CTG_Suning electric proposal 2010

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CTG is proposing an acquisition integration process to help SuNing Laser expand rapidly over the next 3 years by outsourcing its human resources functions such as recruitment, payroll, and training to an HR firm. CTG's approach involves diagnosing issues, developing a shared vision, gaining commitment to change, and establishing new systems and structures. CTG consultant Lionel Ma has experience leading training programs for many multinational companies and would specialize in areas like negotiation, coaching, leadership development, and customer service for the integration.

Acquisition Integration Processfor SuNing Proposal by CTGNovember 2010

Content Background Suggested approach CTG consultant – Lionel Ma

Background 1) 背景蘇宁鐳射現有23間分店, 在2010年尾會再擴張10間分店. 現有員工300人. 至2013年("三年計劃"), 將會擴張至50間分店. 而員工將會增至600-800人. 2) 目標為配合蘇宁鐳射的高速業務發展, 人力資源的配合是重要的一環. 希望能夠委託易才待理人力 (招聘, 租賃, payroll 和培訓等等) 3) 在港的勞資關係及相關法例的資訊

CTG Approach Diagnostic Shaping a Vision Mobilizing Commitment Making Change Last ,[object Object]

Clarify issues at all levels at the organization

Develop key constituents to invest in the change

Use teams to solve problems to create in commitment

The document discusses best practices in human resource operations for multinational companies. It states that HR operations like recruitment, training, performance management, and compensation play an important role in supporting business operations and goals for multinationals. Some key best practices identified include talent acquisition, training employees, providing healthcare and other benefits, developing internal HR skills, using new technologies, and maintaining good employee relations. Implementing the right HR strategies can help create an effective work environment and motivate employees to contribute to business success.

Nab

nab007

The document provides a summary of an individual's education and extensive experience in technology leadership roles within the financial services industry. It details positions held at various global financial institutions, including roles as CTO, CIO, and managing director. Responsibilities included developing technology strategy, managing large budgets and teams, implementing cost-saving initiatives, and transforming organizations through innovative use of technology.

PwC Msia Trf Strategy Service Statement Sept 2012

Naresh Alagan

This document from PwC discusses transformational strategy and how they can help organizations through transformation journeys. It provides an overview of the challenges modern organizations face and how carefully calibrated transformation strategies are needed. PwC offers services to help organizations formulate, validate, and implement strategies from developing business cases to strategic planning to change management. The document includes examples of work PwC has done with clients and profiles some of PwC's team members with relevant experience.

Mb0045 summer 2014

Rajesh Kumar Singh

The document is an assignment for a financial management course covering several topics: 1) It discusses TCS being named India's most admired company and the criteria used to evaluate companies like corporate governance, financial soundness, and talent management. It asks how HR and finance department interaction helps achieve skills and if TCS prefers profit or wealth maximization. 2) It presents two investment scenarios asking if an investor should buy a share and what the price of a bond should be given required rates of return. 3) It asks about the effect of corporate capital structures on the economy, appropriate debt to equity ratios, and theories relating financial leverage to firm value. 4) It discusses HPCL implementing an online capital

HUMAN RESOURCE PLANNING

FRISHA

The document provides an overview of Virtela India Pvt. Ltd, including: - Virtela is a global managed network, security and cloud services provider serving mid-market and Fortune 500 customers. - It offers services such as MPLS and VPN networks, security, remote infrastructure management and application acceleration through partnerships with over 500 carriers in over 190 countries. - Virtela provides expert IT infrastructure design, implementation, monitoring and management to connect customers' offices globally, secure their networks and applications, improve application performance, and manage their infrastructure.

Managing And Leading Telecommuters In The 21St Century

Amanda Brady

This document discusses managing and leading telecommuters in the 21st century. It notes that telecommuting has become more viable for organizations due to rising costs of facilities, fuel, and recruiting regionally. Telecommuting allows organizations to avoid these high costs while still accessing talent globally. The document reviews definitions of telecommuting and discusses how it is changing organizational structures and policies. It also notes that telecommuting appeals to workers by offering flexibility and freedom.

Maryland technology consultants case study.pdf maryland tec

ADDY50

Maryland Technology Consultants (MTC) is an IT consulting firm seeking to improve its hiring process to support growth goals. Currently hiring is manual and inefficient. MTC expects to win contracts requiring hiring 75 consultants quickly. Leadership interviews identify needs for an applicant tracking system to automate hiring, reduce time-to-hire, and support global expansion. The Director of HR and recruiting staff see an urgent need for a solution to handle increased volume and improve service levels. Leadership wants a cost-effective SaaS solution compatible with existing systems that improves security and mobility.

2 (Name) Human Resource Management II Recruitment and Selection (Author’s Name) (School Name) Table of Contents 3Executive summary 4Introduction 4Human Resource Management 5GTEC Background 5GTEC’s Concept of Human Resources Management 6GTEC Recruitment and Selection Strategies 6Job requirements and job analysis 7Recruitment and selection for a vacancy 71)Job Specification at GTEC 7Policy 7Best Practice 8Evaluation 82)Job advertisement 8Policy 8Best Practice 8Evaluation 93)Short listing 9Policy 9Best Practice 9Evaluation 94)Selection and Interview 10Policy 10Best Practice 10Evaluation 10Key Players in GTEC Recruitment and Selection and their Training 11Conclusions 12Recommendations 13References Appendix 1 Job Description Appendix 2 Job Centre Advert-Technical helpdesk Operator Appendix 3 Employment Contract Executive summary This report provides the analyses and evaluates the Recruitment and Selection process by the Human Resources Department of GTEC Distribution, a company that sells CCTVs and provide security system services. Presently GTEC Distribution has 30 employees. Human resource management deals with the management of people in order that the organisation will quickly and efficiently achieve its objectives. Under human resources management, the employees are the vital resources of the organisation and they all contribute in planning and strategic management. Under HRM, the process of strategic management makes efficient utilization of the talents and capabilities of all the organisation’s employees. Under GTEC’s concept of Human Resources Management, the HR department is a key factor in the continuous growth of the organization. It is also the belief of the company that the continued success of the organization is due to their good and effective employer/employee relationship. The company is small, so there are less hierarchy levels, making communications and fulfilment of tasks easier. The initial phases of recruitment at GTEC distribution is handled by a recruiting company. The policy of the company is to recruit the best talents from a pool of applicants. The job specifications are therefore written precisely, so individuals can be matched with the requirements of specific jobs. GTEC advertises their job vacancies and let the recruitment company receive the responses. Only the CVs of those people who qualify are sent to GTEC. The short-listed candidates are then evaluated by the HR Department of GTEC and those that best meet the qualification are chose for the interview. Generally, the company follows the best practices, as the HR personnel are highly trained people and the company sends them to seminars and conferences to update and upgrade their knowledge. In the hiring process, the HR Department collaborates with the Head of the Department in need of new personnel for the technical know-how aspects of the interview. For a small company, GTEC Distribution is doing very well, and is looking forward to more product.

Maryland Technology Consultants is a fictitious company create.docx

tienboileau

Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study. MTC Case Study 11/23/2019 Ver. 1 1 Maryland Technology Consultants, Inc. Maryland Technology Consultants (MTC) is a successful Information Technology consulting firm that utilizes proven IT and management methodologies to achieve measurable results for its customers. Its customer base includes small to mid-tier businesses, non-profit organizations and governmental agencies at the local, state and federal levels. MTC feels strongly that its success is dependent on the combination of the talent of its IT consultants in the areas of, Business Process Consulting, IT Consulting and IT Outsourcing Consulting and their ability to deliver truly extraordinary results to their clients. Corporate Profile Corporate Name: Maryland Technology Consultants, Inc. Founded: May 2008 Headquarters: Baltimore, Maryland Satellite Locations: Herndon, Virginia; Bethesda, Maryland Number of Employees: 450 Total Annual Gross Revenue: $95,000,000 President and Chief Executive Officer (CEO): Samuel Johnson Business Areas MTC provides consulting services in the following areas: • Business Process Consulting - Business process redesign, process improvement, and best practices • IT Consulting - IT strategy, analysis, planning, system development, implementation, and network support • IT Outsourcing Consulting – Requirements analysis; vendor evaluation, due diligence, selection and performance management; Service Level Agreements Business Strategy MTC's business strategy is to provide extraordinary consulting services and recommendations to its customers by employing highly skilled consultants and staying abreast of new business concepts and technology and/or developing new business concepts and best practices of its own. Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study. MTC Case Study 11/23/2019 Ver. 1 2 Excerpt from the MTC Strategic Business Plan While the complete strategic plan touches on many areas, below is an excerpt from MTC’s latest Strategic Business Plan that identifies a few of MTC's Goals. Goal 1: Increase MTC Business Development by winning new contracts in the areas of IT consulting. Goal 2: Build a cadre of consultants internationally to provide remote research and analysis support to MTC’s onsite teams in the U. S. Goal 3: Continue to increase MTC’s ability to quickly provide high quality consultants to awarded contracts to best serve the clients’ needs. Goal 4: Increase MTC’s competitive advantage in the IT consulting marketplace by increasing its reputation for having IT consultants who are highly skilled in leading edge technologies and innovative solutions for its clients. Current Business Environment MTC provides consultants on-site to work with its cli.

Maryland Technology Consultants is a fictitious company create.docx

jessiehampson

Maryland Technology Consultants is a fictitious company create.docx

endawalling

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(mini) China Financial IT Resourcing - Finance Tech Forum Jul 2010

ANZ

China has a large financial services industry and labor force but faces shortages of financial IT professionals. There is an estimated shortage of 100,000 such professionals in Shanghai alone. While China graduates large numbers of students each year, industry-specific skills training has not kept up with demand. Developing captives or partnering with outsourcing firms and universities can help financial institutions build up their pools of skilled financial IT talent over time through training programs. Regardless of the approach taken, companies need a strong human resources strategy to develop the capabilities required for their needs.

Fast future the Future of HR Whitepaper

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The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends. A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority. Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the

Intelligent Automation & RPA Change Management Checklist

Elizabeth Mixson

When new technologies like RPA, IA, and cognitive technologies are introduced, organizations face resistance to change. This document provides a checklist of best practices for effective change management based on lessons from speakers at an Intelligent Automation conference. It emphasizes assessing readiness, aligning strategies, appointing change champions, using cross-functional committees, establishing governance, training employees on new roles, being transparent about staffing changes, and developing a long-term vision for ongoing change. Key challenges discussed include defining new metrics and ensuring flexibility for IT changes.

A fresh project management perspective - from 2011 - RICS Article

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Mission statement To help our clients and our people excel. We ar.docx

altheaboyer

Mission statement: To help our clients and our people excel. We are one of the lead business advisory organisations Vision statement: To be the standard of excellence, first choice of all the most sort after clients and talent Core values: 1. Commitment to each other 2. Integrity 3. Outstanding value to clients 4. Strength from cultural diversity Our Aims · Greater employee relationships and engagement · Use technology to have a more fluid workplace across country lines and domestic locations · Increase standard of employee productivity Aim 1 – greater employee relationships and engagement · Key objectives – raise the culture of inclusivity, diversity and equality; more in-depth and larger relationships built in the company across departments and levels of management · Indicative measures of success – Increased diversity profile of staff promoted into senior roles, more cross department collaborations, turnover rates Aim 2 – create a borderless organisation · Key objectives – use technology to have a more fluid workplace across country lines and domestic locations, offices in more countries, one interconnected system of telecoms · Indicative measures of success - more acquisitions and mergers, new markets are entered, more collaboration across cities and continents Aim 3 – Increase standard of employee productivity · Key objectives – develop a clear understanding of what high performance is to each department, clear approach to identification and development of talent · Indicative measures of success - Turnover rates, number of internal promotions Introduction There are many trends that are conspiring in the world of work, that will directly affect individuals, organisations and institutions. The different types of trends that are occurring are distribution of population, social changes, service sector increase, technology and more generational diversity in the workplace. We currently live in a world where technology and its applications move at a very fast pace and this can have both adverse and positive impacts on society and the economy. For example, allowing new industries and markets to emerge or causing industries to become obsolete. To thrive in such a world and lead in the markets, individuals and services must innovate equally to maintain pace to prevent replacement in such a market. This is especially true for the service industry, where processes have been streamlined and become more efficient due to technological advancement. The bigger the company, the more impact the ever-changing technological landscape will have on business affairs and Deloitte are a very good example of this. To ensure that the strategies enforced by the company are in line with their goals, the implications that are faced must be identified and addressed both from organisational and individual perspectives. Individuals may face increased use of technology leading to lack of interpersonal skills, reduction in jobs, inequality, ali ...

CTT Profile.pdf

Daniel Cotti

CTT provides consultancy services in global trade finance and transaction banking. It excels in thought leadership, industry expertise, and business insights. Daniel Cotti has over 30 years of experience in trade finance and transaction services at major banks. CTT assists clients in developing strategies, optimizing talent, managing business execution, and providing leadership in vision, people management, and change management. It draws on expertise across these areas to deliver tangible results to stakeholders in the transaction banking industry.

Bohlander15e ch01

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Nigarish raihan

This document provides guidance on workforce planning practices. It begins by introducing workforce planning and explaining why it is important for organizations to engage in strategic workforce planning. It then covers understanding the organization and external environment, analyzing the current and potential workforce, determining future workforce needs, identifying workforce gaps, addressing gaps, and monitoring progress. The document emphasizes that workforce planning is an iterative process and provides examples of how different organizations have implemented workforce planning.

Skills Strategies for a Strong, Sustainable and Balanced World of Work

TeamLease Services Limited

The document discusses factors driving changes in the world of work such as technological progress, digital transformation, talent crunch, and rise of the gig economy. It analyzes existing skill gaps in India, noting that around half of Indian youth are unemployable and there is a mismatch between the skills workers possess and what employers require. The document advocates for skill development strategies, highlighting advantages such as benefits to businesses through increased productivity and competitiveness, and benefits to society through economic growth and employment opportunities. It provides guidance for CHROs on developing forward-looking skills strategies, including conducting a skills audit, developing an upskilling program, and measuring the success of the program.

Brian Johnson Curriculum Vitae March 2016

Brian Johnson

Brian Johnson has over 18 years of experience in operational service delivery, change management, and transformation. He has held several roles managing service transitions, deployments, and change programs for companies such as Vitality Health & Life, Point to Point, Virgin Atlantic, Thales, Reliance, RSA, Airwave Solutions, and Sony. His experience includes managing service transitions, vendor relationships, program delivery, and ensuring smooth operational handovers of new or changed services.

Kamal Osman Jamjoom Group LLC Transforms Performance Management System With O...

5onlinelearning

5 Adapt and Rejuvenate Agile and Learning Organizationsi.docx

troutmanboris

5 Adapt and Rejuvenate: Agile and Learning Organizations iStock/Rawpixel Ltd/Thinkstock Learning Objectives After reading this chapter, you should be able to do the following: 1. Analyze key traits of successful change leaders. 2. Describe how agile organizations approach change compared to traditional ones. 3. Examine the characteristics, levels, and principles of learning organizations. 4. Explain the relationship between learning and change in organizations, the process a company goes through to become a learning organization, and the importance of leadership. 5. Summarize the mind-set that both agile and learning organizations must have in the 21st century. wei82650_05_c05_207-248.indd 207 12/15/15 9:46 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. Introduction Change is the status quo. Companies the world over realize that success depends on their ability to respond to new opportunities and threats as they emerge, and to keep rethinking their strategies, structures, and tactics to gain ephemeral competitive advantages. —Perry Keenan, Stephanie Mingardon, Harold Sirkin, and Jennifer Tankersley Pretest Questions 1. True/False: The traditional leadership traits of decisiveness and composure continue to rank high in current change leadership models. 2. True/False: Agile organizations tend to have a high tolerance for failure. 3. True/False: A learning organization is holistic, which means it considers how the entire industry and business market contribute to its specific goals. 4. True/False: Learning organizations respond well to market swings because they can bring in outside marketing experts to advise them on how to react. 5. True/False: In the 21st century, both agile and learning organizations must accept that change demands doing things differently. 6. True/False: Tension can actually be a source of energy and renewal for a learning organization. Hyundai’s current successes may be surprising to those who know its past. The Korean automotive company has shed its former image of producing low-quality, “me-too” vehicles— and the experience of suffering a near collapse in sales in 1998—and replaced it with that of a $66 billion company that controls 5% of the market today (Holstein, 2013). The company’s cars have vastly improved and are moving to the top of the list in quality: J. D. Power and Associates ranked Kia (owned by Hyundai) as number two, behind Porsche, and Hyundai as number four, behind Jaguar (Levin, 2015). This change happened by design, not by chance. Hyundai’s skills in design, product launch, and consumer awareness are credited to its recently implemented product management model. The company’s overall success is attributed to the fact that it has focused leadership; a dynamic culture; competitive strategies; high-quality products; innovative design; operational excellence; shrewd marketing; and an empowere.

talking-about-the-people-side-of-ma

Ryan Shatzer

The document discusses a roundtable meeting hosted by PwC that was attended by representatives from major technology companies. The roundtable focused on discussing strategies for integrating and engaging human capital after mergers and acquisitions. Key topics discussed included building effective integration teams with HR representation, retaining pivotal talent through retention plans and bonuses, and understanding and aligning separate corporate cultures post-acquisition. Attendees shared best practices for managing the integration process and retaining employees, and discussed the importance of HR involvement in integration planning and the challenges of cultural differences between acquiring and acquired companies.

Mercer_Building_Talent_Acquisition_Excellence

Shufang Yeo

The document discusses how new market realities are disrupting talent acquisition and driving new requirements. It introduces a five-level talent acquisition maturity model and framework to help companies advance their talent acquisition strategies and processes. The framework includes components for strategy, enablers, infrastructure, governance, and core processes. Case studies are provided on using technology to improve the candidate experience and leveraging workforce analytics.

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