The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
The document outlines a framework for developing an effective learning and development strategy. It emphasizes stakeholder involvement, aligning L&D with business goals and values, monitoring impact and ROI, and engaging and motivating employees. The framework also stresses the importance of effective resource usage, knowledge sharing, and ensuring managers are supportive of L&D and career development.
The document discusses the emerging role of the HR Chief Operating Officer (COO) to help HR organizations improve performance and better support business needs. Traditionally, HR leadership teams are structured around centers of expertise and business units, but this limits coordination across functions. A HR COO role would focus on driving efficiency, effectiveness, compliance, and cost of HR service delivery to help address gaps between business expectations and what HR can deliver. By dividing responsibilities between the CHRO who focuses on strategy and the HR COO who focuses on operations, HR organizations can better empower their teams to deliver more business value.
Take Me Out to the Ball Game - Competency Based Talent Managementthempowergroup
The document discusses competency based talent management in strategic sourcing and supply chain roles. It notes that current approaches to talent management in these areas have fallen short and produced suboptimal results. The document then outlines TMG's experience implementing competency based talent management programs across multiple industries. TMG has a history of developing competency models, assessing gaps, and creating customized development programs to improve performance in sourcing and supply chain organizations.
The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
The document outlines a framework for developing an effective learning and development strategy. It emphasizes stakeholder involvement, aligning L&D with business goals and values, monitoring impact and ROI, and engaging and motivating employees. The framework also stresses the importance of effective resource usage, knowledge sharing, and ensuring managers are supportive of L&D and career development.
The document discusses the emerging role of the HR Chief Operating Officer (COO) to help HR organizations improve performance and better support business needs. Traditionally, HR leadership teams are structured around centers of expertise and business units, but this limits coordination across functions. A HR COO role would focus on driving efficiency, effectiveness, compliance, and cost of HR service delivery to help address gaps between business expectations and what HR can deliver. By dividing responsibilities between the CHRO who focuses on strategy and the HR COO who focuses on operations, HR organizations can better empower their teams to deliver more business value.
Take Me Out to the Ball Game - Competency Based Talent Managementthempowergroup
The document discusses competency based talent management in strategic sourcing and supply chain roles. It notes that current approaches to talent management in these areas have fallen short and produced suboptimal results. The document then outlines TMG's experience implementing competency based talent management programs across multiple industries. TMG has a history of developing competency models, assessing gaps, and creating customized development programs to improve performance in sourcing and supply chain organizations.
The document discusses the importance of implementing a talent mobility strategy to effectively acquire, align, develop, engage, and retain high performing talent. It explores considerations for approaching and deploying a talent mobility strategy and supporting technology. Implementing an integrated talent management platform can help organizations overcome challenges like retaining top performers, aligning talent needs with business goals, and reducing external hiring costs by facilitating greater internal mobility and succession planning. The benefits of a talent mobility strategy include increased organizational agility, improved retention of talent, lower recruiting costs, and better alignment of employee development with business needs.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
This document discusses how HR can evolve to achieve a competitive advantage and remain relevant. It suggests that HR needs to move from focusing on "doing things right" to "doing the right things" by becoming more strategic, integrated, and customer-driven. Specifically, it recommends that HR (1) act as a strategic partner in setting business direction, (2) effect organizational change and transformation, (3) champion employees, and (4) optimize administrative processes through technology. The document argues that developing a system-driven HR delivery model can help HR move from operations to a more strategic role and better measure its impact on business performance.
BullseyeEvaluation is a new performance management tool that can help drive corporate performance. It facilitates productive communications around goals and key performance indicators (KPIs). This helps improve employee engagement, lower turnover, enhance management effectiveness, and establish a performance culture needed to execute business strategy successfully. BullseyeEvaluation is a cloud-based/SaaS tool that integrates performance management and operational dashboards in a simple, cost-effective way to implement across an organization.
ENTERPRISE ARCHITECTURE -- A STRATEGIC DIFFERENTIATORMark Lane
Enterprise architecture enables organizations to strategically link their business strategy to execution by capturing organizational strategies as blueprints that provide guidance for different parts of the organization while facilitating collaboration and innovation, and enterprise architects use specialized practices to determine an organization's current state, future scenarios, and roadmaps to transform from the current to future states in an efficient and effective manner that manages risks and ensures the operating model remains flexible and aligned with strategies.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
This document discusses human capital risks that investors face. It notes that while financial, technical, and market risks receive more attention, human capital risks are equally important but more difficult to assess and manage. The root causes of most business failures are people and culture issues, yet investors typically only address human capital risk by hiring or firing the CEO. The Dawson Consulting Group offers solutions to help companies manage human capital risks related to strategy implementation, organization design, culture optimization, and executive effectiveness. When a company's execution capabilities do not support its business plan, it increases investment risk.
Gardiner Consulting helps companies in challenging situations, including new product/services launches, organizational realignments, market transitions and corporate cultural evolution.
- Corporate Communication
- Marketing Communication
- Executive Coaching
- Leadership & Team Development
This document summarizes a case study of a large multinational business services firm that implemented the ProfileXT assessment tool from Profiles International to improve its hiring processes. The company developed ideal profiles for key roles using assessments of top and bottom performers. It conducted a two-month change management effort to reduce employee fears about the assessments. Assessment results now guide hiring decisions and employee development. Leaders find the ProfileXT a valuable tool for ensuring hires advance the company's goals. They continue improving processes, such as requiring manager training and deepening profile interpretations.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
Outsourcing in CEE. Country Overview. Hungary - Hay GroupHI-TECH_Org_Ua
The document provides an overview of shared services centers in Hungary based on a survey conducted by Hay Group. Some key points:
- Hay Group surveyed 32 participating companies in Hungary with over 10,000 employees across 12 sectors.
- On average, salaries for managers were highest, followed by team leaders/supervisors, then specialists. Certain job families like IT saw higher salaries on average than others like customer service.
- Benefits offered commonly included a cafeteria system, company cars, trainings and language pay premiums.
- Employee turnover averaged 24.5% in 2008 primarily due to reasons like monotony, career opportunities or compensation.
- An international comparison showed Hungary had comparable or lower gross and net
1. The document discusses a case where an IT implementation project at a call center was facing challenges with select employee groups due to a lack of understanding of individual traits and how they impact change tolerance.
2. It introduces the concept of a "Worker's Microcosm" framework to gain a holistic understanding of workers' profiles, performance drivers, interests and how they align with job design and corporate systems before implementing changes.
3. Applying this framework through behavioral assessment tools during an ERP integration project helped identify the most compatible workers for specific process roles, improving performance synergy and project success.
This document provides information about iSolutions, a human resources consulting firm. It discusses major trends impacting businesses today such as healthcare costs, outsourcing, and an aging workforce. It emphasizes the importance of attracting, engaging, and retaining employees to align them with business goals. The document outlines iSolutions' services including training and development, performance management, and employee and labor relations. It highlights the firm's experience and accomplishments in reducing costs and improving performance for its clients.
The document discusses various topics related to human resource management and strategic management. It defines management and its key factors. It then defines human resource management and discusses its role, objectives, and activities. It covers topics like HR planning, trends, strategy, tools, technology, and their application. It also discusses challenges faced by HR and how HR activities focus on productivity, quality, and services.
The document discusses strategic enterprise management and how to align corporate objectives and human capital. It introduces using a balanced scorecard approach and competency models to integrate performance management, compensation, and talent development processes. This would help organizations effectively implement business strategies and leverage human capital contributions.
The document discusses talent management and career development & succession planning. It presents an integrated approach to talent management involving recruitment, selection, career management, performance management, training, rewards management, and succession planning. The aim is to develop leadership capability across business lines to retain and develop high potential employees and ensure effective future leaders. It discusses contemporary challenges in talent management and outlines elements of career management and definitions of succession planning.
This document provides information on individual stress management and preventing burnout. It recommends finding ways to release stress through refocusing negative thoughts, physical activity, eating healthy, and relaxation techniques. It also suggests reaching out to nurture yourself and others. The document then discusses job depression and burnout, identifying stressors, developing a support system, and creating an action plan to address stress and prevent burnout through self-care.
360 degree feedback involves collecting performance evaluations from an employee's supervisor, peers, direct reports, and sometimes customers or other external stakeholders. It aims to provide employees with a more comprehensive assessment of their performance than traditional top-down feedback from just supervisors. Key components include self-evaluations, supervisor evaluations, and evaluations from subordinates, peers and others. The process involves identifying an employee's strengths and areas for development based on feedback across multiple rating sources to facilitate professional growth.
The document discusses reward and recognition programs in organizations. It provides an overview of common elements of total rewards packages and discusses the purpose and benefits of recognition programs. Recognition programs are found to be effective motivators that help with retention, performance, and creating a positive work culture. The document also outlines best practices for designing successful recognition programs, including management support, employee involvement, tailoring rewards, and clear communication.
The document discusses the importance of implementing a talent mobility strategy to effectively acquire, align, develop, engage, and retain high performing talent. It explores considerations for approaching and deploying a talent mobility strategy and supporting technology. Implementing an integrated talent management platform can help organizations overcome challenges like retaining top performers, aligning talent needs with business goals, and reducing external hiring costs by facilitating greater internal mobility and succession planning. The benefits of a talent mobility strategy include increased organizational agility, improved retention of talent, lower recruiting costs, and better alignment of employee development with business needs.
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
This document discusses how HR can evolve to achieve a competitive advantage and remain relevant. It suggests that HR needs to move from focusing on "doing things right" to "doing the right things" by becoming more strategic, integrated, and customer-driven. Specifically, it recommends that HR (1) act as a strategic partner in setting business direction, (2) effect organizational change and transformation, (3) champion employees, and (4) optimize administrative processes through technology. The document argues that developing a system-driven HR delivery model can help HR move from operations to a more strategic role and better measure its impact on business performance.
BullseyeEvaluation is a new performance management tool that can help drive corporate performance. It facilitates productive communications around goals and key performance indicators (KPIs). This helps improve employee engagement, lower turnover, enhance management effectiveness, and establish a performance culture needed to execute business strategy successfully. BullseyeEvaluation is a cloud-based/SaaS tool that integrates performance management and operational dashboards in a simple, cost-effective way to implement across an organization.
ENTERPRISE ARCHITECTURE -- A STRATEGIC DIFFERENTIATORMark Lane
Enterprise architecture enables organizations to strategically link their business strategy to execution by capturing organizational strategies as blueprints that provide guidance for different parts of the organization while facilitating collaboration and innovation, and enterprise architects use specialized practices to determine an organization's current state, future scenarios, and roadmaps to transform from the current to future states in an efficient and effective manner that manages risks and ensures the operating model remains flexible and aligned with strategies.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
This document discusses human capital risks that investors face. It notes that while financial, technical, and market risks receive more attention, human capital risks are equally important but more difficult to assess and manage. The root causes of most business failures are people and culture issues, yet investors typically only address human capital risk by hiring or firing the CEO. The Dawson Consulting Group offers solutions to help companies manage human capital risks related to strategy implementation, organization design, culture optimization, and executive effectiveness. When a company's execution capabilities do not support its business plan, it increases investment risk.
Gardiner Consulting helps companies in challenging situations, including new product/services launches, organizational realignments, market transitions and corporate cultural evolution.
- Corporate Communication
- Marketing Communication
- Executive Coaching
- Leadership & Team Development
This document summarizes a case study of a large multinational business services firm that implemented the ProfileXT assessment tool from Profiles International to improve its hiring processes. The company developed ideal profiles for key roles using assessments of top and bottom performers. It conducted a two-month change management effort to reduce employee fears about the assessments. Assessment results now guide hiring decisions and employee development. Leaders find the ProfileXT a valuable tool for ensuring hires advance the company's goals. They continue improving processes, such as requiring manager training and deepening profile interpretations.
Framework for value (private equity portfolio company oversight)Scott Thomas
The document discusses key elements for effective business investment strategy and value creation at portfolio companies. It identifies four core pillars: control environment, governance, risk management, and operations. Each pillar is important for optimal operations and risk management. Control environment focuses on integrity, leadership, and human resources. Governance involves the board, planning, performance indicators, and financial/regulatory compliance. Risk management and operations are also discussed as essential pillars.
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
Outsourcing in CEE. Country Overview. Hungary - Hay GroupHI-TECH_Org_Ua
The document provides an overview of shared services centers in Hungary based on a survey conducted by Hay Group. Some key points:
- Hay Group surveyed 32 participating companies in Hungary with over 10,000 employees across 12 sectors.
- On average, salaries for managers were highest, followed by team leaders/supervisors, then specialists. Certain job families like IT saw higher salaries on average than others like customer service.
- Benefits offered commonly included a cafeteria system, company cars, trainings and language pay premiums.
- Employee turnover averaged 24.5% in 2008 primarily due to reasons like monotony, career opportunities or compensation.
- An international comparison showed Hungary had comparable or lower gross and net
1. The document discusses a case where an IT implementation project at a call center was facing challenges with select employee groups due to a lack of understanding of individual traits and how they impact change tolerance.
2. It introduces the concept of a "Worker's Microcosm" framework to gain a holistic understanding of workers' profiles, performance drivers, interests and how they align with job design and corporate systems before implementing changes.
3. Applying this framework through behavioral assessment tools during an ERP integration project helped identify the most compatible workers for specific process roles, improving performance synergy and project success.
This document provides information about iSolutions, a human resources consulting firm. It discusses major trends impacting businesses today such as healthcare costs, outsourcing, and an aging workforce. It emphasizes the importance of attracting, engaging, and retaining employees to align them with business goals. The document outlines iSolutions' services including training and development, performance management, and employee and labor relations. It highlights the firm's experience and accomplishments in reducing costs and improving performance for its clients.
The document discusses various topics related to human resource management and strategic management. It defines management and its key factors. It then defines human resource management and discusses its role, objectives, and activities. It covers topics like HR planning, trends, strategy, tools, technology, and their application. It also discusses challenges faced by HR and how HR activities focus on productivity, quality, and services.
The document discusses strategic enterprise management and how to align corporate objectives and human capital. It introduces using a balanced scorecard approach and competency models to integrate performance management, compensation, and talent development processes. This would help organizations effectively implement business strategies and leverage human capital contributions.
The document discusses talent management and career development & succession planning. It presents an integrated approach to talent management involving recruitment, selection, career management, performance management, training, rewards management, and succession planning. The aim is to develop leadership capability across business lines to retain and develop high potential employees and ensure effective future leaders. It discusses contemporary challenges in talent management and outlines elements of career management and definitions of succession planning.
This document provides information on individual stress management and preventing burnout. It recommends finding ways to release stress through refocusing negative thoughts, physical activity, eating healthy, and relaxation techniques. It also suggests reaching out to nurture yourself and others. The document then discusses job depression and burnout, identifying stressors, developing a support system, and creating an action plan to address stress and prevent burnout through self-care.
360 degree feedback involves collecting performance evaluations from an employee's supervisor, peers, direct reports, and sometimes customers or other external stakeholders. It aims to provide employees with a more comprehensive assessment of their performance than traditional top-down feedback from just supervisors. Key components include self-evaluations, supervisor evaluations, and evaluations from subordinates, peers and others. The process involves identifying an employee's strengths and areas for development based on feedback across multiple rating sources to facilitate professional growth.
The document discusses reward and recognition programs in organizations. It provides an overview of common elements of total rewards packages and discusses the purpose and benefits of recognition programs. Recognition programs are found to be effective motivators that help with retention, performance, and creating a positive work culture. The document also outlines best practices for designing successful recognition programs, including management support, employee involvement, tailoring rewards, and clear communication.
This document discusses recognition and reward in the workplace. It defines recognition as appreciation or acclaim for an achievement or ability, while a reward is something given for service, effort or achievement. It then presents a 4 quadrant theory for recognition, outlining different types of recognition from tactical and low impact to strategic and high impact. The final sections discuss why recognition is important, what makes an effective informal recognition program, what employees want most in terms of recognition, and special considerations around recognition when times are tough.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
BSNL is India's largest public sector telecommunications company. It has over 119 million telephone connections, making it the 5th largest operator in India with a 13.28% market share. BSNL provides both fixed line and mobile services across India using technologies like GSM, CDMA, broadband, and fiber. While it has a large customer base and resources, BSNL also faces weaknesses like poor marketing and network optimization. It aims to leverage its brand while expanding services in growing areas like broadband and untapped international markets.
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
The document discusses 360-degree performance appraisals. It explains that 360-degree appraisals involve collecting feedback about an employee from their manager, peers, direct reports, and customers. The process aims to provide a more comprehensive view of an employee's performance. Some key advantages are that it provides honest assessments from multiple perspectives and helps employees identify strengths and areas for development. However, 360-degree appraisals also have potential disadvantages like bias and lack of validity if not implemented correctly. The document also provides tips for effective implementation and training of appraisers.
The document describes an employee management system developed for GEA Process Engineering (India) Private Limited. It includes sections on the existing system, requirements for a new system, hardware and software needs, project management, system users, analysis, design, implementation, testing, screenshots and future enhancements. The system allows administrators to add, edit and verify employee information, line managers to access reports on their department employees, and employees to access their own details. It aims to reduce workload and improve information management over the previous system.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Employee motivation depends largely on good goals setting. The highest strategic goals are sometimes called directions. Goals are related to drivers, principles and requirements. This presentation shows an example of enterprise directions setting by the usage of an enterprise architecture tool.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
This document discusses competency-based selection systems and competency models. It defines competencies as skills, knowledge, abilities and behaviors that distinguish high performers and relate to effective job performance. The document outlines different approaches to developing competency models, including identifying core competencies required for roles aligned with business strategy. It also discusses how competency models can be used to improve human resource management systems like training, performance evaluation, and succession planning.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
The document discusses the role of strategic management in various aspects of human resource management such as HR planning, staffing, training and development, and performance appraisal. It explains how aligning HR strategies and activities with the business strategy of an organization can help achieve competitive advantage. Examples are provided of how companies like Infosys and Philips integrate strategic management principles into their HR processes.
This document discusses human resource development at Hindustan Aeronautics Limited (HAL), a major Indian aerospace company. It provides context about the characteristics of the aeronautical industry. It then summarizes HAL's history and describes its core business areas, financial performance, and human resources. The document outlines HAL's future programs and its vision, mission, and values. It discusses the organizational imperatives and HR challenges facing HAL. The rest of the document details HAL's approaches to continuous development, high performance leadership and teams, and creating a performance culture. It outlines the company's interventions for developing executives and workmen through training, assessments, and incentive schemes.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
1) The document discusses whether HR truly empowers management or is just a power play. It outlines different roles HR can take such as strategic partner, change agent, administrative expert, and employee champion.
2) Managers expect HR to add value through talent management, training, knowledge management, and change support. For HR to empower management, they must think and work together using business language to understand and solve manager's needs and support strategic plans.
3) For HR to gain credibility and influence, they must receive value from the work they do for others. The HR business partner model can be effective if HR understands customer needs and contributes to performance management and business goals.
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
The document discusses strategy maps and the balanced scorecard as tools for strategic planning and management. It provides examples of strategy maps for different types of organizations, including generic, classic Kaplan/Norton, and public sector examples. It also discusses templates and presents an empty template for a strategy map. Finally, it introduces the Quickscore software application for implementing strategy maps and balanced scorecards.
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Ebook Employee Engagement Performance Management
1. eBook Table of Contents
I. Connecting work and Productivity in 2013 & Beyond
g y y
II. Social Feedback for Employee Engagement: The ROI and How To
Approach P f
A h Performance Management
M t
III. Employee Engagement Whitepaper
IV. Social Disruption of Technology's Impact on the Way We Work
2. I. How To Approach Performance Management
g
II. The ROI of Social Performance Management
March 26, 2013
3. How To Approach Performance Management
Key Success Factor: Employee driven feedback guided by manager
objectives supported by a standardized performance process.
Encourage frequent social feedback and recognition regarding goals management driven by
employees.
“Point & Click” communications for managers supported by a standardized performance
management process.
4. Aligning Human Capital Strategy with the Organization
Vision
Mission
Culture
C lt
History
Core ideology
Environmental Realities Current norms Organizational Realities
Size / complexity / maturity
Competition Organizational Strategy
Industry / business
Objectives
Economics Core competencies Product competitiveness
Strategy for competitive advantage
Critical success factors Geography/ market coverage
Social / political climate
Performance criteria / standards Critical human capital requirements
Natural resources Stakeholder expectations
Organizational Structure
Structural design Learning capacity
L i it
Labor skills supply Function / unit relationships Resources available:
Coordinating nonemployees
Workplace design – capital
Infrastructure
Employee role definition – technology
Product & market characteristics Human Capital Requirements – intellectual property
– infrastructure
Human Resources Strategy
– human resources
Performance
Management
5. Linking Performance Measurement Systems to Organizational Strategy
Organizational Critical Measures of Performance vs. Reward
Strategy Success Targets Performance CST Expectations Allocation
Organizationwide
Team/Unit/Group
Individual
Performance Management System
Performance Performance Performance Reward
Measures Expectations Measurement Allocation
Value Creation (or loss)
6. Performance Management Wheel
Employees seek Teams have a vested
f db k t i i
feedback to maximize i t ti k ’
interest in coworker’s
their contribution performance
To produce Strategy Driven Performance, all
Corporate
employees must be fully engaged, capable, and Strength
aligned.
g Builds loyalty in a
Unleashes a drive to
Unleashes a drive to
be creative/exceed
supportive climate
expectations
ALIGNED
Performance Management
CAPABLE
Learning & Growth
ENGAGED
Talent M
T l t Management
t
March 26, 2013
6
7. How Much is Employee
Disengagement Costing
Your O
Y Organization?
i i ?
8. The Business Case for Employee Engagement
The Business Case for Employee
Engagement:
XOnly 1 in 3 employees is engaged.
XGreater than 80 percent of U.S. workers are The Bottom Line: Organizations that use
dissatisfied with their performance reviews. Human Capital Management processes
outperform the competition.
X4 out of 5 employees are not satisfied with the 44% higher revenue growth
level of recognition they receive at work
work. 26% higher revenue per employee
109% higher retention
Impact of a Perform Culture is nearly 4X
revenue growth and 10X net iincome growth.
th d t th
Engaged employees are 2X more productive at Disengaged Employee Engaged Employee
work. - Going through the
motions
Emotionally
Connected.
Feedback d
F db k and recognition f th motivates
iti further ti t - Often invisible Overachieve
Overachieve.
- Dutiful, but negative Discretionary Efforts.
employees. - Show up only for Love their jobs.
check-ins Believe in their
Goal setting improves performance by 15 to 25% - Negatively impact the employers’ goals.
depending upon job type
type. team Positive influence on
- Don’t leave the coworkers and
organization department
performance.
March 26, 2013
9. What is the price of employee engagement?
Today, only 1 out of 3 employees is engaged. What is not measured cannot be improved.
Engagement Level Definition % of Employees
Passionate about their work Fully
Proud of their job and company
Engaged
Will do what it takes to deliver results on time
Acts like a true owner employees are
p y
Delivers consistently 122% more
Problem solver approach productive.
Serves as a role model
Focused
10-25 % of the employee
Works well with others and will help out when asked population.
Somewhat Engaged
Selective about where they put their energy
Spends a lot of time doing tasks (not results oriented) (75% productive)
Does what it takes to get by
30-55%
Only works when they have to,
Poor results
Has a “We”—“They” perspective
Negative about the organization
Disengaged Employees
Negative around coworkers and customers
Going through the motions and often invisible
(50%)
Dutiful, but negative
Show up only for check-ins 20-35%
Negatively impact the team
Don’t leave the organization
13. Connecting Work to Productivity in
2013 & Beyond
www.bepms.com | 877-988-9808
www.bepms.com | 877-988-9808
14. “You can’t have a positive customer experience without a positive
employee experience." - VP, Fortune 500 Kelly Services, Inc
Why Worry About Employee Engagement?
With all the numbers and statistics that pass across executives’ desks,
it is no wonder the employee engagement score feels like one drop in
a very large ocean.
But it’s not. Employee engagement is a business measurement like no
other. ‘Engaged’ employees work harder, stay longer with their
organization and deliver better customer service. The greater the
proportion of your staff that make it into the ‘engaged’ category, the
higher your performance is likely to be on almost every count.
So, if you’d like to live in a world where more of your employees do all of these things, this
paper gives you the tools to make it happen. No matter what your legacy issues may be, or
what your employee engagement results have been in the past, it is possible to create a highly
engaged workforce quickly, easily and without disproportionate investment in time, money or
technology.
Engagement is NOT an annual survey.
Engagement is frequent, relevant and meaningful feedback and recognition. And the right tools
will deliver exactly this. There are four key reasons to get engagement right in your organization:
1. to raise productivity
2. to improve service
3. to reduce turnover, and
4. to get the most out of workers
www.bepms.com | 877-988-9808
15. Millennials and “NoCollar” Workers will Constitute the Majority of the
Workforce by 2015
The workforce has shifted with the majority of new hire workers being Millennials and a third of
workers being “no-collar” workers.
“No-collar” workers include contingent workers, 1099 contractors, agents, supertemps, stay at
home employees, consultants, and free agents.
The foundation of the Millennial employee mind-set is different from that of older generations.
Generation Y (and all those coming after them) have been parented and educated differently,
and the technology that may have influenced us all has fundamentally shaped who they are.
Broadly speaking, Millennials tend to value and expect:
• constant feedback
• connectivity
• self-expression
• opportunity and reward for a job well done
Millennials are unlikely to feel that long years of effort at any one company in exchange for a
series of incremental raises and promotions is pointless. To them, success is not defined by
rank or seniority, but by what matters to them personally.
Given the different expectations and motivations of the four generations that are now working
together in many organizations, a 2-D staffing model is no longer good enough. If your hiring
and management practices do not fit with the demographics and psychographics of today’s
workforce how will you compete for new talent and retain what you have already got?
The organization is now flat and social. Networks and virtual teams mean that the way we
manage work and workers has changed. Above all, management needs to be adaptable and
flexible, yet it still must be fair. To develop a truly engaged workforce that includes all
generations, organizations will need to focus on measuring performance, not hours.
www.bepms.com | 877-988-9808
16. • Replace manual, error-prone reporting. • Social management (via alerts and KPI
Dashboards for example) improves
service delivery, customer service KPIs,
and creates revenue opportunities.
What gets measured gets improved.
“The outcomes gained from this are increased “We use Bullseye for Social Management to better
workforce engagement, lower turnover, better execute. Performance management and alignment
governance of process, improved efficiency of individual goals with corporate intent is essential
and effectiveness, better financial results, the to achieve speed in the execution of strategy.”
establishment of a performance culture and – Executive Vice President Americas
ultimately successful execution of strategy.”
– Managing Director APAC
People are inherently social. By redefining how we manage and by striving to better
reflect how people prefer to work in today’s information-based economy, we create synergies,
improve communication and collaboration, and eliminate waste.
Alignment of individual and team goals with corporate intent is essential to achieve
speed of execution. In doing so, activities are properly focused and the variability of operations
is continually re-aligned to the objectives of the activities. When executed properly, the
outcomes gained from this integration are increased workforce engagement, lower turn-over,
better governance of process, improved efficiency and effectiveness, better financial results,
establishment of a performance culture and, ultimately, successful execution of strategy.
Social technology provide employees with constant feedback and recognition in real
time. Recognition is important to all employees, but especially to incoming Millennials. Most
www.bepms.com | 877-988-9808
17.
employees, 69 percent, said they would work harder if they were better recognized, according to
the recent Workforce Mood Tracker survey.1 Also, employees have access to career
development and succession planning tools and information. A mapped out career path for
individuals creates higher engagement and a continuous cycle of self-improvement. These two
methods for creating employee engagement and increasing retention have a measurable impact
on the bottom line. “U.S. businesses lose approximately $11 billion annually due to employee
turnover…With recruiting costs running approximately 1.5 times annual salary, the ability to
engage and retain valuable employees has a significant positive impact on an organization’s
bottom line.”2
Social technology has the potential to help high performing companies re-engage their
employees. 2/3 of companies are already using a social solution, whether it is in the recruiting
process or online advertising and marketing.3 Those that apply these same strategies in-house
see the greatest rate of success. Social solutions, as part of a performance management
system, provide timely feedback, proactive management tools and better communication and
visibility. Once employees feel recognized and valued, engagement begins to climb. A recent
survey by Workforce Mood Tracker shows the importance of recognition to employees (and it
will become even more important as more Millennials enter the workforce).4
69% of employees would work harder if they were better recognized.
78% of U.S. workers said being recognized motivates them in their job.
49% of employees said they would leave their current job for a company that clearly
recognized employees for their efforts and contributions.
Among respondents who stated they plan to search for a new job this year, only 24%
are satisfied with the level of recognition they receive at work. Conversely, 63% of
employees who do not planto leave are satisfied with their level of recognition.
65% of employees satisfied in their roles said they would also work harder if they
were better recognized at work.
78% said being recognized motivates them in their job.
1 Social knows: Workforce mood tracker survey. (2011, August 8). Retrieved from http://www.thesocialworkplace.com/2011/08/08/social-knows-employee-engagement-statistics-august-2011-edition/
2 Lipman, V. (2012, December 14). Study explores drivers of employee engagement. Forbes, Retrieved from http://www.forbes.com/sites/victorlipman/2012/12/14/study-explores-drivers-of-employee-engagement/
3 Harvard Business Review. (2010). Sas business analytics and business intelligence software. Retrieved from http://www.sas.com/resources/whitepaper/wp_23348.pdf
4 (2012) Mood Tracker Spring 2012 Report. Retrieved from http://globoforce.com/mood-tracker-spring-2012-report.
www.bepms.com | 877-988-9808
18.
The Importance of Feedback
To help organizations align goals rapidly, engage
people and drive significantly better business outcomes
ongoing feedback from the front-line to managers is
needed. The ability to recognize valuable contribution
and provide candid and timely feedback leads to
coaching which ensures rapid alignment of activities
with goals.
Plus, continuous feedback eliminates surprises. Almost
ALL employees feel feedback is too little, too late.
Social Performance Management
Technology Use Cases
Engage and mobilize high performing
teams to achieve rapid alignment and make
direct business impact.
Uncover hidden talent within the organization, create
retention plans for them and reward key information
brokers for their contribution above and beyond their
duties to engage them further.
Employees at one of the major consulting firms did away
with internal email and use social feedback whiteboards
for each project and team.
A global staffing firm with 2300 global locations empowered each employee and each team
with social feedback tools and KPI dashboards to engage and deepen the supplier to client
relationship.
A regional healthcare community group leveraged these tools to bring attention to customer
service priorities and change behaviors resulting in customer service ratings that matched
their excellent patient quality care.
Higher education engaged students through an online feedback process.
www.bepms.com | 877-988-9808
19.
Is Your Performance Management Process Killing Performance?
Performance Management Checklist:
1. Do employees have an understanding of how their activities and goals drive value to the financial
performance bottom-line of the business?
2. Is there a clear link from business strategy to short-term department / functional, or individual
goals?
3. Do employees receive the amount of feedback they desire?
4. Are managers and employees held accountable for results?
5. Are coaching and mentoring processes used to support performance
improvement requirements?
6. Do you have an employee evaluation process that adds value to the
business?
7. Are formal processes used to develop employees to higher performance levels?
8. Are pay practices aligned with the achievement of the business strategy?
9. Are non-monetary rewards used to engage the workforce?
10. Do employees have career development and job performance tools?
11. Do you know what percentage of your employees are highly engaged? Disengaged?
If you can’t check YES to the majority of the items below. Get help!
www.bepms.com | 877-988-9808
20.
About BullseyeEvaluation, LLC
BullseyeEvaluation is a web-based performance management solutions company that helps to
optimize performance of companies, non-profits and academic institutions. We offer the only
non-forms based solutions for both human capital and operational performance management.
Due to mandates for performance documentation, employee engagement, and regulatory
requirements for the workplace, organizations from around the world turn to
BullseyePerformance® because our approach automates, simplifies, and facilitates social
performance management. Bullseye's employee performance solution improves engagement by
facilitating frequent communication and social feedback. Our business intelligence solutions
display real-time information through innovative key performance indicator dashboards. Our
products are user friendly, configurable and quickly deployed!
Why Bullseye?
You have to see it to appreciate how simple and intuitive For managers: access performance
we make work management. dashboards at employee, team or corporate
The Cost?
level to drive accountability.
Would you pay $5 per month to have engaged and
aligned employees?
The ROI on BullseyePerformance® is a matter of a few For employees: get social feedback as
months! needed and self-manage job performance
and career development.
For companies: This SaaS solution
“I started Bullseye to bring passion and a automates employee reviews based on
results orientation to performance management.” SHRM standards. Compatible with current
– Adeel Zaidi, Founder systems as well as mobile phones and
tablets.
LEARN MORE AT: Global Capabilities: English, Arabic,
WEB http://www.bepms.com/ Spanish, Russian, German, Portuguese.
TWITTER http://www.twitter.com/Bullseye10min
LINKEDIN www.linkedin.com/in/bullseyeevaluation /
YOUTUBE VIDEOS http://www.youtube.com/user/BULLSEYEPERFORMANCE/videos? Footprint: Houston, Troy, Boston, London,
Kuala Lumpur, and Moscow.
Bullseye Contact: Louis Posthauer, Director Business We matter because there is a growing
Development, 713-554-0909 | lposthauer@bepms.com
mandate to document & drive performance.
www.bepms.com | 877-988-9808
31. Executive Summary
Situation: Companies are improving their mastery of social
technologies, using them to evolve operations and exploit
h l h l d l
opportunities.
Problem Statement: Social Disruption of the way and
how we work is occurring because of the changes in
employee and their work requirements Future work will
requirements.
not be the same. Companies should prepare for more
substantial disruptions.
Opportunities:
Social technology is helping replace traditional hierarchical
processes with community oriented networks to make work
more social.
Social technologies can support business:
Social processes and social workflows
Forge stronger links
Navigate and interact with external
Employee lifecycle
Cost of Not Implementing Solution = Limited to current
organic growth.
32. Social Work
The impact of social disruption on the way we work also impacts
the way we hire, grade performance, manage, promote, and retain
talent. Managing Social Technology Solutions 101:
With social, HR & staffing is evolving into supporting managers in 1. Social Workforce Solutions are Not Just for Millenials.
their operational capacity and not from a pure HR function. 2. Use Social Tools Empower the Workforce. Technology
implementation is easy, getting employees to collaborate is
301.
Business failure occurs when innovation does not occur. Failure •Social Recruiting 3.0.
occurs when technology alone is viewed as the savior as opposed •Social Performance Management
to an integrated solution. •Social Management Monitoring
g g
•Social Sales & Marketing
The market for workforce solutions is much bigger than the HR •Social Communities
department. Career planning, training, etc. apply to every function •Social Intelligence & Analytics
and role of an organization.
33. Social Workforce Management Investment Thesis
•Time. employee productivity, downtime. Businesses
wasted millions of dollars every year paying for
employee downtime. The more productive employees
p y p p y
will make more monies.
•Output. Each employees work can be directly tied to
the bottom line.
•Social Currency. our reputation & network is our
primary source of information and currency. The value of
influencers, networks, & other communications will
become part of the key value of a new hire, or
promotion.
•Product development. Use social technologies to
derive customer insights and interactions during
development and beyond.
•Marketing and sales. Use social technologies to
derive customer insights; for marketing communications
and interactions; to generate and foster sales leads;
social commerce.
i l
•Customer service. Use social technologies to provide
customer care across multiple mediums (chat, email,
telephone, kiosk, video, etc.)
Ask yourself: have we created a talent model that
integrates social into our resources properly to provide
the best workforce solution for each job?
i.e. do we have the right person for the right job at the
right price for the right amount of time?