E5C is a consulting firm that helps clients achieve organizational energy and exceptional performance through their expertise in strategy, technology, operations, and human resources consulting. They focus on building strong partnerships, customer-centricity, and developing organizational capabilities. E5C's experienced leadership team leverages over 100 combined years of expertise to help clients capitalize on opportunities and achieve their vision.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
HR impacts the bottom line. But how do you prove it?
Discover the outcomes organisations like yours have achieved with talent measurement and the latest innovations in best practice assessments.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
The tweedledee and tweedledum of portfolio management 2021Svetlana Sidenko
The BRM role clarity is not a new topic. Everyone who has ever been involved with a BRM in one way or another, understands that often the role boundaries fall into a grey zone. However, in each organization the role clarity, or lack of it, manifests itself in different ways and it depends on whether the BRM is positioned strategically or tactically, on organizational culture, industry, size of the organization, and many other factors. Join to hear the success and challenges of BRM and Service Owners in the Harvard Business School and how they team up to optimize the business value. In today’s reality of volatile, uncertain, complex and ambiguous (VUCA) environments and the age of accelerated digital transformation where service organizations invariably struggle to keep up with the velocity of demand, it has become even more imperative that the roles of the BRM and Service Owner, both connective tissues between various parts of the organization with its partners, be lock stepped in the maximization of value and co-creation of transformation.
Customer Management Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Customer Management functional area business capability model. Visit: https://www.ciopages.com/store/customer-management-business-capability-model/
Increasing TA Effectiveness in China through Data and Talent PlanningCielo
Increasing TA Effectiveness in China through Data and Talent Planning
With an unpredictable job market, rapidly changing roles and skill sets, increased agility and shifting behaviour of job seekers, talent leaders in China need to use accurate and current data to inform their strategy and decision making. Therefore, precise and effective talent market insight becomes more and more important. Market insights for talent planning encompass talent data mining, cleaning and analysis, local market intelligence, and industry benchmarks to inform talent-related decisions. Ideally, data-driven insights guide the whole recruitment process including sourcing, selection and on-boarding, as well as employee reskilling, development, and succession planning.
In this webinar, Joseph Zhu, Client Solutions Director, China, will be joined by Shirley Wang, China Head of Talent Acquisition at Kimberly Clark, and Stacy Zhao, Head of Talent Acquisition, Great China Region at Nestle. The group will discuss how companies in the Greater China Region can use market insights to shape their strategy and improve the effectiveness of their talent acquisition.
We will explore:
• How to develop better business strategy based on talent market insights
• How to assess your current plan and identify areas to improve
• Which stakeholders have important responsibilities for talent planning, with examples of how these roles support your talent acquisition
Transform Your Approach To Talent By Leveraging Transparency and Data | Talen...LinkedIn Talent Solutions
Both data and transparency are secret sauces that each company has, but may not harness. Brendan Browne, LinkedIn's Sr. Director of Global Talent Acquisition, shares how you can use them correctly to know where to invest and when you’re making a mistake.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
The tweedledee and tweedledum of portfolio management 2021Svetlana Sidenko
The BRM role clarity is not a new topic. Everyone who has ever been involved with a BRM in one way or another, understands that often the role boundaries fall into a grey zone. However, in each organization the role clarity, or lack of it, manifests itself in different ways and it depends on whether the BRM is positioned strategically or tactically, on organizational culture, industry, size of the organization, and many other factors. Join to hear the success and challenges of BRM and Service Owners in the Harvard Business School and how they team up to optimize the business value. In today’s reality of volatile, uncertain, complex and ambiguous (VUCA) environments and the age of accelerated digital transformation where service organizations invariably struggle to keep up with the velocity of demand, it has become even more imperative that the roles of the BRM and Service Owner, both connective tissues between various parts of the organization with its partners, be lock stepped in the maximization of value and co-creation of transformation.
Customer Management Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Customer Management functional area business capability model. Visit: https://www.ciopages.com/store/customer-management-business-capability-model/
Increasing TA Effectiveness in China through Data and Talent PlanningCielo
Increasing TA Effectiveness in China through Data and Talent Planning
With an unpredictable job market, rapidly changing roles and skill sets, increased agility and shifting behaviour of job seekers, talent leaders in China need to use accurate and current data to inform their strategy and decision making. Therefore, precise and effective talent market insight becomes more and more important. Market insights for talent planning encompass talent data mining, cleaning and analysis, local market intelligence, and industry benchmarks to inform talent-related decisions. Ideally, data-driven insights guide the whole recruitment process including sourcing, selection and on-boarding, as well as employee reskilling, development, and succession planning.
In this webinar, Joseph Zhu, Client Solutions Director, China, will be joined by Shirley Wang, China Head of Talent Acquisition at Kimberly Clark, and Stacy Zhao, Head of Talent Acquisition, Great China Region at Nestle. The group will discuss how companies in the Greater China Region can use market insights to shape their strategy and improve the effectiveness of their talent acquisition.
We will explore:
• How to develop better business strategy based on talent market insights
• How to assess your current plan and identify areas to improve
• Which stakeholders have important responsibilities for talent planning, with examples of how these roles support your talent acquisition
Transform Your Approach To Talent By Leveraging Transparency and Data | Talen...LinkedIn Talent Solutions
Both data and transparency are secret sauces that each company has, but may not harness. Brendan Browne, LinkedIn's Sr. Director of Global Talent Acquisition, shares how you can use them correctly to know where to invest and when you’re making a mistake.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Enabling Innovation: A Designers PerspectiveThomas Sutton
How can large organisations create an enabling environment for innovation? Using the "3 horizons of growth" model as a reference framework, we suggest organisational strategies to achieve a flourishing innovation portfolio.
At the HealthTech Summit 2016 in Lausanne, I shared a framework for evaluating investments based on design criteria, applied to the opportunity, product, and company.
Agile2015 Strategy Mapping: Clear path to a successful Agile strategyDave Neuman
Strategy mapping is a simple framework for visualizing a strategy and it works for Agile adoption as well. My session showed participants how to map cause-and-effect relationships between process, practices, and skills to customer and financial objectives using a strategy map.
At Achieve Performance, We help you maximize the productivity of your human resources – the people who carry the real responsibility for your company’s reputation, relationships and performance.
We are aiming at increasing your efficiencies in processes and human resource utilization and help you build a more efficient high performing change capable workforce.
7. Leadership Team Founder/Partner Partner Partner Partner established credentials & successful track records We Design, Develop and Deploy services and solutions to enable and empower clients, sustain and grow in a competitive market, achieving excellence by building organizational energy. Organization Capability Building People Focus Process Focus Visionary Leadership Strategic Thinking Team Strengths
8.
9.
10. Strategy Consulting Customer-centric companies do things differently The future is all about SERVICE Service is all about Differentiation
11.
12.
13.
14.
15.
16. Human Resources Consulting Human Resource programs that actively and positively contribute to the bottom line
17.
18.
19.
20.
21. HR Outsourcing: end to end HR Services employee Day 1 Induction Process Employee Database Mgmt Movements Transfer Promotion Others Salary, Benefits (Leave, Tax) Inputs / Advises HR Policy Administration T & D Learning Needs Plan execution Records & MIS AWARDS Administration EXIT Management
22.
23.
24. enterprise 5c - Value Proposition Partners, Proprietary Tools e5c taps into its extensive network to better address each of its clients unique needs. Network of Consultants Other companies Enhanced Customer Services Delighted Customer Collaboration Consulting Innovation Building Energy