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Nike's existing talent acquisition strategy focuses on hiring high-caliber, globally-minded talent with innovative thinking from diverse channels worldwide. Younger employees have similar expectations of career growth as older generations, but are more honest about what work interests them. Staff well-being is measured both quantitatively and qualitatively, especially by how energized employees seem about their work and the company. The biggest challenges for a new human resources management role will be managing remote teams across Asia from Japan, while keeping up with fast growth in Asian markets through proactive talent forecasting and development.
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Insights of a Maverick Exit Advisor_Sample
“Insights of a Maverick Exit Advisor” is a collection of diary notes to start a new career as an exit advisor and CEO coach.
Visit Us:- https://entrepcoaches.com/
Employee Development
This document discusses the importance of employee development and challenges organizations face in prioritizing it. It argues that employee development should be targeted and customized based on needs assessments rather than generic training. Neglecting employee development can be costly and lead to disengagement, lower productivity, and poorer customer service. Developing employees through inspiring programs that support growth and defined career paths can make staff more committed and productive.
Employee Development Article
This document discusses the importance of employee development and challenges organizations face in prioritizing it. It argues that employee development should be targeted and customized based on needs assessments rather than generic training. Neglecting employee development can be costly and lead to disengagement, lower productivity, and poorer customer service. Developing employees through inspiring programs that support growth and defined career paths can make staff more committed and productive.
Creating A Sustainable Employee Engagement Culture
The document discusses 10 keys to creating a sustainable employee engagement culture through common cause. The keys are grouped under the principles of challenge, communication, and compensation. Under challenge are: setting vision and goals, expecting executive excellence, and allowing creative license. Communication keys include: dialogue with a positive attitude, positive reinforcement, allowing no-fault adaptation, and involving employees in decision making. Compensation keys are: exceeding industry norms for pay, long-term financial ties to the company, and over-the-top rewards for top performance.
Emergence Enterprise Cloud Playbook 2015
This document provides insights from CEOs of successful SaaS companies on building an enterprise cloud business. It discusses tips for hiring the right team, maintaining a strong company culture, connecting sales and marketing, and scaling effectively. CEOs emphasize the importance of finding people who fit the company culture, treating hiring and retention as critical business processes, and ensuring sales and marketing goals are aligned. They also stress defining a clear vision and values, promoting from within when possible, and planning for scaling from the start.
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Emerald 1
Takashi Shimamura is the Nike Japan HR Business Partner and Asia Talent Acquisition Director. He has extensive experience in talent planning and development for multinational operations. He moved into his new role to work beyond Japan in fast-growing Asian markets with underdeveloped talent pools. He believes Nike's brand is critical to employee engagement levels, as pride in working for Nike drives high engagement. Effective strategies for retaining and engaging staff include providing unlimited growth opportunities in some countries, while others focus on healthy work environments and team-oriented atmospheres. In general, career advancement and learning opportunities are top priorities for retaining future leadership talent.
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Emerald 2
- 1. WhatisNike’sexistingtalentacqulSitionstrategy？ AsagLobalcompanyandagrowthcompany，WeareaIwaysl00kingathlgh−Calibertalent thatcanwo「kglobaIEywith10CalreLevancyfromaroundtheglobe Andofcourse，PeOPle Who havelnnOVative and disruptive thinking．We are aFsointerestedln SOurCEng talent dlreCtlyfrom the market and from diverse channels．focuslng On the target and having SOmethingdifferentfromourcompetItOrS． Doyoufeelthatthenewgenerationofempl0yeeShasdifferentrewardexpectations OftheworkpFace？ EssentiaHyIdon’tseeablg dlfference RegardlessofgeneratFOn，emPloyeesareaEways l00king fo「growth opportunities．The only difference＄S that the new generationis more honestregardlngVVha＝heywanttodoversuswhattheyaresupposedtodotoachievea hlgherpositionorbetterpay． Howdoyougoaboutmeasunngthewellbeingofyourstaff？ WehaveseveralquantltatlVemeaSu「ementSSuChasturnoverrate，Satisfactionrate，etC，but theseareJUSttO01sthatyou can checkas afixed−POlntObservation The bestwaylStO ObservehowmanyemployeesaretaLkingaboutthefuture，howmanyarehavingbusiness COnVerSationsinacasuaEmannera＝hecornertableoftheofflCe…myUltlmateqUeSt10nln assesslngthewe＝beingofstaffisT“Hovvmanyempl0yeeSfel＝hattheywantedtog01ntOthe WOrkplaceassoonass／hegotoutofbedthlSmOrningつ” WhatdoyouthinkisthebiggestchallengeyouwiHbefaclnglnyOurneWrOle？ 侮γ〝OJdsJ Human resource Fromamanagementperspective，thenumberlcha＝engewillbehowIcanmanageremote management， teamsinShanghai，HongKong，SlngaPOre，andSeoulfromlbkyowhilstjuggllngmyrOlein Recruitment， Japan。AndfromabuslneSSPerSPeCtFVeJtheblggeStChallengewllLbeto100kathowwecan Human resource CatChupwIththespeedofbuslneSSgrOWthlnafasトgrowlngAslanmarket，byforecasting deve10Pment talentdemandandproactlVelymaklngatalentpo01avaIlabLe lbpurchasereprintsofthisarticlepEeasee−malI：rePrints＠emeraldinsight．com OrvISltOurWebslteforfurtherdetalls：www．emeraLdinsight．com／reprints voL18NO42010】HUMANRESOURCEMANAGEMENTINTERNAT・。NALDIGESTIpAGE43