We work with CHRO's to develop an HR Strategy & Execution Roadmap . This brochure describes our methodology and approach at a very hight level. Should you be interested to know more about it , do write to niladri.roy@tatransform.com
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
Strategic Human Resource Planning PowerPoint Presentation Slides SlideTeam
Workforce planning is essential for high performing organizations, our Strategic Human Resource Planning PowerPoint Presentation Slides enable you to align your workforce requirements with your business goals. With the help of this sample deck, you can showcase strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget, etc. Structure human resource plan with this content ready strategic HRM planning PPT visuals. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Get a clear idea about the HRM process. Download the strategic human resource management plan in just a few seconds. Deliver an effective presentation and explain your points more efficiently. Pamper yourself with our Strategic Human Resource Planning Powerpoint Presentation Slides. They will rejuvenate your thoughts.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
Strategic Human Resource Planning PowerPoint Presentation Slides SlideTeam
Workforce planning is essential for high performing organizations, our Strategic Human Resource Planning PowerPoint Presentation Slides enable you to align your workforce requirements with your business goals. With the help of this sample deck, you can showcase strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget, etc. Structure human resource plan with this content ready strategic HRM planning PPT visuals. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Get a clear idea about the HRM process. Download the strategic human resource management plan in just a few seconds. Deliver an effective presentation and explain your points more efficiently. Pamper yourself with our Strategic Human Resource Planning Powerpoint Presentation Slides. They will rejuvenate your thoughts.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
Social media are becoming a force to be reckoned with, also in HR. But before you think of diving in head first, be warned: being social successfully isn’t just about getting a profile set up and sharing a few links. If you really want a return on your invested time and efforts, you need to know how you’ll fit social media into your employer branding and recruitment strategy. As luck might have it (or is it foresight), our amazing social media roadmap covers all of your information needs:
- a step-by-step plan to get your social media activities on track
- practical advice with every step that is sure to fit your organization
- and all in an accessible, visual infographic
Erin Daruszka, Director, Human Capital Consulting, TriNet
Join the HR experts to learn about the latest hiring statistics and trends, how top organizations find top talent, how to drive employee productivity and motivation to meet organizational goals, and what it will take to retain the best talent.
Wouldn't it be great if no one could argue with your roadmap? Wouldn't it just rock if you could cut through the endless debates and circular arguments, get to consensus, and just execute?
I'm Bruce McCarthy, Founder and Chief Product Person at UpUp Labs. In 20 years as a product person, I've built a roadmapping methodology on 7 pillars:
* Strategic Goals
* Generate Ideas
* Objective Prioritization
* Shuttle Diplomacy
* Benefit-oriented Themes
* Appropriate Format & Cadence
* Punctuated Equilibrium
At last year's ProductCamp, my standing-room-only session on prioritization was a huge hit with product people. This year I've focused on translating your priorities into a roadmap that will inspire your whole team to buy-in, stick with it, and over-deliver.
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Fpt's human resource strategies in 2009 (a look back)Vu Hung Nguyen
FYI a good slide about HR strategy by Mr. Dat, Head of HR in FPT since 2007. Some points:
- FPT has HR management systems (such as PeopleSoft)
- FPT has short, middle and long term plan about HR (< 1 year, 1-2 years, 2-5 years)
- They define, design and execute HR functions
- Some functional groups: recruiment, learning/training/dev. and staff managements
- They have basic design and principles per se
- 5 strategies, 9 action programmes defined at group level
ref. http://www.slideshare.net/johnfkenedy/hr-strategy-fpt
This presentation contain the detail about Human resource management & strategy. And the stages of strategic management. Principles of labour legislation. Strategy Formulation Process etc..
HR Strategy: It's Easier Than You ThinkBen Eubanks
This presentation is a look into strategic HR and some of the core elements of how it connects to business goals and objectives.
I deliver this presentation for HR groups and SHRM chapters across the country. Interested? Contact ben@upstarthr.com
BUSI 4940.001 Summer 5 Week 1 Class 1 Welcome.docxhumphrieskalyn
BUSI 4940.001 Summer 5 Week 1
Class 1: Welcome to our class!
1
A tough, challenging course
But so is management…and LIFE!
Identify and address strategic issues
Ambiguous, complex real-world issues
“Choice”, not solutions and answers
Five broad objectives:
Think – integrate; open; synthesis
Process – organized analysis & argument
Tools - mechanics
Communication – written/verbal
Teams – leverage for benefit; handle diversity
Not everyone wants to get into Management
General Overview
Name
Major
Something interesting -some suggestions----
about your work e.g. “I’m a bungee-jumping cord tester…”
About your family/home e.g. “I have 3 pet iguanas and 1 kangaroo”
About your hobbies/interests e.g. “I invented the internet.”
Syllabus
Blackboard Learn
Clickers – set up/test
CHANNEL 61
I’ve used clickers before
Yes
No
What’s a clicker?
I aspire to a management career
Yes
No
Not sure yet
Definition
A concrete expression of how an organization intends to compete and win in the marketplace
Strategy expressed in terms of
Goals
Product Focus and Market Focus
Value Proposition
Core Activities
What is Strategy?
Note the rising levels of risk, investment, uncertainty of implications, and time-frames as you move down the list below . . .
Choosing a cereal for breakfast
Making a withdrawal at the ATM
Purchasing an iPad
Purchasing a car
Sun-bathing
Getting an education
Being Strategic
They involve major investments
They have long-term implications, often in multiple areas
They often involve high levels of risk/uncertainty
The Nature of Strategic Actions
Remember that any action can be viewed as being strategic, depending on your frame of reference.
In the business context, your challenge is to think like the CEO, President or, General Manager of the organization, not as a VP of a functional area like Finance Marketing, Human Capital, etc. . . . ., and delineate those actions that are truly “strategic” from those that are “functional.”
The Nature of Strategic Actions
https://www.youtube.com/watch?v=Q96pCI8aOQQ
Which of these actions typically involve “strategic” decisions
for an organization?
Altering the products/services offered by the organization
Altering the markets serviced by the organization
Altering the way the organization creates value for its customers
Streamlining customer-service procedures
Increasing the size of the sales-force
Improving payment terms with buyers.
Switching to a different ERP-platform provider
Hiring a new marketing manager
On Being Strategic . . .
Which of these actions typically involve “strategic” decisions
for an organization?
Altering the products/services offered by the organization
Altering the markets serviced by the organization
Altering the way the organization creates value for its customers
Streamlining customer-service procedures
Increasing the size of the sales-force
Improving payment terms with buyers.
Switching to a different ERP ...
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Scott droney - strategic planning and strategic managementScott Droney
Scott Droney is provide financial services spectrum as well as data processing and managing segments. Since most of its financial services were retail focused, the need to build scale and skill in the transaction processing domain became imperative.
The journey from random to strategic business development activities/strategies starts with the understanding of your peculiar Business Development Space and the possibilities therein. This presentation is the first in a series. It enables you evaluate your Business Development Space and what you can do with it.
8 Research on Enterprise Development Stage and Performance Evaluation Index.pdfijtsrd
Performance evaluation indicators are a means to measure the business results of enterprises. Through the comparative study of indicators, we can find the business gap, accurately find the defects of enterprise management, and gradually adjust and improve the enterprise strategy. Enterprises have different operating characteristics in different life cycles and face different competitive environments. Therefore, according to the sequence of different development stages of enterprises, this paper will think about how to choose performance evaluation indicators in different periods and under different strategic backgrounds. Gao Xinyi | Zhang Yulin "Research on Enterprise Development Stage and Performance Evaluation Index" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-1 , December 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47721.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/47721/research-on-enterprise-development-stage-and-performance-evaluation-index/gao-xinyi
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Sm 11 part_03_03
Strategic Management course version 11
Strategic management in any organization is important as it provides overall direction by developing plans and policies designed to achieve objectives and then allocating resources to implement the plans.
Videos on YouTube:
video 01
https://youtu.be/alh6O6Q_9sc
video 02
https://youtu.be/b2UwGeOTEX0
video 03
https://youtu.be/R7K0W3yinLo
1
6
Researching Marketing QuestionsMKT/571
2017
Researching Marketing Questions
Part 1: Marketing Report Memorandum
MEMORANDUM
To: John Mullin (Senior Vice President (SVP) of Marketing)
From: (Marketing Analyst)
Date: 2017
Re: Researching Marketing Questions
This memo summarizes the data provided in the business growth overview datasheets comparing 2016 vs. 2015 revenue data. Data information breakdown covers the four primary areas of revenue increase and decreases, revenue trends, revenue growth insights, and marketing goals and strategies analysis.
Revenue Increase and Decrease
There were revenue increases in all categories and a few decreases to mention also about the business growth. Within the datasheet global breakout was an increase across the board. Domestic produce significantly higher revenue over International, but International is mentionable for increasing strongly with over 10% within semiannual, quarterly and monthly categories. Within the customer rank category, there is a total increase, except for the category of non-coded. Although acquiring arose over expanding and retaining as far as daily revenue, total revenue ranking is expanding, retaining and then acquiring.
Customer class has year to date (YTD) increases but some decreases in the quarter to date and month to date (MTD). Commercial, Industrial Labs, Resell - Industrial Hygiene, and education show decreases within the quarter to date and MTD sales and gross profit (GP) but do come out with revenue increases within YTD. ABC Corporation is the revenue leader within the top customers. Delta Appliance is the third-ranking top customer; although, they have had a slip over the last year with the largest of 164% decrease of monthly GP, 21% quarterly sales decrease, and almost $2,000 YTD daily revenue loss (UOP, 2017).
Revenue Trends
Revenue within the YTD is an increase except for Delta Appliance, so it is perceived that increase is a trend and a good trend at that. However, Delta Appliance shows a revenue decrease not just in YTD but also quarter to date and MTD indicating a continual downward decline in revenue growth, profit, and sales which are a definite revenue loss trend. There is also a sales and GP percentage decrease trend within MTD for various top customers. Good news is upward revenue increase trends are evident within global breakout and customer rank with some MTD slippage from customer class, but not a noteworthy widespread trend.
Businesses must emplace a focus on trends, root-causes, and systemic issues to ensure continued growth in revenue. “It should set up a marketing intelligence system to track trends and important developments and any related opportunities and threats” (Kotler, P.T. & Keller, K.L., 2016, pg. 49).
Revenue Growth Insights
Moving forward with revenue growth and reversing the declining areas with without a doubt need established objectives. Creating realistic objectives will enable the business to reach desir ...
Introduction to a leading boutique consulting firm based out of Mumbai and Delhi , India . Lead by marquee professionals , the firm partners clients in their transformation journey .
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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2. 6 Step Approach : Overview
Re-examines the role of HR
function in the context of
Business Strategy 20XX
5
HR Strategic Insights
2
Diagnose the Business Strategy
Integrates the conceptual
understanding with the choices
that the Business is likely to
make to enable its 20XX
aspirations
3
Organization Analysis
Identifies capabilities ,
mind-sets , processes
which would enable/limit
the business to deliver its
Business Strategy 20XX
4
Integrating Steps (1-3)
6
The HR Big Moves
Identifies the Top 3-5 Big
bets of HR
1
Conceptually examine the
Linkages between Business
& HR Strategy
Answers the question “ How HR
Impacts business results
3. Step 1 : Business and HR Strategy Linkages
52
3
4
6
1
Conceptually examine
the Linkages between
Business & HR Strategy
Answers the question “ How HR Impacts
business results
4. Customer & Key Accounts
Management Strategy
Business Results and HR Linkages : Manufacturing
What is evident
and gets
measured in the
business at
various levels
Turnover/Revenue Production Volume Cost of Manufacture
Pricing
Premium(VAP)
Product Mix
Geo Mix
Capital Expenditure
Market Share
Capacity Utilization
Plant Mix
RM Source Mix/
Securitisation
Conversion Efficiencies /
Operating Efficiencies
Productivity- Assets
Productivity-Manpower
Green Field/Brown Field
Improvement &
Maintenance Capex
New Product Development/
Innovation
What causes the
results to
happen
Operations /Technology
Strategy R&D Strategy
Financing Strategy
HR Strategy
SCM Strategy
Direct Impact
In-Direct Impact
5. Service Delivery Model/Strategy
Business Results and HR Linkages : Services
What is evident
and gets
measured in the
business at
various levels
Turnover/Revenue Distribution Channels Cost to Serve
Pricing
Premium (VAP)
Product Mix
Geo Mix
Capital Expenditure
Market Share
Channel Mix
Channel Partners
Service “Interface” Costs
Back Office Costs
Logistics Costs
Marketing, Branding,
Promotion Costs
Channel Capex
Distribution Capex
Technology Investments
What causes the
results to
happen
Operations /Technology
Strategy
Brand Strategy
Financing Strategy
HR Strategy
Customer Engagement
Model
Direct Impact
In-Direct Impact
6. Step 2 : Understanding the Business Strategy
52
Diagnose the Business
Strategy
Integrates the conceptual
understanding with the choices
that the Business is likely to
make to enable its 20XX
aspirations
3
4
6
1
7. Business Strategy 20XX Diagnostic
Objective : Qualitatively understand the Business Strategy 20XX
Key Outputs
a) Identify “Strategic Choices” the business has made/likely going to make to achieve
its Vision 20XX
a) This can be done through a “structured questionnaire” /interview with the
Business Head and or respective CXO’s /Corporate Function Heads as the
case maybe
8. Business Strategy 20XX Diagnostic (Illustrative Questions)
Manufacturing Sector
1. What is the Estimated Market Share going to be in 2020 ,
and what is the YOY CAGR
2. What is going to be the Revenue mix between Old and New
Products ( Commodity vs VAP )
1. What % of revenues will come from new markets /
geographies
3. What is the Capacity build up plan like ( Green field, brown
field expansions ) , what are the key assumptions made for
new plants to produce commercially
4. What % of growth has been assumed to be inorganic
5. What is the anticipated Gross Margin Growth YOY , what
strategies are being devised to retain/increase margins
6. What are the strategies to secure critical raw material /
feedstock
7. What are the major changes anticipated in the regulatory
environment
8. How will new Projects/Expansions be funded ( Borrowals
vs Internal Accruals )
Services Sector
1. What is the Estimated Market Share going to be in 2020 ,
and what is the YOY CAGR
2. What is going to be the Revenue mix between Old and New
Products ( Commodity vs VAP )
1. What % of revenues will come from new markets /
geographies
3. What is going to be the Distribution Strategy, what new
channels , distribution models are being explored
4. What % of growth has been assumed to be inorganic
5. What is going to be the Technology focus ( IT, Digital
Enablement) and its likely impact on productivity
6. What is the Service Delivery Model going to be , what is
going to change , what will remain same
7. What is are the material regulatory changes that are
anticipated and how is it going to impact the product/service
offerings
Illustrative
, w
ill be
custom
ised
for the
client
9. Step 3: Organization Analysis
52
3
Organization Analysis
Identifies capabilities ,
mind-sets , processes
which would enable/limit
the business to deliver
its Business Strategy
20XX
4
6
1
10. Organization Analysis
This Section has 4 parts
1.Organization Capabilities 2. Workforce Trends 3. Employee
Feedback
4. Leadership
Expectations
The context of Organization Analysis is the Business Strategy 20XX .
While doing this exercise , the CHRO’s need to continuously ask the question “ What
are the capabilities , mind-sets , processes/innovation excellence that are required to
deliver on the Strategy . Hence this is NOT an AS-IS assessment
12. Integrating Step
Chapter Key Question The Process Output /Insight
Generated
HR Linkages to
Business Results
How “could” HR
impact Business
Results?
Used a conceptual
model to draw out the
linkages ( Page 4)
The HR linkages
to Business
Strategy
(Conceptual
understanding)
Business Strategy
20XX
What choices will the
Business make to
deliver its Business
Strategy 20XX?
Interviews ,
Document Review ,
Understanding of key
assumptions
The priorities and
milestones of the
Business Strategy
20XX
Organizational
Analysis
How ready is the
business today to
meet its goals for
20XX?
Assessed all the “soft”
( people, cultural,
capability) dimensions
of the Strategy
Insights on the
Organizational
factors that aid or
impede the
Business Strategy
13. Step 5 : HR Strategic Insights
Re-examines the role of
HR function in the
context of Business
Strategy 20XX
5
HR Strategic Insights
2
3
4
6
1
14. Step 6 : HR Big Moves
52
3
4
6
1
6
The HR Big Moves
Identifies the Top 3-5 Big
bets of HR