strategic HRM
Aims of strategic HRM
Approaches to strategic HRM
HR strategies
Types of Hr strategies
Difference between strategic HRM and HRM
Hard & soft elements of HRM
Characteristics of HRM - human resource managementmanumelwin
The document discusses several key characteristics of human resource management (HRM). It describes two models of HRM - the "hard" version which views people as resources for competitive advantage, and the "soft" version which focuses on motivation and communication. Additionally, it states that strategic integration of HRM issues, developing employee commitment, treating people as human capital, having a unitarist philosophy that employees share the organization's goals, managing HRM centrally at the senior level, and focusing on business values are all characteristics of HRM.
This document discusses strategic human resource management concepts and processes. It is authored by Basharat Naeem, a lecturer at the Institute of Business Administration at the University of the Punjab. The chapter covers the definition of strategic HRM, its aims, approaches including resource-based strategy, and limitations. Strategic HRM involves developing HR strategies integrated with business strategy to gain competitive advantage through people. The goal is to ensure an organization has skilled, committed employees to achieve sustained competitive advantage through people.
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
Strategic human resource management (SHRM) aims to ensure that human resource policies and practices are fully aligned with and support the organization's overall strategic goals and objectives. It involves analyzing external opportunities and threats as well as internal strengths and weaknesses, and then formulating HR strategies to match the organization's capabilities with environmental demands. The key goals of SHRM include generating strategic capabilities in employees and providing direction during periods of change so that business and employee needs are both met through coherent HR programs and policies. Examples of companies that effectively implement SHRM include Southwest Airlines and Dell.
The document discusses human asset management (HAM) in organizations. It defines HAM as managing employees to maximize their performance and an organization's strategic objectives. It notes that while financial, physical, market, and operational assets can be easily measured, human assets are very difficult to measure as skills and knowledge have no clear boundaries or market value. The document outlines five factors that affect organizational investment in human resources: management values, attitude towards risk, nature of employees, utility theory, and outsourcing. It also lists key steps for effective HAM, including recruitment, assessment, performance management, wellbeing, retention, conflict resolution, career development, and facilitators.
Workshop presentation delivered in Geneva May 2015. This presentation explores the trends currently shaping the future of HR and what employers need to do to prepare for the changes ahead.
These descriptions provide general competencies expected of employees to carry out the mission of the Laboratory. Core competencies include initiative and creativity, judgment, cooperation, quality of work, reliability, commitment to safety, and support of diversity. Job-specific competencies may include technical knowledge, communication, customer service, problem solving, flexibility, and organization. Managerial competencies focus on values and ethics, strategic thinking, engagement, management excellence, and resource management.
Strategy meaning
Strategy concept
Strategic management
Strategy management process
Strategic HRM
Aims of strategic HRM
Approaches to strategic HRM
HR strategies
Types of Hr strategies
Difference between strategic HRM and HRM
Hard & soft elements of HRM
Characteristics of HRM - human resource managementmanumelwin
The document discusses several key characteristics of human resource management (HRM). It describes two models of HRM - the "hard" version which views people as resources for competitive advantage, and the "soft" version which focuses on motivation and communication. Additionally, it states that strategic integration of HRM issues, developing employee commitment, treating people as human capital, having a unitarist philosophy that employees share the organization's goals, managing HRM centrally at the senior level, and focusing on business values are all characteristics of HRM.
This document discusses strategic human resource management concepts and processes. It is authored by Basharat Naeem, a lecturer at the Institute of Business Administration at the University of the Punjab. The chapter covers the definition of strategic HRM, its aims, approaches including resource-based strategy, and limitations. Strategic HRM involves developing HR strategies integrated with business strategy to gain competitive advantage through people. The goal is to ensure an organization has skilled, committed employees to achieve sustained competitive advantage through people.
Approaches to strategic hrm - strategic human resource management - Manu Me...manumelwin
There are five approaches to strategic HRM. These consist of
Resource-based strategy.
Achieving strategic fit.
High-performance management.
High- commitment management.
High-involvement management.
Strategic human resource management (SHRM) aims to ensure that human resource policies and practices are fully aligned with and support the organization's overall strategic goals and objectives. It involves analyzing external opportunities and threats as well as internal strengths and weaknesses, and then formulating HR strategies to match the organization's capabilities with environmental demands. The key goals of SHRM include generating strategic capabilities in employees and providing direction during periods of change so that business and employee needs are both met through coherent HR programs and policies. Examples of companies that effectively implement SHRM include Southwest Airlines and Dell.
The document discusses strategic human resource management (HRM). It defines strategic HRM as ensuring the organization has skilled, engaged employees to achieve competitive advantage. The three key propositions of strategic HRM are that human capital plays a strategic role, HR strategies should integrate with business plans, and individual HR strategies should cohere. The roles of HR managers include translating vision into meaningful formats, acting as change agents and strategic partners. Strategic HRM involves environmental scanning, strategy formulation, implementation, evaluation and control. The goals are to enhance organizational performance and have HR proactively participate in strategic decision making.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
The document discusses human resource management (HRM) and related concepts. It defines HRM as a function of management concerned with hiring, motivating, and maintaining employees in an organization. It focuses on managing people within the organization. The document also discusses human resource planning, job analysis, recruitment, selection, and interviews as key aspects of HRM.
INTEGRATING HR STRATEGY WITH BUSINESS STRATEGY UNDER THIS TOPIC I COVER NATURE, DIFFERENCE BETWEEN TRADISIONAL HRM AND STRATEGIC HRM, BARRIERS, MODELS, ROLE AND SUMMERY
The importance of Strategic Human Resource Management 1dananai mutandwa
- The document discusses the importance of strategic human resource management for a sports apparel company that is experiencing steady growth. As a new HR manager, the author will introduce strategic HR policies to increase productivity, motivate employees, and give the company a competitive advantage.
- The objectives are to examine the role of strategic HR, provide guidance on formulating sustainable and progressive HR policies, and have a highly skilled and flexible workforce that drives organizational performance and competitiveness.
- Effective strategic HR includes analyzing strengths and weaknesses, identifying opportunities, conducting performance reviews, and ensuring policies support business strategies and goals for sustained organizational success.
This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
Hr strategies-Linda Susan Joseph MACFAST THIRUVALLAcrizzannne
Human resource strategy involves aligning HR goals with organizational goals. It consists of principles for managing the workforce through policies and practices covering areas like recruitment, compensation, performance management, and training. An effective HR strategy benefits both the company and employees. It improves productivity, motivation, and the bottom line while allowing employees to develop their potential. Developing the right strategy requires analyzing industry trends, competitive advantages, key processes, and people.
The document discusses human resource management strategy and its importance to firm performance. It notes that HR is critical because service is delivered by people and effective knowledge management translates to competitive advantage. The document then discusses the meaning of strategy, why HR is unique, the need for strategic fit between HR and corporate strategies, and how the context including external environment, workforce, culture, technology and tasks shape the HR system. It also discusses strategic roles within a firm and the importance of consistency in HR policies.
The document discusses strategies and strategic planning. It provides definitions of strategy as a plan of actions to achieve long-term goals. It then outlines Kurkure's strategy for product launches, including advertising and ensuring full outlet coverage. It lists characteristics of effective strategies and the 7 steps of strategic planning. Finally, it discusses the role of human resources in strategic planning and how HR strategies and policies can support organizational strategies and goals.
Definition of shrm ( Strategic Human Resource Management)kush kalra
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
Human resources are critical assets for organizations that must be carefully managed. To satisfy stakeholders and remain competitive, organizations must attract and retain talented employees now and in the future. Effective human resource management is central to an organization's success. It involves activities like recruitment, selection, compensation, and training. These activities are shaped by external environmental factors and internal organizational elements. Ensuring human resource policies have positive effects requires involvement from HR professionals, line managers, and all other employees. Special themes like managing teams, diversity, globalization, ethics, and metrics also influence human resource management.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
Human resource management involves managing an organization's employees to help achieve business goals. Effective HRM requires strategic focus to ensure people resources can facilitate goal achievement. HRM also aims to ensure legislative compliance and manage risks. The goal of HRM is to attract, maintain, and effectively manage employees in a way that fits with the overall strategic direction of the company. Key HRM processes include workforce planning, recruitment, training, performance management, and compensation administration.
This document provides an overview of human resource management (HRM). It discusses the history and evolution of HRM from personnel management. Key points include:
- HRM has evolved from a focus on administrative personnel functions to a more strategic approach integrated with organizational goals.
- Theories like scientific management, behavioral science and systems theory influenced the development of HRM concepts.
- HRM development stages include welfare/administrative, personnel management incorporating training/staffing, and the modern strategic HRM approach.
- HRM models like Harvard model emphasize strategic choices in response to organizational needs within the external context.
- The roles of HRM involve meeting current and future labor needs through workforce planning,
- Outline the steps in the strategic management process.
- Explain and give examples of each type of company wide and competitive strategy.
- Explain what a strategy-oriented human resource management system is and why it is important.
- Illustrate and explain each of the seven steps in the HR Scorecard approach to creating human resource management systems.
Aims of strategic hrm - strategic human resource management - Manu Melwin joymanumelwin
The rationale for strategic HRM is the perceived advantage of having an agreed and understood basis for developing approaches to people management in the longer term.
The document discusses strategic human resource management (SHRM). It provides several definitions of strategy, SHRM, and strategic HRM. Key points include: SHRM focuses on linking human resource practices to business strategy to gain competitive advantage; SHRM elevates individual-level concerns to the business strategy level and considers global trends; essential elements of SHRM are integrating HR into strategic planning, developing partnerships between HR and management, and measuring the bottom-line impact of HR programs.
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
This document provides an introduction to human resource management. It begins with opening quotes about fulfilling employee wishes, hiring employees who smile, and spending on training. It then asks questions about what human resource management is and the difference between HRM and personnel management. The document outlines the aims of understanding the role of HR, factors influencing HRM, and differentiating between HRM and personnel management. It discusses various aspects of HRM like definitions, models, functions, and challenges. It also covers topics like human resource planning, organizational structure and how it relates to HRM, and the role of the human resources department.
The document discusses effective communication and supervision. It emphasizes that informal communication is most important in business. It also discusses the hiring process, including defining job needs, recruiting talent from various sources, reviewing applications, interviewing candidates, and preparing for interviews. The goal is to find and hire the best candidates through a thorough process.
The document discusses strategic human resource management (HRM). It defines strategic HRM as ensuring the organization has skilled, engaged employees to achieve competitive advantage. The three key propositions of strategic HRM are that human capital plays a strategic role, HR strategies should integrate with business plans, and individual HR strategies should cohere. The roles of HR managers include translating vision into meaningful formats, acting as change agents and strategic partners. Strategic HRM involves environmental scanning, strategy formulation, implementation, evaluation and control. The goals are to enhance organizational performance and have HR proactively participate in strategic decision making.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
The document discusses human resource management (HRM) and related concepts. It defines HRM as a function of management concerned with hiring, motivating, and maintaining employees in an organization. It focuses on managing people within the organization. The document also discusses human resource planning, job analysis, recruitment, selection, and interviews as key aspects of HRM.
INTEGRATING HR STRATEGY WITH BUSINESS STRATEGY UNDER THIS TOPIC I COVER NATURE, DIFFERENCE BETWEEN TRADISIONAL HRM AND STRATEGIC HRM, BARRIERS, MODELS, ROLE AND SUMMERY
The importance of Strategic Human Resource Management 1dananai mutandwa
- The document discusses the importance of strategic human resource management for a sports apparel company that is experiencing steady growth. As a new HR manager, the author will introduce strategic HR policies to increase productivity, motivate employees, and give the company a competitive advantage.
- The objectives are to examine the role of strategic HR, provide guidance on formulating sustainable and progressive HR policies, and have a highly skilled and flexible workforce that drives organizational performance and competitiveness.
- Effective strategic HR includes analyzing strengths and weaknesses, identifying opportunities, conducting performance reviews, and ensuring policies support business strategies and goals for sustained organizational success.
This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
Hr strategies-Linda Susan Joseph MACFAST THIRUVALLAcrizzannne
Human resource strategy involves aligning HR goals with organizational goals. It consists of principles for managing the workforce through policies and practices covering areas like recruitment, compensation, performance management, and training. An effective HR strategy benefits both the company and employees. It improves productivity, motivation, and the bottom line while allowing employees to develop their potential. Developing the right strategy requires analyzing industry trends, competitive advantages, key processes, and people.
The document discusses human resource management strategy and its importance to firm performance. It notes that HR is critical because service is delivered by people and effective knowledge management translates to competitive advantage. The document then discusses the meaning of strategy, why HR is unique, the need for strategic fit between HR and corporate strategies, and how the context including external environment, workforce, culture, technology and tasks shape the HR system. It also discusses strategic roles within a firm and the importance of consistency in HR policies.
The document discusses strategies and strategic planning. It provides definitions of strategy as a plan of actions to achieve long-term goals. It then outlines Kurkure's strategy for product launches, including advertising and ensuring full outlet coverage. It lists characteristics of effective strategies and the 7 steps of strategic planning. Finally, it discusses the role of human resources in strategic planning and how HR strategies and policies can support organizational strategies and goals.
Definition of shrm ( Strategic Human Resource Management)kush kalra
This document discusses strategic human resource management (SHRM), including its definition, key features, trends, aims, models, outcomes, and contributions to organizations. Specifically, it examines how SHRM differs from traditional HRM, focuses on aligning human resource practices with business strategy and goals, and can improve organizational productivity, effectiveness, and financial performance through its impact on staffing, customer service, organizational culture, and other factors.
Human resources are critical assets for organizations that must be carefully managed. To satisfy stakeholders and remain competitive, organizations must attract and retain talented employees now and in the future. Effective human resource management is central to an organization's success. It involves activities like recruitment, selection, compensation, and training. These activities are shaped by external environmental factors and internal organizational elements. Ensuring human resource policies have positive effects requires involvement from HR professionals, line managers, and all other employees. Special themes like managing teams, diversity, globalization, ethics, and metrics also influence human resource management.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
Human resource management involves managing an organization's employees to help achieve business goals. Effective HRM requires strategic focus to ensure people resources can facilitate goal achievement. HRM also aims to ensure legislative compliance and manage risks. The goal of HRM is to attract, maintain, and effectively manage employees in a way that fits with the overall strategic direction of the company. Key HRM processes include workforce planning, recruitment, training, performance management, and compensation administration.
This document provides an overview of human resource management (HRM). It discusses the history and evolution of HRM from personnel management. Key points include:
- HRM has evolved from a focus on administrative personnel functions to a more strategic approach integrated with organizational goals.
- Theories like scientific management, behavioral science and systems theory influenced the development of HRM concepts.
- HRM development stages include welfare/administrative, personnel management incorporating training/staffing, and the modern strategic HRM approach.
- HRM models like Harvard model emphasize strategic choices in response to organizational needs within the external context.
- The roles of HRM involve meeting current and future labor needs through workforce planning,
- Outline the steps in the strategic management process.
- Explain and give examples of each type of company wide and competitive strategy.
- Explain what a strategy-oriented human resource management system is and why it is important.
- Illustrate and explain each of the seven steps in the HR Scorecard approach to creating human resource management systems.
Aims of strategic hrm - strategic human resource management - Manu Melwin joymanumelwin
The rationale for strategic HRM is the perceived advantage of having an agreed and understood basis for developing approaches to people management in the longer term.
The document discusses strategic human resource management (SHRM). It provides several definitions of strategy, SHRM, and strategic HRM. Key points include: SHRM focuses on linking human resource practices to business strategy to gain competitive advantage; SHRM elevates individual-level concerns to the business strategy level and considers global trends; essential elements of SHRM are integrating HR into strategic planning, developing partnerships between HR and management, and measuring the bottom-line impact of HR programs.
This document discusses strategic human resource management. It begins by outlining HR's strategic roles in formulating integrated HR strategies, supporting business goals, and contributing to business strategies. It then discusses seven steps for HR to be strategic, including being aware of business context. The document also discusses approaches to strategy formulation, the new functional role of HR with a focus on business outcomes, the basis and principles of strategic HRM, concepts like the resource-based view and strategic fit, perspectives on strategic HRM, and the best practice approach.
This document provides an introduction to human resource management. It begins with opening quotes about fulfilling employee wishes, hiring employees who smile, and spending on training. It then asks questions about what human resource management is and the difference between HRM and personnel management. The document outlines the aims of understanding the role of HR, factors influencing HRM, and differentiating between HRM and personnel management. It discusses various aspects of HRM like definitions, models, functions, and challenges. It also covers topics like human resource planning, organizational structure and how it relates to HRM, and the role of the human resources department.
The document discusses effective communication and supervision. It emphasizes that informal communication is most important in business. It also discusses the hiring process, including defining job needs, recruiting talent from various sources, reviewing applications, interviewing candidates, and preparing for interviews. The goal is to find and hire the best candidates through a thorough process.
This document provides an overview of organizational behavior principles for Carrefour, focusing on ethical behavior and being customer-centric. It defines key values like accountability, respect, morality, teamwork, proactivity, and development. It emphasizes behaving consistently with values and gives examples of inconsistent values and behaviors to avoid. The document also discusses importance of accountability, respecting others, acting morally, working as a team, taking initiatives, and committing to self-development. Finally, it outlines dos and don'ts of customer service and reasons why customers may stop shopping.
The document summarizes an event being held by Career & Life Planning on December 5th in Waterford, Ireland to provide an opportunity for individuals to get their "foot in the door" in the medical devices industry. It then provides background information on Career & Life Planning, its founder Joe Delaney, and its 5 step process to assist clients in career and life coaching. The event aims to help job seekers and professionals improve their career strategies, networking skills, and preparation for interviews.
Interview, body language and compensation negotiation skills 2016Gerardo Seeliger
This document provides information about Gerardo Seeliger's background and experience. Seeliger has over 20 years of experience in executive search and has interviewed over 12,000 executives. He is currently an academic director and associate professor at IE Business School, where he teaches courses on career strategy and sports management. Prior to his academic career, Seeliger co-founded one of the largest human resources consulting and executive search firms in Spain. The document outlines Seeliger's relevant professional experience in management consulting, executive search, and academic roles.
Interview, body language and compensation negotiation skills 2016Gerardo Seeliger
This document provides information about Gerardo Seeliger's background and experience. Seeliger has over 20 years of experience in executive search and has interviewed over 12,000 executives. He is currently an academic director and associate professor at IE Business School, where he teaches courses on career strategy and sports management. Seeliger has held leadership roles in management consulting and executive search firms. He has a diverse professional background spanning innovation, technology, global banking, and sports business administration.
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...Muhammad Nizam Uddin
Build It: The Rebel Playbook for World Class Employee Management by Glenn Elliott (A software engineer by training and MBA drop out by choice, it took a ten-year corporate career for him to understand how employee disengagement feels.) & Debra Corey (Author, speaker, global rewards director and employee engagement rebel).
Career & Life Planning is a coaching and training organization founded by Joe Delaney that helps individuals improve their careers and lives. It offers career coaching, business coaching, youth coaching, life coaching, and training. The organization's mission is to enable individuals to perform at their best professionally and personally. It has locations in Ireland and the US and provides flexible scheduling for clients. Career & Life Planning advocates developing strategies in various areas like networking, research, and social media to aid in job searching, and creating a career plan with both personal and professional goals to aid career development.
The document provides tips and strategies for goal setting, emotional intelligence, customer service, leadership, and personal growth. It discusses setting SMART goals with action, level, and deadline. It emphasizes listening to customers, apologizing, solving problems, and thanking them. It also discusses nurturing individual and collective identities through recognition and team building. Leaders are advised to reflect on their values and impact on company culture. Transformational leadership focuses on relationship building through mentoring. The document stresses the importance of aligning personal values with an organization for high job satisfaction. It identifies common fears that can hinder personal growth like fear of commitment, ridicule, failure, and unknown.
This document provides an overview of a leadership and management skills course. It outlines the course aims, structure, assignments and expectations. The course will help participants understand management and leadership roles through interactive workshops and assignments. Participants will learn theories of leadership and management, develop personal and professional plans, and better understand managing change and relationships. The document reviews learning styles, stakeholder analysis, organizational vision/mission/values, and the differences between goals and objectives. It emphasizes writing clear assignments with references and learning from the workshops and materials provided.
The document provides information about an upcoming career event hosted by Innovation and Lean Sigma Skillnet and Business Excellence Skillnet on November 20th in Galway. It also includes details about Career & Life Planning, a coaching and training organization, and its founder Joe Delaney. Finally, it shares Career & Life Planning's 5 step process to assist clients and strategies for job searching, networking, and leaving unemployment.
This document provides information and resources for career development and job searching, including resume writing, interview preparation, and using online professional networks. It discusses resume templates, cover letters, interview tips, thank you letters, online training resources through Kelly Learning Center, using the Kelly Career Network job board, and how to maximize your profile on LinkedIn for career opportunities. Contact information is provided for Jessica Curtis, a recruiter at Kelly Services who can provide additional support.
The document provides tips for effective interviewing skills. It notes that 40% of respondents declined a job offer due to a poor interview experience. Good interviewing involves active listening at 5 levels and asking open-ended questions to learn about real situations from a candidate's past. Interviewers should be aware of "halos and horns" biases and prepare by considering the needed skills and choosing attributes to assess. The STAR model is presented to structure answers about situations, tasks, actions, and results. Preparation, consistent questions, and avoiding interruptions are emphasized for successful interviews.
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
Building a Human Resources Program for VeterinariansOculus Insights
Dr Mike Pownall and Katie Ardeline presented a full day session during the Oculus Insights 2017 EU Summits in Amsterdam on creating a Human Resource Program for any type of veterinary practice.
Learn about, understand the essential knowledge and skills to manage and provide quality customer service, appreciate the importance of customer service and customer satisfaction, realise the benefit of attracting and retaining customers, utilise specific techniques to enhance long term relationships with customers and enhance customer satisfaction and loyalty and build a customer focused organization.
This document discusses improving diversity in the workplace through supported employment. It begins by shifting the focus from job placement to job development, seeing possibilities for jobs everywhere rather than just existing positions. Employers want reliability, availability, productivity and quality from employees. The personal sphere of influence and networking are important for finding hidden job opportunities beyond just public listings. Developing customized job descriptions by identifying a candidate's skills and an employer's needs can create employment opportunities where none seemed to previously exist.
1. Keys to Branding Your Culture
Corporate culture describes and
governs the way a company’s
employees think, feel and act.
Rich Jones, President/Principal
Leading2Leadership LLC
@rich0747
5. Elements of Culture vs Brand
• Culture
– Mission
– Values
– Purpose
– Performance
– How we work/play together
– Shared Stories/History
– Communication
• Brand
– Mission
– Values
– Purpose
– Personality
– How we engage members
and each other
– Brand Story/History
– Communication
19. Elements of a Brand Guide
1. Internal Brand identity
2. Business model and value
proposition
3. CU history
4. Brief Explanation of the
internal Brand Identity
5. Values
6. Brand Promise
7. Brand Personality
8. Brand tone and manner
9. Specific examples of:
How to answer the phone
How to interact with a
member
Email signatures
Out of office messages
Font/typeface guidelines
Conversation stucture
Structure for doing their job
10. The employee
commitment
20. Create an Internal Brand Identity
• embraceRED – internal brand at Elements
Financial (Eli Lilly FCU)
21. Identify the business model and value
proposition
Elements Financial is an at-work, SEG-based,
financial wellness provider with a national
footprint helping members and their families
achieve financial wellness by providing
accessible products, services and financial
wellness education.
22. Brief History
• Elements was established over 80 years ago to
provide share and loan products to the
employees of Eli Lilly Company
• Major growth initiatives
– 2005 expanded their charter to include family
members of Eli Lilly employees…
– 2008 transitioned to a multiple common bond
– 2012 began the name change process
23. What is embraceRed?
It’s not what we do but how we do it
• Financial Wellness Experts provide a memorable service
experience that sets us apart from other financial
institutions
• Our guiding mantra:
– “Helping our members achieve financial Success
• Call to action
– Live embraceRED
– Be embraceRED
– Grow embraceRED
• Vision statements
– “Employer of Choice”
– Community Leader and Financial institution first sought by
its members for all of their financial needs.
24. Define the credit union values
• Trust
• Accountable – we will do what
we say we will do.
• Knowledgeable – we more
about financial wellness than
our member
• Excellence
• Service
• Innovative – we will continually
seek to innovative ways to help
our members with their life
journey.
• Inclusiveness – we value
diversity with the goal of serving
all stages of our member’s
financial life.
25. Clarify the Brand Purpose
Credit Union Example:
To intentionally serve our members with
the perfect balance of expert advice and
integrity so our service is seen as a clear
differentiator in our chosen markets.
27. Clarify Tone and Manner
How we communicate with others
• Nurturing
• Knowledgeable
• Friendly
• Without judgment
• Exciting
• Genuine
• Collaborative
28. Communication Standards
Answering Phones
• Individuals should answer the phone, “Thank
you for calling credit union. My name is
[insert first name], may I have your name
please? Thank you [insert their name as
given}; how may I assist you today?”
• At the completion of a call and after
confirming, “How else may I serve you
today?” be sure to add, “Thanks for choosing
credit union.”
29. Member Interaction
Member Interaction in person:
• “Welcome to credit union. My name is [insert
name]. How may I serve you today?”
• At the completion of a visit and after confirming,
“How else may I serve you today?” be sure to
add, “Thanks for choosing credit uniont.”
• The more casual and natural and frequent use of
our name, the better.
• In all human interaction, remember our Tone and
Manner guidelines: Nurturing, Knowledgeable,
Friendly, Without judgment, Exciting, Genuine
and Collaborative.
30. Email Signatures
• Your signature affects the tone of every email you
send.
• Suggest email body Font type – Calibri, Font size 11
• Suggest email signatures (Font Type – Calibri, Font Size
10)
• ---- EXAMPLE ----
Standard signature for employees. Toll-free and cell
number lines are optional.
Rich Jores |Marketing Manager
Credit Union
(555) 555-1172 x 3308 | rjores@cu.org
3333 Kenworthy St. Elsewhere, TX 75555 | www.cu.org
31. Don’t Forget
• Out of Office Messages
– 1. Dates of Your Absence. Let everyone know how long
you will be out of the office. It helps your contacts decide
what their next step will be; whether to wait for your
return or to direct their request elsewhere.
– 2. Who to Contact in Your Absence. Leave contact
information for at least one alternate contact while you
are out of the office.
• Email Typeface Consideration
– Typeface Guidelines
• Calibri 11pt
• Black font should be selected.
• Avoid using stationery designs and patterned backgrounds within
Outlook.
32. Structure Conversations
• We versus They
– As a first step to changing the conversation, every employee
must understand we are one team working in tandem to
build lifelong relationships, and ultimately, their success.
There is no “They”; only “We.”
• Relationships vs. Transactions
– Before opening any new account or beginning any new loan
process, it’s important that we learn what the member wants
to achieve to ensure the best product for their needs.
Transactions become secondary; the relationship is the
primary focus.
– Ask questions that show you care about the member before
you delve into the transaction or the process.
33. Structure how to do their job
We seek to understand before we seek to be understood
• Working for our members is the most important work we can do.
• Use active listening skills
• Ask clarifying questions by rephrasing and asking back
Understand the purpose of the transaction by asking.
Example 1:
• Member: “I would like to open a savings account.”
• MSR/Teller: “Great, I can open that savings account for you. Are you saving for
something special?”
• This query not only allows you to demonstrate you care for the member beyond
the transaction but can also be used to help you direct the member and their
saving’s strategy to the appropriate product.
Example 2:
• Member: “I would like to apply for a signature loan.”
• MSR/Teller: “Great, I can help you get started with that loan. Are you borrowing to
buy something or do you need some money to solve a short-term expense? We
have a couple of options for you. We will need to run a credit report, would it be
okay for us to take a minute to look it over and see if we can find a way to lend you
money for less interest?”
34. Getting Commitment
The Oath for Living – Talking – Doing: I promise to:
• Seek to understand before I seek to be understood.
• Diagnose the problem/request before I prescribe a solution.
• Proactively fulfill, to the best of my ability, any member’s request
accurately, professionally and with respect.
• Ensure the timely resolution of any member’s need and communicate the
outcome.
• Explore opportunities to exceed a member’s expectation that is beneficial
to both the member and FirstLight FCU.
• Protect the privacy, security and assets of our members and FirstLight.
• Promote teamwork, innovation and continuous learning.
Employee Signature Date
Witness Signature Date
35. Final 3 Steps to Branding you Culture
• Performance management and coaching to
the brand values, personality and promise
• Hiring to the brand personality and values
• Onboard to the brand and continuous train to
the brand
• Do as I do, not as I say
36. Performance management and coaching
• Make how an employee lives the brand
values, purpose and promise a staple of the
annual performance review process
– If an employee cannot live the Zappos brand
attributes they can leave at any time with 30 days
pay regardless of length of employment
37. Zappos Example
• Calls not timed –
PEC,
Personal
Emotional
Connection
• Thank you notes
and flowers
38. Hire to the Brand
• Every new hire or internal promotion or
reassignment must pass the percieved ability
of the candidate to live the brand values,
promise, purpose
– “We will only hire people that we’d like to go for a
drink with after work”
39. On Board and Train to the Brand
New and existing employees don’t typically
come to work to do things wrong. They do
wrong due to lack of training and lack of
awareness
40. Do as I Do, not just as I Say
• Do as I do, not as I say
– At Zappos every new hire, regardless of position,
title or role must spend 4 weeks on the telephone
– CEO and President COO have an open area desk
just like their admin assistant