Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Transformation & Technology Track: Empowering Line Managers to Manage Performance. Presented by Zelia Soares, Executive, Leadership Development, Murray & Roberts Limited.
#astdza2015
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
Transformation & Technology Track: Empowering Line Managers to Manage Performance. Presented by Zelia Soares, Executive, Leadership Development, Murray & Roberts Limited.
#astdza2015
Nonprofit organizations that invest in talent-focused succession planning are better positioned to manage organizational challenges and changes. An effective Succession plan assures the recruitment of top-notch talent, effective development of critical skills and knowledge, and adequate preparation for advancement or promotion to other roles. This webinar, hosted by Irene Cruz, Client Success Manager at Cornerstone OnDemand, is the conclusion to a special two-part series on best practices in Succession Management for nonprofits.
More about the Program:
Succession planning is critical and needs to be at the forefront of any organization that yearns to remain strong and viable in today's society. We will explore succession planning within the organization as we look at the roles of each employee, and determine how vacant and near vacant positions can be filled internally and from external avenues to ensure that the work flow continues.
More about the Presenter:
For fifteen years, Fitzgerald Washington has worked for The Buffalo Rock Company where he served as Corporate Marketing and Sales Director handling the company’s multicultural marketing initiatives before being promoted to General Sales Manager in 2002. As General Sales Manager, Washington was responsible for maximizing brand portfolio for the company’s retail sector. He also developed a hiring and retention process for the company’s Tuscaloosa distribution center. Washington’s experience also includes work in human resource management, marketing strategies, operations management and strategic development.
In 2013, Washington served as Chairman of the Chamber of Commerce of West Alabama, where he helped create the Minority Business Council to foster growth and competitiveness of minority-owned businesses in West Alabama. Other community involvement includes the Druid City Business League, Black Warrior Council Board, BB&T Bank Advisory Board, Board of Visitors for the University of Alabama College of Continuing Studies and DCH Health Systems Foundation Board of Directors.
Governor Bentley also appointed Washington to the Alabama Workforce Council.
Washington, his wife Peggy and two children Karla and Fitzgerald reside in Tuscaloosa.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
Bridging the Gap in Corporate Succession PlanningWendy Thomson
Corporate-wide concerns exist about the potential acceleration in retirement rates. This concern is putting increased pressure on human resource professionals in the area of succession planning. Leaders are struggling to formalize succession management strategies in preparation of anticipated leadership turnover. The challenge is that many organizations do not have formal talent identification and development programs. While companies continue to informally discuss career paths at performance appraisal time, they lack the most fundamental tool in succession planning—enabling employees to express formal interest in career choices. These career choices are not documented, analyzed, or aggregated for succession planning purposes, making it near impossible to assess information on the “depth of talent pools.”
This webinar serves as a springboard to help companies use best practices to prepare their workforce for the future and better manage the impact of turnover. In this webinar, you will learn how other organizations are:
Systematically identifying and developing internal talent for future roles,
Ensuring the performance management process integrates succession planning, and
Maximizing talent identification and readiness through formal career pathing.
See more at: http://tinyurl.com/ne5m5al
Succession Planning and the Development of Your High Potentials | Webinar 08....BizLibrary
In this webinar we will discuss emerging thought leadership on the organizational and employee perspective on succession planning. We'll provide practical suggestions for development your own high potential employees.
Nonprofit organizations that invest in talent-focused succession planning are better positioned to manage organizational challenges and changes. An effective Succession plan assures the recruitment of top-notch talent, effective development of critical skills and knowledge, and adequate preparation for advancement or promotion to other roles. This webinar, hosted by Irene Cruz, Client Success Manager at Cornerstone OnDemand, is the conclusion to a special two-part series on best practices in Succession Management for nonprofits.
More about the Program:
Succession planning is critical and needs to be at the forefront of any organization that yearns to remain strong and viable in today's society. We will explore succession planning within the organization as we look at the roles of each employee, and determine how vacant and near vacant positions can be filled internally and from external avenues to ensure that the work flow continues.
More about the Presenter:
For fifteen years, Fitzgerald Washington has worked for The Buffalo Rock Company where he served as Corporate Marketing and Sales Director handling the company’s multicultural marketing initiatives before being promoted to General Sales Manager in 2002. As General Sales Manager, Washington was responsible for maximizing brand portfolio for the company’s retail sector. He also developed a hiring and retention process for the company’s Tuscaloosa distribution center. Washington’s experience also includes work in human resource management, marketing strategies, operations management and strategic development.
In 2013, Washington served as Chairman of the Chamber of Commerce of West Alabama, where he helped create the Minority Business Council to foster growth and competitiveness of minority-owned businesses in West Alabama. Other community involvement includes the Druid City Business League, Black Warrior Council Board, BB&T Bank Advisory Board, Board of Visitors for the University of Alabama College of Continuing Studies and DCH Health Systems Foundation Board of Directors.
Governor Bentley also appointed Washington to the Alabama Workforce Council.
Washington, his wife Peggy and two children Karla and Fitzgerald reside in Tuscaloosa.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
Bridging the Gap in Corporate Succession PlanningWendy Thomson
Corporate-wide concerns exist about the potential acceleration in retirement rates. This concern is putting increased pressure on human resource professionals in the area of succession planning. Leaders are struggling to formalize succession management strategies in preparation of anticipated leadership turnover. The challenge is that many organizations do not have formal talent identification and development programs. While companies continue to informally discuss career paths at performance appraisal time, they lack the most fundamental tool in succession planning—enabling employees to express formal interest in career choices. These career choices are not documented, analyzed, or aggregated for succession planning purposes, making it near impossible to assess information on the “depth of talent pools.”
This webinar serves as a springboard to help companies use best practices to prepare their workforce for the future and better manage the impact of turnover. In this webinar, you will learn how other organizations are:
Systematically identifying and developing internal talent for future roles,
Ensuring the performance management process integrates succession planning, and
Maximizing talent identification and readiness through formal career pathing.
See more at: http://tinyurl.com/ne5m5al
Succession Planning and the Development of Your High Potentials | Webinar 08....BizLibrary
In this webinar we will discuss emerging thought leadership on the organizational and employee perspective on succession planning. We'll provide practical suggestions for development your own high potential employees.
Hotel management contracts trends hotelsAnil GROVER
This report identifies the main commercial
trends and conditions contained within a
selection of Hotel Management Contracts
(HMC’s) across India by JLL. JLL comments
are based on a review of 42 management
contracts for properties across various
segments, located in the primary and
secondary cities of India. The review
highlights key trends pertaining to fee
structures and important clauses in Hotel
Management Contracts and aims to reflect
current trends in the industry.
final report of the same class, strategic management. i guess i really like my teacher Tony, that's why i paid 10 hours to do the ppt. haha. Mr. Tony like it a lot, but some of the students told me they are scared by some of the ladys. by the way, strongly recommand: http://www.loriearley.com/
SmartOtels presents luxury, boutique resorts and hotels in exotic, exclusive destinations. SmartOtels are resort and hotel sales representatives in the UK for resorts and hotels in South East Asia including:
Elements Boutique Resort & Spa Hideaway, Koh Samui, Thailand
Montigo Resorts Nongsa, Batam, Indonesia (30 minutes from Singapore)
Sheridan Beach Resort and Spa, Palawan, the Philippines
Hotel Penaga, George Town, Penang, Malaysia
Luang Prabang View Hotel, Luang Prabang, Laos
Uppala Villas & Spa Umalas, North Kuta, Bali, Indonesia
Uppala Villas Seminyak, Bali, Indonesia
Bai Tram Hideaway Resort, Phu Yen, Vietnam
Service Experience Dimensions in Asian Hospitality: A Case Study of Hotels in...Manisa Piuchan
This was a conference paper presented at Experience EuroCHRIE 2015 Conference during 15-17 October 2015 at Lowry Hotel, Manchester UK
ประสบการณ์บริการในการให้บริการแบบเอเซียน กรณีศึกษาประเทศไทยและฮ่องกง
Assignment for NYU Stern's Brand Strategy class taught by Scott Galloway. We examined two hotel brands in terms of their brand identity and strategy and provided recommendations. (Note: This was meant to be a report, not a slideshow presentation, so many slides contain lengthy text rather than condensed points)
The document is based on findings from an analysis of over 85 management contracts compiled by TRI, as well as executive level interviews with hospitality professionals. The survey is an update of TRI's 2006 analysis of hotel management contracts covering Bahrain, Kuwait, Qatar, Oman, Saudi Arabia, and the United Arab Emirates.
Introduction of Hospitality Management
An overview about ACCOR HOTELS.
If you would like to download these slides, send me via: nguyenpuyen91@gmail.com with your purpose of download.
Alternaty - Hotel operator selection process - Jan 2013Alternaty
Before considering a management company, developers should be aware of all the possible options and alternatives that match their investment strategy.
Alternaty is a boutique real estate firm providing a suite of consulting services throughout the development lifecycle. We are headquartered in HCMC Vietnam, with associates in Thailand, Myanmar and Indonesia.
Hope to see you at http://blog.alternaty.com/
Vai al mio blog TSM CONSULTING TOURISM DISCUSS
http://discuss.tsmconsulting-barcelona.com
Hotel Branding Strategy: Powerfun tool to position hotel effectively in the market
Strategie di branding alberghiero: Potente strumento per il posizionamento dell'albergo sul mercato
Estrategia de branding hotelero: herramienta eficaz de posicionamiento del hotel en el mercado
International seminar in Tourism Branding Strategy - Tehran, June 9-10, 2010 - Tehran Trading Center
Organized by: Marcopolo Tourism Training Center
Based on case study of Accor Hotels. It will provide you brief introduction of all category of brands and services as well as history and origin of the Accor Hotels.
As businesses expand their learning operations across the globe, they face many challenges: how to ensure continuity of training but also retain individual pieces; development and management of a global curriculum; addressing learning needs at various levels; development of managers at different levels; ensuring compliance and uniformity in the delivery of learning methods; and increasing retention and decreasing turnover, to name a few. During this workshop, Maria O’Donoghue, director of global learning and development for Hertz, will present with Marla Zarlenga, learning services account manager for ACS, a Xerox company, to describe how their companies partnered to create a global transformation of Hertz’s learning system, delivering a high ROI for training dollars, and developed an approach to global learning that is a model for global learning success.
Maria O'Donoghue, Director, Global Learning and Development, The Hertz Corp.
Marla Zarlenga, Account Manager, ACS Inc., a Xerox Company
Managing and retaining talent is one of the biggest challenges facing management, particularly in terms of attracting and retaining the right people, building high performance teams, as well as dealing with the risks associated with compliance and employment regulation. Our webinar will consider these issues and strategies you can develop to manage them.
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The Future Of Performance Management In An Era Of Uncertainty American Airl...Claudia Rubino
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
Strategies to Improve Employee Retention in a Diverse Workforce Part Two: Suc...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
In part one of this webinar, we discussed engaging employees through goal and development plans. In part two, we will further explore key performance strategies through the creation and development of your organization’s leadership pipeline. Having a succession plan in place for your top employees will enable you to proactively assess, rate and manage development paths so that you may fully leverage your employees’ potential for the long haul.
Demystifying Talent mgmt (Assessment & Development Centers)ASHUTOSH LABROO
A lot is written & freely available on Talent Management on the web. This presentation however is a very personal & deeper insight into the Subject of Talent Management as well as Assessment & Development Centers & finally Career Planning.
I have tried to offer greater clarity in terms of what all these steps mean & I hope this clarifies doubts & queries people usually have on this subject.
A structured process results in high quality management decisions about leadership development, succession, and career planning. The business benefits from better leaders and greater employee motivation which means improved retention of key talent and a lower cost of turnover.
2. Topics for today
• The Business Case for Succession
Planning
• An integrated talent management strategy
• Key Talent Management Concepts
• Dusit Succession Planning Approach
• Objectives, Process, Roles & Responsibilities
3. Companies With Talent Depth
Behave Differently from Others
TOP QUINTILE COMPANIES
• Have a stronger performance ethic
• Believe talent is important and hold line managers accountable for it
• Take more risks on high potentials; move them before they’re ready
• Recognize the cost of keeping poor performers and act accordingly
• Explicitly build development into every staffing decision
• Have a probing, candid and action-oriented talent process
• Develop a strong magnet for top talent (great company, great jobs,
compensation/lifestyle)
• Pay what it takes to get and keep the best talent
• Use pay increases to amplify the performance message
Source: War for Talent Top 200 Survey - McKinsey Co.
4. Building a strong talent bench
What it Takes
• Bring in Highly Talented People
• Know Who the High and Low Performers Are
• Retain Almost All High Performers
• Develop People Quickly and Effectively
• Remove Low Performers Relatively Quickly
Source: War for Talent Top 200 Survey - McKinsey Co.
6. Succession Planning
Objective
Develop the internal talent pipeline for key leadership positions
at every level in the organization to meet current and future
needs by:
• Gaining broad and deep knowledge of the talent at every level in the
organization
• Assessing the current talent pipeline against current and future business
requirements to identify need areas and implement appropriate talent
strategies
• Identifying key talent at every level in the organization to accelerate their
development and readiness for more complex roles and instill the Dusit /
Thai Culture and values to effectively manage our properties
• Key jobs – Proactively succession management for critical positions –
assessing the risk, retention management, and backfill plans
• Enterprise-wide talent strategies
• Driving a common talent mindset, common process and vocabulary by
promoting talent discussions at every level that are aligned and use a
common framework and tools
7. The Business Contribution -
What do the lines represent?
• Business/Functional Results
• Managing Work Execution
The Job • Generating Talent
• Leadership
• Building Relationships
• Organizational Learner
8. Performance Growth
Cycle
Development to
Start
enable performance
improvement
Does Not Meet Expectations Meets Expectations
Full performer should be
tested before they are
Those with excess capacity moved
can be moved to more
challenging assignments
where they will have a gap Exceeds Expectations
9. Next Assignment Readiness
“Growth”
The individual, at this time, is not ready for a
more complex or larger assignment, therefore,
the development focus should be on building
performance in the current position and
developing required competencies.
Examples:
• A Human Resources Director New in Position
• An EAM Rooms at a B size property who would benefit
from moving to another B size property
10. Next Assignment Readiness
“Mastery”
The individual’s performance has
demonstrated readiness to assume a
similar position in a bigger more complex
property or business.
Examples:
• A Human Resources Director in a “B” size property ready
to assume responsibility as Human Resource Director in an “A’
size property.
11. Next Assignment Readiness
“Turn”
The individual has demonstrated
performance normally observed at the next
level of leadership and therefore is ready to
advance (or “turn”) to the next leadership
level.
Examples:
• An Assistant Human Resource Director ready to move to a
Human Resource Director position
• A Senior Sales Manager ready to assume a Director of Sales
position.
12. Determine Development
Needs
Performance Performance Performance
Results Development
Diagnostics
• Business • What is • How do we
Results facilitating achieve a strong
performance? ROI from
leadership
• Leadership • What is inhibiting development?
Results performance?
• Determine the
priorities
13. Succession Planning
Framework
Corporate Succession Planning
Focus: GMs, and feeder pool (Hotel Managers), Regional &
C Corporate roles
O
Responsibility: Regional VPs, Corp HR, Corporate Discipline
R
P Leaders
O Process: Corporate Succession Planning Council
R
A Property Sr Executive Succession Planning
T
E Focus: Property leadership roles (Exco)
P
R Responsibility: GM, HRD, Regional VPs, Corp HR, Corp
O Discipline Leaders
P Process: Discipline Succession Planning Committee
E
R Property Management Succession Planning
T Focus: Key positions below Exco level
Y
Responsibility: GM, HRD and Department leaders
Process: Property Succession Planning Committee
14. Property Sr Executive Succession
Planning ExcoTeam Talent
Focus
• ExcoTeam Talent
Objective
• Gain broader knowledge of the talent at the Exco Team level
throughout the organization
• Identify and accelerate the development of key Exco talent for future
positions and instill the Dusit / Thai Culture and values
• Identify short-term and long-term vacancy risks for critical Exco level
positions and actively develop backfill plans
Responsibility
• General Manager and Director of Human Resources
• Corporate Discipline Leaders (Human Resources, Finance, Sales &
Marketing, Food & Beverage, Rooms, etc.), Regional VPs, Corp HR
15. Property Leadership Succession Planning Process
Exco Team Talent
Corporate HR provides each property with pre-populate Property Leadership
1 Succession Planning Matrix using data on Performance Appraisal
GM and HRD complete Succession Planning Matrix for guidance team members
2
in consultation with Discipline leaders and RVP, and submits to Corp HR
3 Corporate HR compiles information, creates reports by discipline, and facilitates
Discipline Talent Reviews
4 Information on key talent and key talent needs review at Corporate Succession
Planning Council
OUTCOME – JOINT PLAN IMPLEMENTATION
5
General Manager Discipline Leader
Career Acceleration & Discipline talent
Feedback, development Retention Plan for highly strategies based on
and career plan for promotable talent business and pipeline
every GT as part of Succession needs (recruiting, career,
Appraisal with input management for critical training, reward &
from discipline leaders positions recognition strategy, etc.)
16. Property Leadership Succession
Planning ExcoTeam Talent
Next Steps
• Incorporate feedback and finalize model and toolkit
• Roll-out to GMs and HRD via regional conference call – 1st
Quarter 2010
HR Role
• Process facilitator at the property level
• Partner with GM on the data gathering, talent
assessment, and feedback and development plan
for GT
17. Property Management Succession
Planning
Mid-Management Talent
Focus
• Talent below Exco Team level
Objective
• Develop backfill plan for every key leadership positions (Exco Team)
and feeder position in each department
• Implement career/development plan for key talent to get them ready for
next position and instill the Dusit / Thai Culture and values
Responsibility
• General Managers, Department Leaders and Human Resources
Directors own the process at the property level
• Corporate discipline leaders (e.g. VPSM) provide input, support
process, help calibrate assessments across properties, and feed
information up on key talent and critical talent needs
18. Property Management Succession Planning
Process Mid-Management Talent
Corporate HR provides each property with pre-populate Property Leadership
1
Succession Planning Matrix using data on Performance Appraisal
2 Department leader works with HRD to complete Succession Planning
Matrix for their team with input from discipline leaders
3 HRD reviews Matrix with Department Leader in preparation for Property
Succession Planning discussion
HRD facilitates Property Mid-management Succession Planning
4 discussion with GM and Department leaders
OUTCOME – PLAN IMPLEMENTATION
5 Property owns execution Feeds into Leadership Succession Planning
Department Leader/HRD provide feedback, Information shared with Corporate Discipline
development and career plan for as part of Leaders and Corporate HR:
Appraisal
– Pre-Exco key talent
Career Acceleration & Retention Plan for key talent
talent – Systemic talent needs/opportunities
Succession management for critical positions
19. Property Management Succession
Planning Mid-Management Talent
Next Steps
• Jan 2010 Roll-out
HRD Role
• Process owner at the property level
• Support Department leaders in data gathering, the
assessment of their talent
• Facilitate property succession planning discussions to
calibrate talent assessments and agree on action plans
20. The Tools
• Succession Planning Training module – PPT
presentation
• Succession Planning Toolkit
– Succession Plan Matrix & Succession Planning Guide
– Supporting materials
- Exco Job Descriptions
- Career Development Guide
- Guidelines for Providing Feedback
21. Locations
• China
• Germany
• Russia
• Middle East
• North America
• South East Asia