This document provides an overview of GIBS Business School's Process Audit for Continued Excellence (PACE) framework. Some key points:
- PACE is intended to reinforce GIBS' core values and enable continuous process improvement and innovation through regular audits.
- The core values are encapsulated in the acronym QUEST, which stands for Quality, Urge for Outcomes, Energy/Enthusiasm, Student-centric approach, and Timely Execution.
- Various departments like Admissions, Academics, Placements, etc. are aligned to students' learning journey from talent acquisition to transformation to fulfillment.
- GIBS' unique offerings include its In-house Innovation Management
The document describes an organization that provides online learning programs for employees. The programs are designed to be convenient, cost-effective, and produce measurable performance improvements. They utilize synchronous learning technology, are tailored to clients' schedules and needs, and are based on principles of adult learning. The programs focus on practical tools to impact individual and organizational performance. The organization evaluates programs' effects on learning, application of skills, and business results. Their goal is to help clients develop their workforce and align employee efforts with strategic goals.
Ruth Dollen Presentation by Safaraz Ali 16.08.2022.pptxThe Pathway Group
This document provides an overview of The Pathway Group, including its organizational structure, staffing updates, vacancies, events, social media presence, and areas of focus for improvement. It discusses the group's vision, mission, and journey. Appendices provide more details on its vision/mission and history. The document aims to inform stakeholders of The Pathway Group's current state and strategic priorities.
The document provides information about the Bachelor of Business Management (BBM) degree program offered by the Indian Institute of Business Studies (IIBS). It outlines the course content and structure for the first two years, which includes core subjects like language, English, accounting, and finance. It also describes the institution's vision of providing industry-relevant education through a professional faculty and new-generation teaching methods. Students gain skills in critical thinking, decision-making, and case study analysis to enhance their employability.
- The document is a resume for GEO P. P that outlines his 14 years of experience in teaching, training, and quality improvement projects.
- He has held roles such as department head, senior manager, and manager where he led projects in industries like insurance, healthcare, and life insurance to improve processes, increase revenues, and reduce costs.
- His skills include leadership, communication, analytics, teaching, and a thorough understanding of quality improvement methodologies like Six Sigma and Lean.
- He has numerous certifications in areas like Lean Six Sigma, project management, and business processes and has successfully led over 90 projects.
TwentyEighty Strategy Execution Course CatalogRutik Shah
This document provides information on project management courses offered by TwentyEighty Strategy Execution, including course descriptions, requirements for certificates, and delivery methods. It highlights the foundational "Managing Projects" course, which provides a comprehensive introduction to project management principles and techniques. Certificates in areas such as project management, IT project management, and project management with an IT concentration are described. Courses can be taken online or in a virtual instructor-led format to suit different learning needs.
The document outlines the human resource strategy and goals for a company. It identifies four strategic drivers: 1) providing tools and processes for understanding talent pipeline demands, 2) identifying capability barriers to success, 3) establishing assessment and development processes to ensure the right skills are in place, and 4) establishing an aligned people development agenda. Key performance indicators are established to measure progress on goals related to each strategic driver, such as percentage of openings filled using succession planning and percentage of employees participating in training programs and performance reviews.
Check our 2016 program directory!
For more information check in our website.
Productivity programs: http://greenbookslearning.com/programs/productivity
Communication programs: http://greenbookslearning.com/programs/communication
Training evaluation programs: http://greenbookslearning.com/programs/training-evaluation
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
The document describes an organization that provides online learning programs for employees. The programs are designed to be convenient, cost-effective, and produce measurable performance improvements. They utilize synchronous learning technology, are tailored to clients' schedules and needs, and are based on principles of adult learning. The programs focus on practical tools to impact individual and organizational performance. The organization evaluates programs' effects on learning, application of skills, and business results. Their goal is to help clients develop their workforce and align employee efforts with strategic goals.
Ruth Dollen Presentation by Safaraz Ali 16.08.2022.pptxThe Pathway Group
This document provides an overview of The Pathway Group, including its organizational structure, staffing updates, vacancies, events, social media presence, and areas of focus for improvement. It discusses the group's vision, mission, and journey. Appendices provide more details on its vision/mission and history. The document aims to inform stakeholders of The Pathway Group's current state and strategic priorities.
The document provides information about the Bachelor of Business Management (BBM) degree program offered by the Indian Institute of Business Studies (IIBS). It outlines the course content and structure for the first two years, which includes core subjects like language, English, accounting, and finance. It also describes the institution's vision of providing industry-relevant education through a professional faculty and new-generation teaching methods. Students gain skills in critical thinking, decision-making, and case study analysis to enhance their employability.
- The document is a resume for GEO P. P that outlines his 14 years of experience in teaching, training, and quality improvement projects.
- He has held roles such as department head, senior manager, and manager where he led projects in industries like insurance, healthcare, and life insurance to improve processes, increase revenues, and reduce costs.
- His skills include leadership, communication, analytics, teaching, and a thorough understanding of quality improvement methodologies like Six Sigma and Lean.
- He has numerous certifications in areas like Lean Six Sigma, project management, and business processes and has successfully led over 90 projects.
TwentyEighty Strategy Execution Course CatalogRutik Shah
This document provides information on project management courses offered by TwentyEighty Strategy Execution, including course descriptions, requirements for certificates, and delivery methods. It highlights the foundational "Managing Projects" course, which provides a comprehensive introduction to project management principles and techniques. Certificates in areas such as project management, IT project management, and project management with an IT concentration are described. Courses can be taken online or in a virtual instructor-led format to suit different learning needs.
The document outlines the human resource strategy and goals for a company. It identifies four strategic drivers: 1) providing tools and processes for understanding talent pipeline demands, 2) identifying capability barriers to success, 3) establishing assessment and development processes to ensure the right skills are in place, and 4) establishing an aligned people development agenda. Key performance indicators are established to measure progress on goals related to each strategic driver, such as percentage of openings filled using succession planning and percentage of employees participating in training programs and performance reviews.
Check our 2016 program directory!
For more information check in our website.
Productivity programs: http://greenbookslearning.com/programs/productivity
Communication programs: http://greenbookslearning.com/programs/communication
Training evaluation programs: http://greenbookslearning.com/programs/training-evaluation
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
The document discusses how the Building Services Authority (BSA) in Queensland, Australia links learning and development strategies to business success through calculating return on investment (ROI). BSA uses a 5-level evaluation model to measure ROI, with the highest levels assessing impact on business outcomes. BSA has achieved national recognition for its learning initiatives that develop leadership, relationship management, and organizational capabilities. BSA's approach aligns learning with its corporate direction in a fun environment and calculates an estimated ROI for various programs, with some like mediation skills training achieving savings of $1.89 million over 2 years. Moving forward, BSA aims to further measure specific program contributions to business objectives.
The document summarizes Zinfra Group's efforts to invest in developing their workforce. It discusses:
1) Zinfra Group's strategic focus on shaping a values-driven, high-performing culture through leadership development, talent management, and building performance-oriented work models.
2) The development of an integrated approach to talent management, including competency frameworks, succession planning, and a leadership development center.
3) A roadmap outlining Zinfra Group's initiatives from 2013-2020 to accelerate leadership development, strengthen capabilities, and achieve industry-leading employee engagement and performance.
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The Pathway Group aims to change lives through skills and work by enhancing knowledge, developing skills, and transforming communities. It strives to become an indispensable partner of choice through a whole organizational approach to engagement. The document discusses the group's vision, mission, values, leadership team, areas of operation, and social media presence. It provides an overview of current conversations around performance, processes, staffing, and future opportunities.
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
This presentation introduces ILM qualifications in leadership and management and coaching and mentoring. It discusses the value of management development for organizations and individuals. The Level 5 Diploma in Leadership and Management and Level 5 Certificate in Coaching and Mentoring are designed for middle managers, aspiring managers, and those responsible for developing people. The qualifications provide practical skills to improve management performance and employee engagement. Studying with Oakwood International, an accredited ILM center, ensures students benefit from quality training and support to achieve their qualification.
1) The document discusses the need to improve quality in the fitness industry by better developing fitness professionals with sustainable careers through rigorous learning and assessment.
2) It provides examples of best practices from companies like Google that use blended learning approaches with technology to effectively train employees at scale.
3) The document outlines a six-step process for measuring the impact of learning on business priorities and key performance indicators, including aligning outcomes, setting measurable goals, and testing solutions.
The document describes Core Business School, which offers a post graduate diploma in management. It provides more flexibility than traditional programs and focuses on developing practical skills to improve employability. The school emphasizes entrepreneurship, problem solving, communication skills, and learning through internships and projects. It introduces an employability index to continuously evaluate students. The summary highlights the school's focus on practical skills and improving job prospects for its students graduating in 2015.
This document provides guidance on preparing a business for an IPO. It recommends 10 steps: 1) Ensure the right leadership team, 2) Engage all stakeholders, 3) Understand financials in detail, 4) Set high standards, 5) Understand risks, 6) Communicate the strategy clearly, 7) Instill key traits like focus, accountability, and discipline, 8) Establish a planning and performance process, 9) Prioritize low-hanging fruit, and 10) Focus on human performance. The document then describes 3 stages of preparation: building blocks, deep dives to address gaps, and synthesizing and implementing the strategy. It emphasizes getting the foundational elements right to establish credibility for the IPO.
The document provides updates from Pathway Group's NED/Governance meeting, including:
- Recruitment of new staff and leavers.
- Events held like the Festival of Apprenticeships.
- Progress made on implementing a new CRM system.
- Updates on contracts and funding from organizations like GMCA and Serco.
- Discussion on improving governance, including providing better support and challenge.
- Focus areas like outcomes for learners, careers guidance, and developing leaders.
A brief of SICPA, taking in consideration the managerial and organizational structure of the company. The CEO and his roles, skills, human resources and administrative manager job description example. Covering the CSR - communication social responsibility.
The document proposes launching an Industry Oriented fully Residential MBA Program at a university. It discusses evaluating the proposal and constituting a team to coordinate the new program. The program aims to produce quality business graduates who can compete with top 10 business schools and create a strong brand image. It addresses issues with the present status, such as low student intake and lack of infrastructure. The proposed plan is to launch a fully residential MBA program separately. Key thrust areas for the plan include improving infrastructure, faculty satisfaction, industry orientation, institute-industry links, residential facilities, and branding.
Training method effectiveness at keaneTanuj Poddar
This document contains a summary of a research project on evaluating the effectiveness of training methods in an organization. It includes sections on the company profile, statement of problem, research objectives, methodology, findings and analysis.
The key findings from surveying 42 employees at Keane Consultancy are:
1. Over 90% of employees felt the training program objectives were achieved.
2. Over 60% felt their personal objectives and job understanding were enhanced.
3. Over 60% would recommend the training to others.
4. Ratings for length, pacing and sequencing of the program were positive.
However, only about 15% reported their managers helped implement action plans from the training.
The
Growing Strategic Advantage in a Challenging and Dynamic MarketHuman Capital Media
With today's challenging economics and dynamic market, more so than ever learning must be viewed as critical to the business. The learning organization at Farmers Group Inc. has grown from an environment of fragmented and undervalued learning units to an organizational strategic advantage and global learning leader in just a few years. Annette Thompson, chief learning officer at Farmers, will share the foundational elements in this journey and will discuss how we as learning leaders should be thinking about the future in these critical areas:
• Vision and strategy alignment to organizational objectives.
• Capability readiness for a changing workforce.
• Design strategies and accountability that drive results.
• Technology that enables and supports tomorrow's learner.
• Operational models that optimize efficiency.
• Marketing to grow your shelf space.
• Benchmarking to state of the art.
Annette Thompson, SVP and Chief Learning Officer, Farmers Insurance
The document provides information about SDMIMD (Shri Dharmasthala Manjunatheshwara Institute for Management Development), including:
- It is a 2-year full time residential Post Graduate Diploma in Management program accredited by AICTE, NBA, and AIU.
- SDMIMD has state-of-the-art infrastructure, rigorous academic curriculum, and consistently high placement performance with recruiters from various industries.
- The director of SDMIMD emphasizes that the institute focuses on developing leadership skills, practical decision making, social responsibility, and ensuring students are aligned with industry requirements through various initiatives like corporate visits and projects.
The KPI Institute is considered today the global authority on Key Performance Indicators (KPIs) research and education. It operates research programs in 12 practice domains ranging from strategy and KPIs to employee performance and from customer service to innovation performance. Insights are disseminated through a variety of publications, subscriptions services and through a knowledge platform available to registered members. Support in deploying these insights in practice is offered globally through training and advisory services.
http://kpiinstitute.org/
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, supervisory management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
This document provides an overview of the Chartered Institute of Personnel and Development's Foundation Diploma in HR and Learning & Development programs. It discusses the value of the qualifications, the benefits for students and organizations, and Oakwood International's experience in successfully delivering the programs. The content includes program objectives, modules, assignments, and Oakwood's commitment to helping all students pass the programs.
This document provides an overview of Boost, a training and development provider based in the United Arab Emirates. It outlines Boost's mission to promote employee and organizational development through high-quality training programs. The document describes Boost's services, which include training, management consulting, and organizational development. It also shares details about Boost's training needs analysis process, course resources, professional accreditations, clients, and partners. The goal of Boost is to be the preferred training provider in the Middle East by delivering dynamic, cutting-edge programs tailored to clients' business objectives.
GIBS Business School Bangalore | BBA Newsletter2023PradeepKhadaria
The document is a newsletter from GIBS Business School in Bangalore that provides information about upcoming events and accomplishments from June 2022 to January 2023. It discusses the school's vision and programs, upcoming events like Independence Day celebrations, and awards and rankings the school received such as being ranked 12th in India for B-School of Eminence. The newsletter also provides messages from the managing director and dean about focusing on students' success and serving the community.
GIBS Enchainer2k23 - National Inter-College Management Fest2023 | BrochurePradeepKhadaria
Enchainer is an eagerly awaited management fest of national importance that takes place every March, attracting more than 700 students from all over India. This event provides a platform for young and ambitious individuals to showcase their skills and talents in a variety of competitions. With the participation of more than 500 B-schools across the country, Enchainer is a highly sought-after event in the academic calendar.
Participants are honored with certificates for their achievements, making it an excellent opportunity for students to gain recognition for their hard work and dedication.
We are excited to invite your prestigious institutions to participate in Enchainer-2k23, GIBS National Level Management Fest. The event will be held on 24th-25th March 2023 in Bangalore, India, and is designed to showcase the skills and talents of talented young MBA/PGDM students from esteemed universities and colleges.
Registration Link: https://bit.ly/GIBSEnchainer2k23
More Related Content
Similar to Download Academic Handbook 2023- GIBS Bangalore - Best PGDM College in Bangalore -
The document discusses how the Building Services Authority (BSA) in Queensland, Australia links learning and development strategies to business success through calculating return on investment (ROI). BSA uses a 5-level evaluation model to measure ROI, with the highest levels assessing impact on business outcomes. BSA has achieved national recognition for its learning initiatives that develop leadership, relationship management, and organizational capabilities. BSA's approach aligns learning with its corporate direction in a fun environment and calculates an estimated ROI for various programs, with some like mediation skills training achieving savings of $1.89 million over 2 years. Moving forward, BSA aims to further measure specific program contributions to business objectives.
The document summarizes Zinfra Group's efforts to invest in developing their workforce. It discusses:
1) Zinfra Group's strategic focus on shaping a values-driven, high-performing culture through leadership development, talent management, and building performance-oriented work models.
2) The development of an integrated approach to talent management, including competency frameworks, succession planning, and a leadership development center.
3) A roadmap outlining Zinfra Group's initiatives from 2013-2020 to accelerate leadership development, strengthen capabilities, and achieve industry-leading employee engagement and performance.
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The Pathway Group aims to change lives through skills and work by enhancing knowledge, developing skills, and transforming communities. It strives to become an indispensable partner of choice through a whole organizational approach to engagement. The document discusses the group's vision, mission, values, leadership team, areas of operation, and social media presence. It provides an overview of current conversations around performance, processes, staffing, and future opportunities.
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
This presentation introduces ILM qualifications in leadership and management and coaching and mentoring. It discusses the value of management development for organizations and individuals. The Level 5 Diploma in Leadership and Management and Level 5 Certificate in Coaching and Mentoring are designed for middle managers, aspiring managers, and those responsible for developing people. The qualifications provide practical skills to improve management performance and employee engagement. Studying with Oakwood International, an accredited ILM center, ensures students benefit from quality training and support to achieve their qualification.
1) The document discusses the need to improve quality in the fitness industry by better developing fitness professionals with sustainable careers through rigorous learning and assessment.
2) It provides examples of best practices from companies like Google that use blended learning approaches with technology to effectively train employees at scale.
3) The document outlines a six-step process for measuring the impact of learning on business priorities and key performance indicators, including aligning outcomes, setting measurable goals, and testing solutions.
The document describes Core Business School, which offers a post graduate diploma in management. It provides more flexibility than traditional programs and focuses on developing practical skills to improve employability. The school emphasizes entrepreneurship, problem solving, communication skills, and learning through internships and projects. It introduces an employability index to continuously evaluate students. The summary highlights the school's focus on practical skills and improving job prospects for its students graduating in 2015.
This document provides guidance on preparing a business for an IPO. It recommends 10 steps: 1) Ensure the right leadership team, 2) Engage all stakeholders, 3) Understand financials in detail, 4) Set high standards, 5) Understand risks, 6) Communicate the strategy clearly, 7) Instill key traits like focus, accountability, and discipline, 8) Establish a planning and performance process, 9) Prioritize low-hanging fruit, and 10) Focus on human performance. The document then describes 3 stages of preparation: building blocks, deep dives to address gaps, and synthesizing and implementing the strategy. It emphasizes getting the foundational elements right to establish credibility for the IPO.
The document provides updates from Pathway Group's NED/Governance meeting, including:
- Recruitment of new staff and leavers.
- Events held like the Festival of Apprenticeships.
- Progress made on implementing a new CRM system.
- Updates on contracts and funding from organizations like GMCA and Serco.
- Discussion on improving governance, including providing better support and challenge.
- Focus areas like outcomes for learners, careers guidance, and developing leaders.
A brief of SICPA, taking in consideration the managerial and organizational structure of the company. The CEO and his roles, skills, human resources and administrative manager job description example. Covering the CSR - communication social responsibility.
The document proposes launching an Industry Oriented fully Residential MBA Program at a university. It discusses evaluating the proposal and constituting a team to coordinate the new program. The program aims to produce quality business graduates who can compete with top 10 business schools and create a strong brand image. It addresses issues with the present status, such as low student intake and lack of infrastructure. The proposed plan is to launch a fully residential MBA program separately. Key thrust areas for the plan include improving infrastructure, faculty satisfaction, industry orientation, institute-industry links, residential facilities, and branding.
Training method effectiveness at keaneTanuj Poddar
This document contains a summary of a research project on evaluating the effectiveness of training methods in an organization. It includes sections on the company profile, statement of problem, research objectives, methodology, findings and analysis.
The key findings from surveying 42 employees at Keane Consultancy are:
1. Over 90% of employees felt the training program objectives were achieved.
2. Over 60% felt their personal objectives and job understanding were enhanced.
3. Over 60% would recommend the training to others.
4. Ratings for length, pacing and sequencing of the program were positive.
However, only about 15% reported their managers helped implement action plans from the training.
The
Growing Strategic Advantage in a Challenging and Dynamic MarketHuman Capital Media
With today's challenging economics and dynamic market, more so than ever learning must be viewed as critical to the business. The learning organization at Farmers Group Inc. has grown from an environment of fragmented and undervalued learning units to an organizational strategic advantage and global learning leader in just a few years. Annette Thompson, chief learning officer at Farmers, will share the foundational elements in this journey and will discuss how we as learning leaders should be thinking about the future in these critical areas:
• Vision and strategy alignment to organizational objectives.
• Capability readiness for a changing workforce.
• Design strategies and accountability that drive results.
• Technology that enables and supports tomorrow's learner.
• Operational models that optimize efficiency.
• Marketing to grow your shelf space.
• Benchmarking to state of the art.
Annette Thompson, SVP and Chief Learning Officer, Farmers Insurance
The document provides information about SDMIMD (Shri Dharmasthala Manjunatheshwara Institute for Management Development), including:
- It is a 2-year full time residential Post Graduate Diploma in Management program accredited by AICTE, NBA, and AIU.
- SDMIMD has state-of-the-art infrastructure, rigorous academic curriculum, and consistently high placement performance with recruiters from various industries.
- The director of SDMIMD emphasizes that the institute focuses on developing leadership skills, practical decision making, social responsibility, and ensuring students are aligned with industry requirements through various initiatives like corporate visits and projects.
The KPI Institute is considered today the global authority on Key Performance Indicators (KPIs) research and education. It operates research programs in 12 practice domains ranging from strategy and KPIs to employee performance and from customer service to innovation performance. Insights are disseminated through a variety of publications, subscriptions services and through a knowledge platform available to registered members. Support in deploying these insights in practice is offered globally through training and advisory services.
http://kpiinstitute.org/
This training program offers opportunity for participants to acquire insights, explore leadership and management skills, supervisory management concepts, and examine actionable strategies for building the kind leadership and management skills to enable their team or their co-workers to deliver their optimum performance.
This document provides an overview of the Chartered Institute of Personnel and Development's Foundation Diploma in HR and Learning & Development programs. It discusses the value of the qualifications, the benefits for students and organizations, and Oakwood International's experience in successfully delivering the programs. The content includes program objectives, modules, assignments, and Oakwood's commitment to helping all students pass the programs.
This document provides an overview of Boost, a training and development provider based in the United Arab Emirates. It outlines Boost's mission to promote employee and organizational development through high-quality training programs. The document describes Boost's services, which include training, management consulting, and organizational development. It also shares details about Boost's training needs analysis process, course resources, professional accreditations, clients, and partners. The goal of Boost is to be the preferred training provider in the Middle East by delivering dynamic, cutting-edge programs tailored to clients' business objectives.
Similar to Download Academic Handbook 2023- GIBS Bangalore - Best PGDM College in Bangalore - (20)
GIBS Business School Bangalore | BBA Newsletter2023PradeepKhadaria
The document is a newsletter from GIBS Business School in Bangalore that provides information about upcoming events and accomplishments from June 2022 to January 2023. It discusses the school's vision and programs, upcoming events like Independence Day celebrations, and awards and rankings the school received such as being ranked 12th in India for B-School of Eminence. The newsletter also provides messages from the managing director and dean about focusing on students' success and serving the community.
GIBS Enchainer2k23 - National Inter-College Management Fest2023 | BrochurePradeepKhadaria
Enchainer is an eagerly awaited management fest of national importance that takes place every March, attracting more than 700 students from all over India. This event provides a platform for young and ambitious individuals to showcase their skills and talents in a variety of competitions. With the participation of more than 500 B-schools across the country, Enchainer is a highly sought-after event in the academic calendar.
Participants are honored with certificates for their achievements, making it an excellent opportunity for students to gain recognition for their hard work and dedication.
We are excited to invite your prestigious institutions to participate in Enchainer-2k23, GIBS National Level Management Fest. The event will be held on 24th-25th March 2023 in Bangalore, India, and is designed to showcase the skills and talents of talented young MBA/PGDM students from esteemed universities and colleges.
Registration Link: https://bit.ly/GIBSEnchainer2k23
Download PGDM Brochure & Flyers at GIBS Bangalore | Top PGDM College in Bang...PradeepKhadaria
This document provides information about Global Institute of Business Studies (GIBS). It summarizes GIBS' vision, leadership, programs, and facilities. GIBS aims to provide innovative business programs and transform students into leaders through a globally-accepted curriculum and congenial learning environment. It has world-class infrastructure and offers unique programs like a finishing school to help students develop skills like communication, attitude and interview preparation to ensure their career success. GIBS is recognized as a top business school in India for the high-quality education and strong industry connections it provides to nurture talented students.
GIBS Intra-College Fest 2022 | Top BSchool in BangalorePradeepKhadaria
GIBS Business School, Bangalore is organizing Abhigyaan 2k22, a management festival.PGDM students will compete in a variety of contests for the title of Best Manager according to specialisation.
GIBS-PGDM-Brochure-Batch-2023 | Top PGDM College in BangalorePradeepKhadaria
It is our pleasure to present the Academic Brochure containing the details of our Post Graduate Diploma in Management (PGDM), a programme approved by the AICTE.
GIBS BSchool Bangalore Placement Brochure 2021-2023 | Top B-School in BangalorePradeepKhadaria
One of the most significant aspects of a business school's excellence is placement. It denotes acceptance of the abilities and worth of the professionals who graduate from a given institution. GIBS Bangalore placement record and growth has been remarkable since the inception of the college. Every year, we release a placement brochure with a certain topic. The themes that were chosen and conveyed through the placement brochure are listed below.
Interim Financial Reporting and Compliance with SEBIs guidelines the case of ...PradeepKhadaria
This study examines interim financial reporting practices and compliance with regulatory guidelines among financial companies listed on the National Stock Exchange of India. The researchers analyzed interim reports from 52 large financial companies to evaluate the level of general and technical disclosure based on a 21-item index. Preliminary results found that over 75% of companies complied with general disclosure requirements while over 85% complied with technical requirements. Additionally, most sample companies were younger firms (under 10 years old) and reported interim results as condensed statements in English. The study aims to determine if factors like company age, size or sub-sector relate to differences in disclosure levels in the reports.
Study on Agriculture Finance & Agriculture Insurance in Microfinance | GIBS B...PradeepKhadaria
Agriculture finance and agricultural insurance are strategically important for eradicating
extreme poverty and boosting share prosperity. Globally, there are an estimated 500 million
small holder farming households representing 2.5 billion people- relying to varying degrees,
on agricultural production for the livelihoods. The benefit of our work includes the following:
growing don’t come off farmers and agricultural SMEs through commercialization and
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diversification and access to financial tools and smoothing the transition of non-commercial
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Study on Analysis of Digital marketing | GIBS B-SchoolPradeepKhadaria
Digital marketing is the new method of marketing commodities using digital
technology, mostly through internet. Digital marketing is built on the internet that can
create and convert brand value from producer to the potential customer by various
digital networks. The development of digital marketing has altered the method
companies use technology for promotion, as digital podiums are progressively changed
into advertising plans, as individuals use digit campaigns like mobile, computer/laptop
and tablet instead of visiting physical market. Digital marketing elements like search
engine optimizing is also called as organic method of ranking the website, pay per click
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show promotion besides e-commerce marketing are becoming more common in
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
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The complex relationship between human activities and the environment has been the focus
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The utilization of land is impacted by human needs and environmental factors. In countries
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providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
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changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Download Academic Handbook 2023- GIBS Bangalore - Best PGDM College in Bangalore -
1.
www.gibs.edu.in
NEW AGE
B-SCHOOL M U
Featured in FORBES INDIA
IQAC
Bangalore, India
P A C E
PROCESS AUDIT FOR
CONTINUED EXCELLENCE
GIBS
IN-HOUSE INNOVATION MANAGEMENT (IIM)
P A C E
PROCESS AUDIT FOR
CONTINUED EXCELLENCE
GIBS
IN-HOUSE INNOVATION MANAGEMENT (IIM)
2. Table of Contents
2 | Page PACE – In-house Innovation Management (IIM) GIBS Business School
From MD’s Desk 3
Vision & Mission 4
Vision 2025 & 2030 4
Scope of PACE (Process Excellence Audits) 5
GIBS Values Credo - QUEST 6
Values in Action – Quality First and Always 8
Values in Action - Urge for Outcome 9
Values in Action – Energy & Enthusiasm 10
Values in Action- Student-centric approach 11
Values in Action – Timely Execution 12
Unique Placement Model (UPM): Aligning the
Departments with the students’ Learning Journey 13
Core Competencies of GIBS 15
Golden statements 16
Personalisation of Learning Design-
Rolls Royce model 17
Process Excellence at GIBS 18
Process to Practice – Action Plan Calendar 19
Audit Forms 20
5.1
5.2
5.4
5.5
5.3
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3. Dear Colleagues,
Thus far, right from the inception of GIBS Business School, it has been an amazing journey all the way, marked with
triumphant and turbulent times. Yet, our consistent focus on quality and student-centric approach have always stood us
in good stead and we are today rated amongst the top rank B-Schools by many a leading B-School Surveys in the
country.
If GIBS has now been reckoned amongst the leading brands in business education, it is through determination,
conviction and hard work of you all and I would like to acknowledge every one of you in Team GIBS for your dedication
and determination.
Moving forward, as the horizons we set out with, are getting closer, we have set our eyes farther beyond to become one
of the leading innovative B-Schools in the country by 2025, by focusing our efforts on our pioneering initiatives of IRE
Certification, GIBS Finishing School (GFS) and our Unique Placement Model (UPM) which are, now, strong areas of our
core competence. While continuing to become better and better in what we do, strengthening our core competencies in
IRE, GFS and UPM also innovating newer customer-centric initiatives, it is my envisagement, by 2030, GIBS will emerge
to become a global university in the business education space.
While our Vision 2025 and Vision 2030 will give us a sense of direction for focusing all our energy and efforts, the core
values, that we have always held in common, will continue to serve as the guiding beacon for our journey - our quest
towards providing continued value to our customers.
As we carry on our stride towards our vision and accomplish our goals, what will help us gain our customers’ hearts is
the quality of our work with learner-centric approach and focus on intended outcomes in a timely manner.
I take pleasure in launching this PACE (Process Approach for Continued Excellence) Handbook. This handbook
is intended to serve as a reinforcement for our core values and bringing them into action. Regular PACE training will be
conducted to disseminate the elements of PACE and the essential purpose of PACE training will be to inculcate our
common values and beliefs that everyone of us hold in our organisation.
Wishing you the very best in your professional and personal endeavours
Ritesh Goyal
Managing Director
GIBS
From MD’s Desk
3 | Page PACE – In-house Innovation Management (IIM) GIBS Business School
4. 2.0 GIBS: Vision & Mission
2.1 GIBS Vision
Our vision is to instil human values and to be recognized globally as the preferred destination for all future leaders,
through global leadership in human development and excellence in education.
2.2 GIBS Mission
We aim to create a centre of academic excellence with a collaborative environment to impart value-based education to
students from various socio-economic cultural backgrounds and academic skills. We aim to prepare management
professionals with a global mindset and catalytically transform them into world-class experts.
2.1.1 Vision 2025
Emerging as a premier University in the business education space and establishing
GIBS International University -to be reckoned amongst the top most innovative institutions
by creating a robust culture of learning, innovation and entrepreneurship
2.1.2 Vision 2030
4| Page PACE – In-house Innovation Management (IIM) GIBS Business School
Being the best-in-class in delivering quality business education and in attaining the pinnacle of placement
excellence
- By developing future leaders with innovative thinking, researcher’s mindset and
Entrepreneurial zeal (strengthening the IRE School);
- by equipping them with skill-sets well-aligned with the emerging talent needs of
the industry, and
- By instilling ethical values and expressive confidence to acquire the professional
gravitas through an unparalleled training process in GIBS Finishing School
5. 3.1 Process Audits for Improvement, Innovation and Excellence
PACE Manual provides a framework for process approach and outcome orientation to the activities carried out in all
departments without any silo-based working. PACE framework will be used for training the people on the core values of
GIBS and will be used for periodic audits to enable process improvements and innovations. Hence, it is required of all
process owners in the following departments to familiarise themselves thoroughly so that there is complete process
alignment and an all-time audit preparedness.
3.0 Scope of PACE
3.2 Scope of the Policy (present & future)
Talent Acquisition
(Admission)
Admin & Hostel
Department
People
Department
PR
Department
Talent
Transformation
(Academics)
Talent
Fulfillment
(Placement & GFS)
Digital IRE
Finishing School
Progress
(LCGs)
3.3 GIBS Brand Umbrella (Envisaged)
GIBS International University-2030
GIBS
Digital IRE
School
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5 | Page PACE – In-house Innovation Management (IIM) GIBS Business School
6. 4.0 GIBS: Values
Driven by Common Goals and Powered by Shared Values
Quality First and Always
urge for Outcomes
Energy and Enthusiasm
Student-centric Approach
Timely Execution
(Honouring time-line commitments)
QUEST: our GIBS Values Credo
QUEST: Our GIBS Values Credo
Driven by Common Goals and Powered by Shared Values
6| Page PACE – In-house Innovation Management (IIM) GIBS Business School
We are a strong value-based institution and our Values Credo essentially serve as a guide to growth and
development. They help us create the future we want to experience.
We are guided by our core values in our day-to-day actions and in our policy decisions.
1. We have identified our top five core values and captured the essence of the five values in
a mnemonic QUEST
2. We regularly communicate our core values formally and informally through various touch
points and forums and we urge all GIBians to practice in their daily actions
3. We have identified some of the Key Behavioural Indicators that demonstrate our core values
in the following pages that can serve as a self-check on our value behaviours
4. Our Values are non-negotiable and any aberrations of serious nature will attract
appropriate consequences, initially with verbal counseling’ followed by severe
consequences on repeated violation
7. Quality is a continuous journey of excellence wherein each and every person in the organisation
can see the flow of value to the customer to ensure that there is no failure to deliver on quality
5.1 Values in Action
5.1 Quality First and Always
7| Page PACE – In-house Innovation Management (IIM) GIBS Business School
Drive Factors
Desirable Behaviours
Drag Factors
Undesirable Behaviours
• Design and implement systems and processes from
the customer’s perspective
• Take informed decision backed up by appropriate data
• Share your ideas and suggestions for
• improving the quality of service
• Update and deepen your domain
• knowledge (Journals/ conferences/ inhouse
knowledge sharing sessions/
attending MDP/FDP)
• Share your domain expertise for larger
good through consulting projects and
publishing papers
• Deepen your specialisation knowledge by
carrying out research
• Leverage IT to improve processes
• Zero-day audit preparedness
• Tolerance towards non-value adding
activities
• Taking decisions based on hunch or guesses
• Saying ‘yes’ for everything without applying
your mind
• Being complacent with the present level of
knowledge
• Confining to the routine work without efforts
to update oneself
• Compromising on professional standards
and quality of work
Practicing our Values - Urge for Outcome
5.2 Values in Action
Drive Factors
Desirable Behaviours
Drag Factors
Undesirable Behaviours
• Have focus on outcomes of your work and eliminate
non-value adding activities
• Learn to delegate work
• Take support of others where you need help
• Initiate action; Done is better than ‘beingperfect’
• Document your achievements (e.g. papers
published/consultancy works)
• Devise ways of automating / digital transforming
the repetitive tasks
• Think of ways of enhancing your productivity and
effectiveness
• Know your strengths and leverage on them
• Unplanned and unstructured solutions to
problems
• Non-adherence to systems and processes
• Engaging in routine activities without considering
the outcome
• Trying to do everything by yourself without
involving others
• Trying to be a perfectionist
• Postponing new initiatives waiting for more ideas
and perfections
• Improper shoddy documentation
• Stop doing repetitive tasks and reduce human
intervention to reduce errors
8. 5.4 Values in Action
5.3 Values in Action
Practicing our Values – Energy Enthusiasm
8| Page PACE – In-house Innovation Management (IIM) GIBS Business School
Drive Factors
Desirable Behaviours
Drag Factors
Undesirable Behaviours
• Always display an attitude of energy and enthusiasm
• Be a role model: complete sync between words and
action
• Greet and invite people with a smile
• Treat people with dignity
• Display humility and show respect to colleagues
irrespective of rank
• Praise and appreciate when appropriate
• Encourage people to come with ideas and suggestions
for improvement
• Learn to say ‘No’ without putting down
the other person
• Posture of lethargy and dullness
Expressions of negativity in words, tone of
voice, expression and in non-verbal behaviour
• Humiliating others / Using language of ridicule,
abuse
• Resisting change
• Showing personal bias and favouritism
• Saying ‘yes’ to please others or without applying one’s
mind
Personalizing students’ education enables them to access a unique learning experience based upon their individual
needs, rather than receiving instruction through a standard, paced curriculum.
We always strive to put the needs of students are put first
Practicing our Values- Student-centric approach
Drive Factors
Desirable Behaviours
Drag Factors
Undesirable Behaviours
• Be a role model; practice what you preach
• Create best-in-class teaching pedagogy
• Introduce innovative ways of engaging
students in classroom
• Encourage creative thinking and
innovation in class room
• Provide customised guidelines to students
• Resolve complaints on priority
• Be fair and firm when dealing with
students
• Blaming students
• Generalising the students’ behaviour
rather pinpointing the specific behaviours
• Treating complaints in a casual manner
• Displaying favouritism
• Victimising individual instead of resolving
issues
9. 9| Page PACE – In-house Innovation Management (IIM) GIBS Business School
5.5 Values in Action
Accepts responsibility for own actions and decisions and demonstrates commitment to
accomplish work in an ethical, efficient, timely and cost-effective manner.
Drive Factors
Desirable Behaviours
Drag Factors
Undesirable Behaviours
Practicing our Values – Timely Execution
• Adherence to plan and event calendar
• Be productive and complete the daily
tasks within the working hours
• Achieve the milestones and goals as per
committed timelines
• Be punctual for the meetings
• Complete all online documents on time
and error-free
• Manage time effectively and adhere to
the schedules and deadlines
• Define SLAs for various routine demands
from stakeholders and adhere to the SLAs
• Assess multiple demands and competing
priorities and mobilise the needed
resources to handle critical work demands
• Respond to emails in a timely manner
with accuracy, brevity and clarity
• Keep commitments, be reliable and
dependable
• Working overtime to compete regular
work
• Requiring reminders for task completion
• Being indecisive when adequate data and
authority exists
• Not defining and delivering on SLAs
• Procrastination of work
• Shirking one’s own responsibility and
passing the buck
• Misusing office time for gossip and chitchats
10. 6.0 Unique Placement Model (UPM):
Aligning the departments with the students’ Learning Journey
Process Approach:
A process approach means an organization manages their business as a system of
processes – not departments or people or products. This works because if you have
a good process, you’ll have good results. The essence of the change is to replace the
focus on functional units to the focus on the processes the organization. The objective
is to break down barriers between functional areas so as to promote the
organizational flexibility and improve value for the customers. Process based
organization is built on the principle of integration of activities aligned the
organizational goals and
Process approach in GIBS: The departments within GIBS work seamlessly along the learning journey of the students in
transforming their talents to make them job-ready to meet the industry needs and also fulfill the students’ career needs.
Feedback
I
N
P
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T
P
R
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C
E
S
S
O
U
T
P
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T
Acquires the right talents
that can be moulded for
the future industry needs
by proper screening and
selection process
Transforms the talents by
appropriate learning inputs
and standards through a
robust outcome-oriented
pedagogy to meet the future
talent needs
Invites the industry leaders to
source their talent needs from
GIBS and fulfill the industry
needs with matching talents
and fulfill also students’ career
aspirations
Talent
Acquisition
Talent
Transformation
Talent
Fulfilment
New Nomenclature: Accordingly, to represent the complete alignment of the processes to meet the designed
outcomes, the departments are also renamed by the core functional process in the talent transformation journey
Admissions Academics Placements
Will be renamed as
Talent Acquisition Dept
Will be renamed as
Talent Transformation Dept
Will be renamed as
Talent Fulfilment Dept
10| Page PACE – In-house Innovation Management (IIM) GIBS Business School
11. 6.1 Unique Placement Model (UPM):
Aligning the departments with the students’ Learning Journey
GIBS Unique Placement Model (UPM) has been developed on the basis that the essence of Placement of ‘Right
Talent in the Right Job’ lies in the alignment of internal institutional processes namely, talent acquisition
(admissions) and talent transformation (academics) with the talent fulfilment. Taking cognisance of this, and
accordingly mapping the value chain from talent acquisition to talent fulfillment, the UPM model starts with
understanding the emerging talent needs of the industry and corporate customers and working backwards to
build the curriculum, pedagogy and assessments for the talent transformation and also for setting standards for
the raw talents at the entry stage so that the students are able to cope up with the rigorous standards as
demanded by the talent transformation process.
11| Page PACE – In-house Innovation Management (IIM) GIBS Business School
12. 7.0 Core Competencies of GIBS
7.1 GIBS Unique Offerings and Core Competencies:
GIBS has a continuous interface with the industry leaders and HR practitioners to gauge the future talent needs and fine-tune
the pedagogic inputs to align with the identified needs.
Envisaging the future needs (as identified by WEF), GIBS has designed visionary programmes IRE (Innovation, Research and
Entrepreneurship) certification and GFS programme to hone the inner orientation like innovative thinking and
entrepreneurial zeal and outer competencies like communication ability, presentation skills etc.
Unique Placement Model with a strong team of Talent Fulfilment enables not only 100% placement but also ‘right fit for the
right job’ so that it’s a win-win proposition for both students and the corporates
The World Economic Forum (WEF) released its third edition of the “Future of Jobs” report, in which it analyses future
trends of labour markets and has listed the upcoming top 10 crucial skills for the Jobs in 2025:
IRE School GIBS Finishing School
(Skill Mastery Programme)
Unique Placement Model
(UPM)
12| Page PACE – In-house Innovation Management (IIM) GIBS Business School
CPMP
PGPIRE
GIBS Core Competency Model for Talent Transformation
Right Talent- Right Job
6. Leadership and social influence
7. Technology use, monitoring and control
8. Technology design and programming
9. Resilience, stress tolerance and flexibility
10. Reasoning, problem-solving and ideation
1. Analytical thinking and innovation
2. Active learning and learning strategies
3. Complex problem-solving
4. Critical thinking and analysis
5. Creativity, originality and initiative
• Analytical thinking and
innovation
• Active learning and learning
strategies
• Complex problem-solving
• Critical thinking and analysis
• Creativity, originality and
initiative
• Ideation to Prototyping
• Entrepreneurial mindset
• Self awareness
• Goal orientation
• Positive attitude
• Communication and presentation
• Business etiquette
• Leadership and social influence
• Resilience, stress tolerance and
flexibility
• Robust Feedback/ Feedforward
system
• Mock sessions on Selection
processes (GDs, PIs)
• Talent Needs Survey (from
Industry leaders)
• Ongoing Student-Practitioner
• interface programmes
• Strong Talent Fulfilment
• Team on the field
QUEST: GIBS Values Credo
Quality First
and Always
Urge for Outcomes
Energy
Enthusiasm
Student-centric
Approach
Timely Execution
13. 8.0 Golden Statements
These are a few things that we firmly believe in and we reinforce our belief by verbalising these
beliefs and use it in our day-to-day conversations.
13| Page PACE – In-house Innovation Management (IIM) GIBS Business School
• IRE is the first of its kind in any Business School
• We invest one crore in GFS training, which no other B-school does
• Our placements are very good comparable with the best B-schools in India
• Placement is in students’ hands, we are just a platform
• It is mandatory for every student to learn Sales skills with hands-on practice
• We have a largest placement team in the country
• We have top of the order placement model
• We are in the business of transforming students’ lives
• Whatever we do, we do it at our best
• We prepare job-ready students by customising our curriculum to industry needs
• Learning is fun at GIBS
• Feeling of welcome is most valued at GIBS
• The core competencies of GIBS are IRE School and GIBS Finishing School Unique Placement Model
• Unique Placement Model at GIBS : TATTTF
14. 9.0 Personalisation of Learning Design
Rolls-Royce – the Pinnacle of Personalisation:
It’s no brainer that we all can instantly identify the logo that’s above- It’s of the Rolls-Royce – iconic luxury car maker, who
has been ruling the automobile world for over a century.
But what may probably be a surprise about Rolls-Royce is that more than 90 percent of all Rolls-Royce vehicles sold are so
personalized they’re practically one-offs, which means you won’t find a second similar car on the road.
Recognising the Uniqueness of the Individual leads to Uniqueness of the Institution:
We all know, each human being is unique, each with their own qualities, strengths, values and aspirations. However, society
imposes a collective way looking at people, by which people are reduced to just a commodity of skills and behaviours to meet
societal/ organisational needs and norms.
We, at GIBS, do firmly believe that every student who comes into our institution, is innately unique with latent talents and
potentials and it’s our duty to help them explore and discover that uniqueness so that they bloom into the world as full-blown
professionals contributing to the world in their own unique way in the best possible manner.
Student-centric Approach:
We live and practice Student-centric Approach which is one of the top five core values enshrined in QUEST. Our efforts to
personalisation
goals
14| Page PACE – In-house Innovation Management (IIM) GIBS Business School
• Low student to faculty ratio to ensure personal attention to every student through
• Multiple touch points through the entire learning journey of the students
• More Full-time faculty who have a personal connect with students
• Personalised Feedback with ratings on various employability dimensions and
• customising GFS coaching to meet their placement goals
• Mentoring programme to guide them in choosing specialisation, preparing them on
their chosen career pursuits, giving personalised feed-forwards aimed at their growth
and help them prepare their action plans and milestones to achieve their goals,
• Approachability of leadership to listen to any concerns and issues directly
15. 10.1 Process Excellence Audits
audits
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Process outcomes and Standards:
▪ Define the objectives and goals of all departments and new ventures
▪ Identify the activities/ processes and outcomes in the departments with clear linkage
to goals and objectives
▪ Identify the Process owners for the activities and include the processes in the
respective JD’s of job incumbents
▪ Set out measures for all the process outcomes and also standards (minimum to be
achieved) for each process / activity
Goalsetting Facilitation
▪ Facilitate standards/ targets setting meeting to communicate and clarify the standards
to be achieved
▪ Allow process owners to take up stretch targets beyond the set standards in their
Strength areas
▪ Document the standards/ targets agreed by the POs duly endorsed by the incumbent
and the supervisor
Training and mentoring for POs (ongoing):
▪ Conduct monthly training sessions with Process owners to educate on proces requirements and the need for
adherence to standards
▪ Identify the challenges and concerns of POs in separate clusters to devise ways and means of providing support
▪ Create a list of voluntary mentors in each critical process areas (like Consultancy projects, Research papers) for the
POs to seek mentoring support
▪ Provide access to shared resources/ supports like statistical analysis, document formatting (as per guidelines) etc
▪ Publish a list of consultancy / training expertise available within GIBS and communicate to corporates
Midyear Reviews (June Every Year)
▪ Conduct midyear Reviews with HoDs (by CPO/ Dean) for the review of status and progress required
▪ MIS report with action plan for second half year to MD
▪ Corrective actions for the lapses and major non-compliances found
▪ Specific decisions on ‘opportunities for Improvements’ identified by the excellence audits
16. 10.2 Action Plan and Calendar
16| Page PACE – In-house Innovation Management (IIM) GIBS Business School
PACE Training
Leadership meet
• PACE Training
• Leadership meet
• AUDIT: Talent Transformation
• (BBAPGDM)
PACE Launch:College-wide
Townhall with students
AUDIT: Admin Hostels
Leadership meet
Annual Recognition Event
AUDIT: Talent Transformation
(BBAPGDM
JAN 23
APR 23
JUL 23
OCT 23 NOV 23 DEC 23
AUG 23 SEP 23
MAY 23 JUN 23
FEB 23 MAR 23
PACE Training
Leadership meet
Townhall
• PACE Launch: College-wide
• Townhall with students
• AUDIT: Talent Fulfillment
(BBAPGDM)
PACE Training
Leadership meet
Townhall
Audit: People, PR Progress
PACE Training
Leadership meet
Townhall
AUDIT Talent Fulfillment
(BBAPGDM)
•
•
•
•
•
•
•
•
•
•
•
The leadership team will meet on the last week of every month to review the progress of PACE Programme,
current and future plans and the Key Messages that are to be carried forward to the entire institution will form
core themes of the meeting. The Leadership team is expected to act as Spokespersons in carrying forward the key
messages to their teams and the students. Agenda will be as follows:
• Announcements and achievements: accreditations certifications, major celebrations and important
declarations made in the meeting.
• Placement plans and achievements
• Process Mgt: Review of progress on PACE criteria
• QUEST- Core Values in actual practice
• Role modeling of leaders setting the expectations from people
• Social Identity: establishing strong presence in SM through engaging posts on a consistent basis
• Themes for Training: Identifying key themes for PACE Training for the coming month
• Perception Building Team Bonding: Leaders are expected to create positive perceptions by sharing
positive messages across the institution
The Leadership meeting:
•PACELaunch:College-wide
•Townhall with students
•PACE Training
•Leadership meet
•Townhall
• PACE Training
• Leadership meet
• Townhall
•PACE Training
•Leadership meet
•Townhall
•AUDIT: Digital IRE Finishing
School
•PACE Training
•Leadership meet
•Townhall
•AUDIT: Talent Acquisition
• Leadership meet
• Annual Recognition Event
• AUDIT: Talent Transformation
(BBAPGDM)
•PACELaunch: College-wide
•Townhall with students
•AUDIT: Admin Hostels
PACE Training
•Leadership meet
•Townhall
• AUDIT: Talent Transformation
(BBAPGDM)
17. 10.3 Audit Forms
Talent Transformation:
PGDM
BBA
Talent Fulfillment:
PG UG
Talent Acquisition:
PG UG
People Department
PR department
Progress Department
Digital IRE /GFS Department
Admin Hostel
PACE/TT/1
PACE/TT/2
PACE/TF/1
PACE/TA/1
R0 dt 5th Jan 23
PACE/HR/1
PACE/PR/1
PACE/TA/1
PACE/IR-GFS/1
PACE/AH/1
Audit Form Code Code
17| Page PACE – In-house Innovation Management (IIM) GIBS Business School
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18. •
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2030
• Scaling up the PGDM/BBA Courses
• New courses in UG PG
• Launch Executive education prgs
• WC Digital IRE GFS
• Develop infrastructure
N N
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GIBS GROWTH PLAN
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2026
2024
2025
P A C E
PROCESS AUDIT FOR
CONTINUED EXCELLENCE
GIBS
IN-HOUSE INNOVATION MANAGEMENT (IIM)
#44/4, 44/5, 44/8, Mylasandra Road, Begur Hobli,
Bengaluru - 560068 Email : placements@gibs.edu.in
Web : www.gibs.edu.in
GIBS BUSINESS SCHOOL
2023
• Institution-wide Process Mgt
• Digital IRE Finishing School
• Focus on quality in PGDM/BBA
• Acquire property for expansion
• Setting up online courses
• Settinig up GIBS International University
• Scaling up the PGDM /BBA courses
• New courses in UG and PG
• Launch Executive education prgs.
• GIBS residential facilities
• WC Digital IRE GFS
• Develop infrastructure
• WC Process Mgt
• Process Mgt in IRE and GFS
• Setting standards of excellence
• Develop land for growth