The main recommendation is an accessible (and inexpensive) overview of the topic from the Harvard Business Essentials line of brief paperbacks; the alternative, a multidimensional case on mentoring.
This document discusses considerations for developing effective learning programs for employees. It begins by outlining myths and facts about talent development, including that spending and budgeting for training are important drivers of employee engagement. Training 2-5 days per employee on average can increase employee revenue. New ways of working require new approaches to learning that leverage technologies like blended learning. Key factors for learning programs include never cutting compliance training, adapting learning to new ways of working, and using technology to enhance learning efficiency and results.
Towards integrated learning and development for improving bottom line--a prac...learnonline4
This document discusses integrated learning and development practices adopted by companies in India to achieve business excellence. It analyzes 11 companies that received the BM Munjal Award for business excellence through learning and development between 2009-2013. The key findings are:
1) Companies focused on a combination of leading and lagging business excellence indicators, including financial performance, customer satisfaction, and environmental/social commitments.
2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals.
3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.
Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.
Talent Acquisition Strategy in Supplementary Education Space - A Challengesenbhaskar
The document discusses strategies for talent acquisition in the supplementary education sector. It outlines key steps in developing an effective talent acquisition strategy, including talent planning, attracting talent through employer branding, and hiring techniques. The objective is to equip organizations with the best available talent to support growth in the competitive supplementary education market. Some of the challenges discussed are the lack of quality education and demand for test preparation coaching services in India.
Effect of On-The-Job Training on Employee Performance in Kenya: Case of Mumia...paperpublications3
This document summarizes a study on the effect of on-the-job training on employee performance at Mumias Sugar Company in Kenya. It provides background on the importance of training employees and discusses previous research showing a relationship between training and improved performance. The objectives of the current study were to examine how on-the-job training affects employee performance, task requirements, and job satisfaction at Mumias Sugar Company. A descriptive research design was used involving questionnaires distributed to employees. The findings suggested that on-the-job training enhances employee capabilities and improves performance.
The survey found that almost half of employers provide workforce readiness training to address deficiencies among newly hired employees. However, many employers report that these programs have limited success. While programs exist to improve skills like leadership, IT, and teamwork, there are gaps in other important applied skills like critical thinking. Employers also struggle to measure the impact and cost of workforce readiness programs. The survey raises questions about whether workplace training is the most effective way to improve workforce preparedness.
The document discusses training and development in organizations. It defines training and development, explaining that training focuses on current job skills while development focuses on future growth. It outlines the training process, including need assessment, program design, delivery, and evaluation. Challenges to effective training like employee schedules and technology changes are also examined. The role of training in organizations is to help them adapt to changes in the business environment, learn and implement new practices, and achieve excellence. An effective training system takes a systematic approach involving analyzing needs, designing the program, delivering instruction, and assessing outcomes.
The document discusses how companies can use economic downturns as opportunities to upgrade their talent. It suggests that companies redesign jobs to increase engagement, protect training programs, identify strong performers, and focus on internal culture and external reputation. This will allow them to strengthen their value to current and potential employees and position themselves well for future growth. The document provides examples of how Cisco Systems and International Paper successfully retained talent and culture during past recessions.
This document discusses considerations for developing effective learning programs for employees. It begins by outlining myths and facts about talent development, including that spending and budgeting for training are important drivers of employee engagement. Training 2-5 days per employee on average can increase employee revenue. New ways of working require new approaches to learning that leverage technologies like blended learning. Key factors for learning programs include never cutting compliance training, adapting learning to new ways of working, and using technology to enhance learning efficiency and results.
Towards integrated learning and development for improving bottom line--a prac...learnonline4
This document discusses integrated learning and development practices adopted by companies in India to achieve business excellence. It analyzes 11 companies that received the BM Munjal Award for business excellence through learning and development between 2009-2013. The key findings are:
1) Companies focused on a combination of leading and lagging business excellence indicators, including financial performance, customer satisfaction, and environmental/social commitments.
2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals.
3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.
Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.
Talent Acquisition Strategy in Supplementary Education Space - A Challengesenbhaskar
The document discusses strategies for talent acquisition in the supplementary education sector. It outlines key steps in developing an effective talent acquisition strategy, including talent planning, attracting talent through employer branding, and hiring techniques. The objective is to equip organizations with the best available talent to support growth in the competitive supplementary education market. Some of the challenges discussed are the lack of quality education and demand for test preparation coaching services in India.
Effect of On-The-Job Training on Employee Performance in Kenya: Case of Mumia...paperpublications3
This document summarizes a study on the effect of on-the-job training on employee performance at Mumias Sugar Company in Kenya. It provides background on the importance of training employees and discusses previous research showing a relationship between training and improved performance. The objectives of the current study were to examine how on-the-job training affects employee performance, task requirements, and job satisfaction at Mumias Sugar Company. A descriptive research design was used involving questionnaires distributed to employees. The findings suggested that on-the-job training enhances employee capabilities and improves performance.
The survey found that almost half of employers provide workforce readiness training to address deficiencies among newly hired employees. However, many employers report that these programs have limited success. While programs exist to improve skills like leadership, IT, and teamwork, there are gaps in other important applied skills like critical thinking. Employers also struggle to measure the impact and cost of workforce readiness programs. The survey raises questions about whether workplace training is the most effective way to improve workforce preparedness.
The document discusses training and development in organizations. It defines training and development, explaining that training focuses on current job skills while development focuses on future growth. It outlines the training process, including need assessment, program design, delivery, and evaluation. Challenges to effective training like employee schedules and technology changes are also examined. The role of training in organizations is to help them adapt to changes in the business environment, learn and implement new practices, and achieve excellence. An effective training system takes a systematic approach involving analyzing needs, designing the program, delivering instruction, and assessing outcomes.
The document discusses how companies can use economic downturns as opportunities to upgrade their talent. It suggests that companies redesign jobs to increase engagement, protect training programs, identify strong performers, and focus on internal culture and external reputation. This will allow them to strengthen their value to current and potential employees and position themselves well for future growth. The document provides examples of how Cisco Systems and International Paper successfully retained talent and culture during past recessions.
Strategic Human Resource Design & linking it with Corporate Realities - "Bra...Farooq Omar
This is a real time brainstorming exercise for the business managers and Human Resource executives to analyze this artistically to enhance critical and creative skills to get into a 'Today's Future' . I tried it in academics in EMBA programs and workshops and got excellent results, from those who are more inclined to 'unlearn & learn' at the same time.
If done correctly, they will learn that the CV's at a glance means just gaps and real competencies which an organization demands to feed its functional and operational efficiency to perform par excellence are missed.
The net result is inefficiencies rather than efficiency and productiveness. The selection from using 'keywords' is a stone age practice, still in practice in many organizations. The careful analysis and coming out with value answers will help HR as a part of company's performance indicators, rather than just 'fiddling with papers and judging the applicant with his shinny CV and good looks.
Looks matter, but looks with a competencies person, who may not have a long tail of corporate attachments may very well be the best person for your organization. Such people are usually left out in the initial or first phase of our typical fancy HR rater models.
Annually, billions of dollars are lost in loss of innovation and wrongly applauded ROIs due to lost opportunities which are missed by using wrong 'fishing techniques' and rigid rules of engagement !Interestingly, there are still organizations who even modern times, gives more importance and interested in finding 20 years old 'terminal weakness', and over ride the newer expertise, talent and competencies. For example, some HR people will reject an applicant who had a bad CG PA in high school, but managed excellent outcomes later on in academics and working environment as well...'The poor cap'.!!!
Module 4.3 - Human Resources management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
The document discusses several issues related to work, wages, and job creation in the UAE during the COVID-19 pandemic. It outlines challenges faced by HR managers like employee layoffs and reduced salaries. It emphasizes the importance of addressing these issues for organizations and the economy to recover. The document also examines perspectives like improving technology to support rather than replace workers and enhancing communication. Finally, it provides recommendations such as developing new jobs, promoting industrialization, and establishing a ministry of happiness.
The document outlines 9 steps to creating a successful corporate university: 1) determine strategic direction with senior management support; 2) define scope and stakeholders; 3) plan governance structure and funding; 4) hire appropriately skilled staff; 5) develop aligned curricula; 6) market effectively; 7) use metrics to measure success; 8) learn from best practices of other universities; 9) ensure ongoing support from senior leadership. The goal is to address business and talent needs through lifelong learning.
1. The document discusses how companies can increase employee productivity and skills through investment in education programs. It argues that replacing experienced workers is risky and costly, so companies should focus on improving existing employees.
2. The author proposes that companies formally and informally train employees, foster engagement through competitive activities and social events, and provide leadership that clearly explains the rationale for educational initiatives in order to increase productivity.
3. Research shows that employee engagement correlates to increased business outcomes, so companies should determine each individual's skills needs, motivate them through reason, authority and compassion, and encourage an open and competitive mindset to continually improve workers.
Intro Session Global Workforce Mobility for Talent ManagementRussell Klosk (智能虎)
Strategic workforce mobility aims to optimize talent development and retention. The presentation discusses frameworks for executing global mobility to increase talent optimization and retention. It covers global mobility across continuums of traditional mobility, modern mobile workforces, and globally integrated enterprises. The objectives are to provide common definitions for workforce management, talent management, and global mobility, and to discuss how to design positions and organizations for increased mobility.
This report discusses the importance of training and development in the workplace. It outlines how training helps tackle employee shortcomings, improves performance, increases employee satisfaction, and creates a learning culture. The report also examines best practices for global training, such as intercultural competence training. It notes that automation is changing the future of training and that skills will need to be frequently updated. The report recommends approaches for training in the future, like virtual reality simulations, micro-learning, mobile learning apps, learning management systems, and adaptive learning programs.
This document outlines Whirlpool Corporation's employer branding initiative in India. It discusses research conducted to understand what talent values in employers and identify Whirlpool's strengths. Based on this, Whirlpool developed 4 value propositions centered around freedom, early career growth, an inclusive culture and a winning spirit. An employer brand slogan and identity were created and launched through a multimedia communication plan. HR policies, processes and practices were aligned to deliver on the value propositions and strengthen Whirlpool's employer brand in India.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The document discusses the global human resource management strategies of McDonalds Corporation. It examines McDonalds' goals of employee commitment, flexibility, equality and strategic integration. HRM strategies help attract, hire and retain talented employees, develop their skills, and ensure the workforce achieves organizational goals. The effectiveness of McDonalds' HRM is evaluated in motivating employees, maintaining competitive compensation, conducting employee surveys, and strengthening employer-employee relationships to boost performance and satisfaction.
This document summarizes Vodafone Pacific's customized 3-year MBA program developed in partnership with AGSM. Vodafone sought to develop increased leadership capabilities among its top managers. The customized program combines AGSM's academic curriculum with a focus on leadership development and real-world work experience. Up to 20 managers are participating annually with the goal of embedding new knowledge and transforming Vodafone's corporate culture over the long-term through collective learning. The program aims to develop strong social and leadership skills to prepare participants for senior executive roles.
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Tes...finifej
Full download : https://alibabadownload.com/product/human-resource-management-gaining-a-competitive-advantage-8th-edition-noe-test-bank/
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Test Bank
This document provides a summary of a project on HR practices in the FMCG sector in India. It includes comparisons of recruitment sources, selection processes, compensation and benefits, performance appraisal, and training and development across several major FMCG companies in India. The key HR challenges in the FMCG sector are also outlined, such as managing knowledge workers, technological changes, developing leadership, and managing change. Overall, the document finds that while practices vary between companies, the FMCG industry in India follows modern approaches to HR.
Organizational Reflection and Integration at
McDonald’s Corporation ,academic projects,academic writing professionals,dissertation assistance,dissertation help,organizational reflection and_integration,thesis help,uk dissertation help,, www.sparklessoft.com
Skype sparkles.soft
sparklessoft@gmail.com
1. Introduction
Beginning with Burgers in 1954, McDonald’s corporation is one of biggest chain of fast food restaurants with its specialty of hamburger, operating in more than 58 (fifty eight) Million customer on daily basis (Mieth, H. 1999:3). Today, McDonald has more than 32,000 branches in more than 117 countries with more than 1.7 million of employees serving about sixty (60) million people (McDonald, 2011). With its unique symbol of the “golden arches” McDonalds operates through franchisee selected through very tough training procedure. Further, commencement of business in foreign environment, corporation has to focus on multiple dimension both in introducing its products and services and engages people to work for them.
This document provides an overview of recent trends in learning and development. It discusses topics such as evaluating training, retaining employees through training, making training memorable, developing future leaders, and addressing skills gaps. Various case studies and exercises are also presented. The main points are:
1) Effective evaluation of training requires cooperation, planning, and buy-in from multiple stakeholders. Common evaluation methods include questionnaires, surveys, and monitoring results.
2) Retaining employees involves conducting skills audits, developing individual plans, applying new skills, and ongoing training.
3) A real-life example outlines a successful customer service training program implemented by a luxury hotel group.
Mc Kinsey Making Talent A Strategic Priorityina_rasheva
Making talent a strategic priority remains an ongoing challenge for companies. While many have invested heavily in HR systems, talent issues are still not adequately addressed and seen as a long-term strategic issue requiring senior management attention. There are also several external factors like demographic changes, globalization, and the rise of knowledge workers that are intensifying the war for talent. Companies also bear some responsibility due to short-term thinking that diverts attention from long-term talent planning. Moving forward, companies need to view talent management as a core business strategy and address the needs of talent at all levels, not just top performers.
Unilever employs over 223,000 people worldwide and generates over 40.4 billion euros in annual revenue. The document examines Unilever's strategic human resource practices around succession planning, restructuring, and downsizing. It finds that Unilever takes a strategic approach to succession planning by identifying future leadership needs and developing a pipeline of internal candidates. When restructuring and downsizing, Unilever aims to support impacted employees through redeployment, job placement, counseling, and protecting their terms of employment to minimize negative impacts.
Designed to construct a statistical model describing the impact of a two or more quantitative factors on a dependent variable. The fitted model may be used to make predictions, including confidence limits and/or prediction limits. Residuals may also be plotted and influential observations identified.
OCB aims to improve performance and efficiency by establishing effective coordination, to improve workers ability & skill, and avoid no desirable behavior which is avert healthy operation of an organization. OCB classified into five categories: 1. Altruism, 2. Conscientiousness, 3. Sportsmanship, 4. Courtesy, 5. Civic virtue. This study found that older athletes has high level of OCB and there were no significant difference according to gender. Athletes were careful for other athletes and very kind to teammates. Do companies need this kind of synergy to motivate their workers and reducing turnover level?
This document contains a marketing department expense breakdown for a company totaling $1,222,500. It also shows the sales figures for four customers totaling $1,276,108, which is 104% of the previous year's totals. The largest expenses are marketing department salaries at $260,000, advertising at $175,000, and telemarketing costs at $150,000.
The document summarizes a company's sales pipeline performance for opportunities in categories A, B, and C. It shows the total target value was $3.5 million and the actual value achieved was $3.926 million. The breakdown shows opportunity A was 74% of target, B was 133% of target, and C was 101% of target. Key metrics like conversion rates, deal size, and duration are provided.
Strategic Human Resource Design & linking it with Corporate Realities - "Bra...Farooq Omar
This is a real time brainstorming exercise for the business managers and Human Resource executives to analyze this artistically to enhance critical and creative skills to get into a 'Today's Future' . I tried it in academics in EMBA programs and workshops and got excellent results, from those who are more inclined to 'unlearn & learn' at the same time.
If done correctly, they will learn that the CV's at a glance means just gaps and real competencies which an organization demands to feed its functional and operational efficiency to perform par excellence are missed.
The net result is inefficiencies rather than efficiency and productiveness. The selection from using 'keywords' is a stone age practice, still in practice in many organizations. The careful analysis and coming out with value answers will help HR as a part of company's performance indicators, rather than just 'fiddling with papers and judging the applicant with his shinny CV and good looks.
Looks matter, but looks with a competencies person, who may not have a long tail of corporate attachments may very well be the best person for your organization. Such people are usually left out in the initial or first phase of our typical fancy HR rater models.
Annually, billions of dollars are lost in loss of innovation and wrongly applauded ROIs due to lost opportunities which are missed by using wrong 'fishing techniques' and rigid rules of engagement !Interestingly, there are still organizations who even modern times, gives more importance and interested in finding 20 years old 'terminal weakness', and over ride the newer expertise, talent and competencies. For example, some HR people will reject an applicant who had a bad CG PA in high school, but managed excellent outcomes later on in academics and working environment as well...'The poor cap'.!!!
Module 4.3 - Human Resources management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
The document discusses several issues related to work, wages, and job creation in the UAE during the COVID-19 pandemic. It outlines challenges faced by HR managers like employee layoffs and reduced salaries. It emphasizes the importance of addressing these issues for organizations and the economy to recover. The document also examines perspectives like improving technology to support rather than replace workers and enhancing communication. Finally, it provides recommendations such as developing new jobs, promoting industrialization, and establishing a ministry of happiness.
The document outlines 9 steps to creating a successful corporate university: 1) determine strategic direction with senior management support; 2) define scope and stakeholders; 3) plan governance structure and funding; 4) hire appropriately skilled staff; 5) develop aligned curricula; 6) market effectively; 7) use metrics to measure success; 8) learn from best practices of other universities; 9) ensure ongoing support from senior leadership. The goal is to address business and talent needs through lifelong learning.
1. The document discusses how companies can increase employee productivity and skills through investment in education programs. It argues that replacing experienced workers is risky and costly, so companies should focus on improving existing employees.
2. The author proposes that companies formally and informally train employees, foster engagement through competitive activities and social events, and provide leadership that clearly explains the rationale for educational initiatives in order to increase productivity.
3. Research shows that employee engagement correlates to increased business outcomes, so companies should determine each individual's skills needs, motivate them through reason, authority and compassion, and encourage an open and competitive mindset to continually improve workers.
Intro Session Global Workforce Mobility for Talent ManagementRussell Klosk (智能虎)
Strategic workforce mobility aims to optimize talent development and retention. The presentation discusses frameworks for executing global mobility to increase talent optimization and retention. It covers global mobility across continuums of traditional mobility, modern mobile workforces, and globally integrated enterprises. The objectives are to provide common definitions for workforce management, talent management, and global mobility, and to discuss how to design positions and organizations for increased mobility.
This report discusses the importance of training and development in the workplace. It outlines how training helps tackle employee shortcomings, improves performance, increases employee satisfaction, and creates a learning culture. The report also examines best practices for global training, such as intercultural competence training. It notes that automation is changing the future of training and that skills will need to be frequently updated. The report recommends approaches for training in the future, like virtual reality simulations, micro-learning, mobile learning apps, learning management systems, and adaptive learning programs.
This document outlines Whirlpool Corporation's employer branding initiative in India. It discusses research conducted to understand what talent values in employers and identify Whirlpool's strengths. Based on this, Whirlpool developed 4 value propositions centered around freedom, early career growth, an inclusive culture and a winning spirit. An employer brand slogan and identity were created and launched through a multimedia communication plan. HR policies, processes and practices were aligned to deliver on the value propositions and strengthen Whirlpool's employer brand in India.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The document discusses the global human resource management strategies of McDonalds Corporation. It examines McDonalds' goals of employee commitment, flexibility, equality and strategic integration. HRM strategies help attract, hire and retain talented employees, develop their skills, and ensure the workforce achieves organizational goals. The effectiveness of McDonalds' HRM is evaluated in motivating employees, maintaining competitive compensation, conducting employee surveys, and strengthening employer-employee relationships to boost performance and satisfaction.
This document summarizes Vodafone Pacific's customized 3-year MBA program developed in partnership with AGSM. Vodafone sought to develop increased leadership capabilities among its top managers. The customized program combines AGSM's academic curriculum with a focus on leadership development and real-world work experience. Up to 20 managers are participating annually with the goal of embedding new knowledge and transforming Vodafone's corporate culture over the long-term through collective learning. The program aims to develop strong social and leadership skills to prepare participants for senior executive roles.
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Tes...finifej
Full download : https://alibabadownload.com/product/human-resource-management-gaining-a-competitive-advantage-8th-edition-noe-test-bank/
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Test Bank
This document provides a summary of a project on HR practices in the FMCG sector in India. It includes comparisons of recruitment sources, selection processes, compensation and benefits, performance appraisal, and training and development across several major FMCG companies in India. The key HR challenges in the FMCG sector are also outlined, such as managing knowledge workers, technological changes, developing leadership, and managing change. Overall, the document finds that while practices vary between companies, the FMCG industry in India follows modern approaches to HR.
Organizational Reflection and Integration at
McDonald’s Corporation ,academic projects,academic writing professionals,dissertation assistance,dissertation help,organizational reflection and_integration,thesis help,uk dissertation help,, www.sparklessoft.com
Skype sparkles.soft
sparklessoft@gmail.com
1. Introduction
Beginning with Burgers in 1954, McDonald’s corporation is one of biggest chain of fast food restaurants with its specialty of hamburger, operating in more than 58 (fifty eight) Million customer on daily basis (Mieth, H. 1999:3). Today, McDonald has more than 32,000 branches in more than 117 countries with more than 1.7 million of employees serving about sixty (60) million people (McDonald, 2011). With its unique symbol of the “golden arches” McDonalds operates through franchisee selected through very tough training procedure. Further, commencement of business in foreign environment, corporation has to focus on multiple dimension both in introducing its products and services and engages people to work for them.
This document provides an overview of recent trends in learning and development. It discusses topics such as evaluating training, retaining employees through training, making training memorable, developing future leaders, and addressing skills gaps. Various case studies and exercises are also presented. The main points are:
1) Effective evaluation of training requires cooperation, planning, and buy-in from multiple stakeholders. Common evaluation methods include questionnaires, surveys, and monitoring results.
2) Retaining employees involves conducting skills audits, developing individual plans, applying new skills, and ongoing training.
3) A real-life example outlines a successful customer service training program implemented by a luxury hotel group.
Mc Kinsey Making Talent A Strategic Priorityina_rasheva
Making talent a strategic priority remains an ongoing challenge for companies. While many have invested heavily in HR systems, talent issues are still not adequately addressed and seen as a long-term strategic issue requiring senior management attention. There are also several external factors like demographic changes, globalization, and the rise of knowledge workers that are intensifying the war for talent. Companies also bear some responsibility due to short-term thinking that diverts attention from long-term talent planning. Moving forward, companies need to view talent management as a core business strategy and address the needs of talent at all levels, not just top performers.
Unilever employs over 223,000 people worldwide and generates over 40.4 billion euros in annual revenue. The document examines Unilever's strategic human resource practices around succession planning, restructuring, and downsizing. It finds that Unilever takes a strategic approach to succession planning by identifying future leadership needs and developing a pipeline of internal candidates. When restructuring and downsizing, Unilever aims to support impacted employees through redeployment, job placement, counseling, and protecting their terms of employment to minimize negative impacts.
Designed to construct a statistical model describing the impact of a two or more quantitative factors on a dependent variable. The fitted model may be used to make predictions, including confidence limits and/or prediction limits. Residuals may also be plotted and influential observations identified.
OCB aims to improve performance and efficiency by establishing effective coordination, to improve workers ability & skill, and avoid no desirable behavior which is avert healthy operation of an organization. OCB classified into five categories: 1. Altruism, 2. Conscientiousness, 3. Sportsmanship, 4. Courtesy, 5. Civic virtue. This study found that older athletes has high level of OCB and there were no significant difference according to gender. Athletes were careful for other athletes and very kind to teammates. Do companies need this kind of synergy to motivate their workers and reducing turnover level?
This document contains a marketing department expense breakdown for a company totaling $1,222,500. It also shows the sales figures for four customers totaling $1,276,108, which is 104% of the previous year's totals. The largest expenses are marketing department salaries at $260,000, advertising at $175,000, and telemarketing costs at $150,000.
The document summarizes a company's sales pipeline performance for opportunities in categories A, B, and C. It shows the total target value was $3.5 million and the actual value achieved was $3.926 million. The breakdown shows opportunity A was 74% of target, B was 133% of target, and C was 101% of target. Key metrics like conversion rates, deal size, and duration are provided.
PT Citra Yasa Persada mencatat laba bersih sebesar Rp6,05 miliar pada tahun 2014 berdasarkan neraca, laporan laba rugi, laporan perubahan ekuitas, dan laporan arus kas per 31 Desember 2014. Perusahaan memiliki total aset sebesar Rp9,19 miliar dan total ekuitas Rp2,32 miliar.
Implementasi dan pengaplikasian GNNT (Gerakan Nasional Non-Tunai), ICT dan FinTech sebagai pendukung Otoritas Jasa Keuangan sebagai regulator dan pengawas sektor industri jasa keuangan.
Competitive Market Benchmark Analysis for Services CompanyNicholas Manurung
The document contains a competitive market benchmark analysis comparing the company to three competitors and the overall market across several key metrics including annual revenue, market share, gross margin, operating ratio, return on equity, debt-to-equity ratio, and employee statistics. It shows the company has an annual revenue of $8 million and market share of 14.55%, with varying performance compared to competitors and the market average across other financial metrics and operational statistics such as revenue and compensation per employee.
Dari hasil survei yang dilakukan beberapa lembaga, Indonesia masih perlu berbenah dalam hal pelayanan publik. Political Economic Risk Consultancy (PERC) menempatkan Indonesia di bawah Vietnam, Filipina, Thailand, Malaysia, Taiwan, Korsel, Makau, Jepang, Hong Kong, dan Singapura.
Este documento discute la creatividad e innovación. Explica que la creatividad ayuda a generar soluciones a problemas, mientras que la innovación implica implementar ideas creativas para resolver problemas o mejorar situaciones. Ambos conceptos están relacionados porque la creatividad genera ideas que pueden llevar a la innovación. También señala que para fomentar la innovación de manera efectiva, una organización debe tener un clima que promueva el pensamiento creativo, buenos sistemas de comunicación, y procesos para gestionar las innovaciones.
El documento trata sobre la creatividad y la innovación. Explica que la creatividad implica generar nuevas ideas a través del pensamiento divergente y soluciones originales. También describe algunas técnicas creativas como la flor de loto y el método SCAMPER. Finalmente, distingue entre creatividad e innovación, señalando que la innovación requiere llevar las ideas creativas a la práctica mediante su uso y aplicación.
Ritz-Carlton is considering Brian Collins' request to alter their standard operating procedures for opening a new hotel in Washington D.C. Specifically, Collins wants to shorten their "Seven Day Countdown" training period and open with occupancy closer to 80% rather than the typical rates. The document analyzes the impacts of accommodating these requests, identifies risks, and recommends extending training while increasing initial occupancy. This would provide earlier cash flow while better preparing staff and maintaining brand quality through extra training. It would also strengthen their partnership with Millennium Partners by addressing concerns.
Ritz carlton’s hrm practices and work cultureFarha Qureshi
The document summarizes Ritz Carlton's human resource management practices and work culture. It describes their rigorous recruitment and training methods, which include screening interviews, personality assessments, a two-day initial training, ongoing training sessions totaling 100 hours per year, and daily 15-minute shifts briefings. This standardized approach aims to ensure high quality service but can reduce individuality and spontaneity. The document also notes Ritz Carlton's emphasis on employee empowerment and satisfaction to improve customer satisfaction.
The Ritz-Carlton Hotel Company is known for its exceptional employee training programs. New employees undergo an initial orientation and 21 days of certification training to learn the company's gold standards of service excellence. Employees are then recertified annually through ongoing training, daily meetings, and evaluations. The Ritz-Carlton invests heavily in training, with employees receiving over 200 hours of instruction in their first year. This commitment to training has helped The Ritz-Carlton win two Malcolm Baldrige National Quality Awards and earn a reputation for legendary customer service.
The Ritz Carlton case solution by @MarketerRjRohit Jain
This is my take on the Ritz Carlton case where many scenarios were scenario were taken, Pros and Cons were weighted and a conclusion was taken. If you have a different opinion please share your views in the comments below.
The Ritz-Carlton Hotel Company provides luxury hotel services and has a long history of focusing on quality and customer service excellence. The company began in 1983 and was acquired by Marriott International in 1995. It operates high-end hotels worldwide and had $1.5 billion in revenue in 1999. The company is known for its rigorous employee training programs and emphasis on delivering the finest customer service according to standards defined in "The Credo" and "The Gold Standards." Senior leadership is deeply involved in managing quality and instilling a passion for excellence throughout the organization.
The Ritz-Carlton brand originated with Cesar Ritz's luxury hotels in Europe in the early 1900s, and the brand expanded to the United States in 1927 with the opening of The Ritz-Carlton Hotel in Boston. The Ritz-Carlton brand is now owned by Marriott International and operates over 90 luxury hotels worldwide, maintaining the high standards of service and amenities established by Cesar Ritz at its founding locations in Europe. Key aspects of the Ritz-Carlton brand identity and guest experience include its distinctive logo and goblet design, emphasis on anticipatory and personalized service, and commitment to providing guests with an enriched
The Ritz-Carlton is a luxury hotel brand with over 70 hotels around the world. In 2010, the company employed over 38,000 people globally. The first Ritz-Carlton hotel opened in Boston in 1927 with room rates of $15. For almost three decades, The Ritz-Carlton has been a leader in the hotel industry, known for its high-quality service and luxurious amenities like fine dining, spa services, fitness centers, and golf.
You and I have wasted enough time on PowerPoint Presentations. It's a necessary evil, but there are much better ways to approach it. Based off a talk I gave @ APTS. Enjoy!
Your welcome email (or lack thereof) sets the tone for the email marketing relationship you have with your subscribers—make sure it's sending the right message!
Solutions Manual for Managing Human Resources 16th Edition by Snellriven013
This document discusses strategic human resource planning and its importance in organizational success. It provides an overview of the six step process for strategic HR planning: 1) establishing mission, vision and values, 2) analyzing external environment and competition, 3) analyzing internal resources, 4) formulating corporate and business strategies, 5) implementing strategies, and 6) evaluating strategies. Key aspects of strategic HR planning include aligning HR strategies with business strategies, forecasting future workforce needs, developing core employee capabilities, and ensuring strategies can adapt to changing business environments. The document emphasizes integrating HR planning with overall strategic planning.
Chapter NineEmployee Development and Career ManagementObjeJinElias52
Chapter Nine
Employee Development and Career Management
Objectives
After reading this chapter, you should be able to
1. Discuss the steps in the development planning process.
2. Explain employee and company responsibilities in planning development.
3. Discuss current trends in using formal education for development.
4. Relate how assessment of personality type, work behavior, and job performance can be used for employee development.
5. Explain how job experiences can be used for development and suggest a job experience to match an employee’s development goal or need.
6. Identify the characteristics of an effective mentoring program.
7. Describe the succession planning process and how the nine-box grid is used.
8. Design an effective onboarding process.
AT&T: Staying Relevant and Competitive by Helping Employees Develop Their Careers
AT&T is well-known for its work in building the telephone infrastructure in the United States. But as the telecommunications industry moves from cables and landlines to smartphones, the Internet, and the cloud, AT&T is having to reinvent itself to survive. This not only means investing in wireless technology but also in developing its employees’ technical skills in areas such as cloud-based computing and coding. This is especially important because employees with these skills are in short supply and high demand from many other employers such as Amazon and Google.
To get the skills the company needs, AT&T has invested more than $250 million in employee training and development. AT&T wants to encourage all of its employees to develop their skills for future job opportunities. To do so AT&T provides employees with many different options they can use to learn and develop their careers. For example, an online self-service platform provides career profile, career intelligence, and job simulation tools. The career profile tool evaluates employees’ page 397skills and competencies, experience, and educational credentials. It provides a development profile that employees can use to find open positions across AT&T’s business units that match their interests, preferences, and skills and links them to resources for developing competencies they may need. The career intelligence tool helps employees make informed career decisions by providing data on hiring trends within the company and profiles of different jobs that include salary range and number of current employees holding the job. The simulation tool provides employees with situations they may actually encounter in a job and asks them to assess their preference for working in such jobs. This helps employees identify whether they fit a job on the basis of the type of work they like to do.
Using the information they gain from these tools, other employees, and discussions with their managers, employees have several options for developing their skills. These include online and face-to-face courses; 6- to 12-month nanodegree programs in high-demand specialties such as software ...
The document describes Impact, an action-learning program used by a global logistics company to accelerate strategic culture change. Impact involved three workshops over nine months for sales and operations managers, with a focus on customer insight, collaboration, leadership development, and innovation. Action learning projects generated measurable financial benefits and accelerated participants' leadership development. While Impact helped drive some cultural changes, its effects were limited due to the small number of participants. The program resulted in promotions for many participants but did not significantly improve retention, as high performers were still targeted by competitors. Overall, Impact achieved its goals of profitable growth, cultural change, and leadership development, though its effects on culture change were constrained by the number of participants.
Robert L. Mathis I John H. Jackson I Sean R. Valentine .docxSUBHI7
Robert L. Mathis I John H. Jackson I Sean R. Valentine
Book reference
Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2014). Human resource management (14th
ed.). Stamford, CT: Cengage Learning.
258
Training Human
Resources
learning Objectives
After you have read this chapter, you should be able to:
1 Define training and discuss why a strategic approach is
important.
2 Identify three types of analyses used to determine training
needs.
3 Specify how to design and evaluate an orientation program.
4 Explain different means of internal and external training
delivery.
5 Describe the importance of e-learning as part of current
training efforts.
6 Provide an example for each of the four levels of training
evaluation.
.. HEADLINE
Tuition
Reimbursement for
New Skills Training
A mazon.com started a program that allows full-time employees to enroll in college courses of their choice. The
policy, called the Amazon Career Course
Program, was developed to enhance workers'
skills and provide individuals the opportunity
to study in academic areas that suit their per-
sonal preferences. The company pays for 95% of tuition, textbooks, and asso-
ciated fees up-front for enrollment in accredited programs that provide
occupational certificates and associate degrees. Amazon will pay for both tradi-
tional on-campus classes and online distance courses, but individuals must be
employed by Amazon on an hourly basis in the United States and have worked
a total of three consecutive years to sign up for tuition reimbursement.
In addition, Amazon will only provide financial support to individuals who
enroll in courses that prepare them to work in high-demand, well-compensated
fields such as medical technology, computer design, and aircraft repair. Paying
for expenses up-front opens doors for Amazon workers who cannot afford the
tuition, books, and fees associated with getting an education.
The motivation to provide such a program is driven by the notion that Ama-
zon can help employees plan and train for their future professional pursuits.
Amazon also wanted to provide an innovative program to employees when
many ot her companies were scaling back on benefits, thus enhancing the firm's
ability to effectively recruit and keep good talent. Indeed, career advancement is
a key concern of employees and has a place in both attraction and retention.
The program can also foster the idea that Amazon cares about employee
well-being because individuals get to choose the job skills they would like to
acquire or develop. However, companies should also consider the costs asso-
ciated with tuition reimbursement and the possible resulting turnover and
make sure such a program will work for them.1
259
260 SECTI ON 3
Training
Process whereby people
acquire capabi lities to
perform jobs.
W Define trai ning and
discuss why a strategic
approach is important.
Training, Development, ...
Strategic human resource management in a changing environmentManoah Baal
Strategic human resource management in a changing environment Chapter 02. A class discussion in Human resource management The process of hiring and developing employees so that they become more valuable to the organization
Mu0017 – talent management and employee retentionsmumbahelp
This document provides information about obtaining fully solved SMU MBA Fall 2014 assignments. It lists contact information for an assignment help service via email or phone call, and provides details about an assignment for the subject of Talent Management and Employee Retention, including questions, answers, and evaluation schemes. The assignment covers key topics such as defining talent management, talent acquisition strategies, compensation principles, total rewards, and organizational issues related to talent management.
HRM600 MBA CapstoneTEAM CHARTERI. Team InformationTEAM .docxadampcarr67227
Provides administrative support to the department;
coordinates schedules, meetings, travel,
conferences, etc.; maintains records and fi les; orders supplies;
provides clerical support such as copying,
fi ling, mailing, etc.
Compensation or Benefi ts
Possible job titles: Compensation manager, benefi ts manager,
compensation analyst or specialist, benefi ts
specialist
Roles/responsibilities
- Conducts job analysis and develops job descriptions.
- Designs and administers pay structures (pay grades and pay
ranges) and variable pay programs.
- Conducts salary surveys and participates in salary budgeting.
- Designs and administers benefi ts programs.
- Ens
Towards strategic learning and development - oeb2009Mike Deschildre
The document provides guidance on transforming a learning and development organization into a strategic business partner. It recommends a three-step approach: 1) Identify focal jobs that are critical to business success and their associated competencies. 2) Acquire or develop formal and informal learning to support growth in these jobs. 3) Define metrics to track success in developing people for the focal jobs. The goal is to solve strategic business problems and increase organizational success through competency and talent development.
The document discusses trends that have elevated the importance of learning and development (L&D) functions in organizations. It outlines the ACADEMIES framework, which comprises nine dimensions that can help strengthen L&D and position it to better serve the organization. These dimensions include aligning L&D with business strategy, assessing capability gaps, designing learning journeys, enabling 70:20:10 learning, measuring impact on business, and more. Only a few companies are fully mature across all dimensions. The document argues that L&D must undergo revolutionary changes to keep up with technological advances and help employees remain employable through reskilling and upskilling opportunities.
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
This document outlines a human resource management plan for Motors and More, Inc. It includes sections on the company background, HR strategic plan, staffing strategy, total rewards strategy, training and development strategy, performance management strategy, and HRIS. The company is experiencing rapid growth and will need to expand its workforce significantly and develop its first HR department. The HR strategic plan focuses on developing the HR department, recruiting and retaining a more diverse workforce, and integrating HR concepts throughout the company.
This chapter discusses socializing, orienting, and developing employees. It covers employee orientation to help new hires adapt to their new roles and organizations. Orientation provides information on the company's objectives, history, procedures, and culture. The chapter also addresses employee training methods, including on-the-job and off-the-job training. Employee development focuses on personal growth through activities like job rotation. Organization development facilitates long-term organization-wide changes. Training and development programs should be evaluated for effectiveness. The chapter concludes with topics like international training challenges.
Career management refers to efforts made by individuals and organizations to manage one's career. It involves identifying interests, learning about job opportunities, setting career goals, and creating plans to achieve goals. The career management process includes self-assessment, setting goals, evaluating reality against goals, and continuous learning. It cycles through determining career goals, identifying strengths and areas for development, creating a development plan, and working toward goals. Organizations, managers, employees, and HR all play a role in career management through providing resources, feedback, and support.
ritchie_Got Skills Managing the Skills Gap in your organization_5_18_16Vibhuti Garg
The document discusses managing skills gaps in organizations. It begins by noting that skills gaps are not adequately addressed. It then outlines a four step process for skills management:
1) Identify the skills required for organizational success
2) Assess and verify employee proficiency levels
3) Analyze competency results to identify gaps
4) Enable action to address gaps at individual and organizational levels.
The document emphasizes connecting skills to business outcomes and provides examples of how skills management can impact areas like turnover, innovation, and training costs.
This document discusses how companies can gain competitive advantage through human resource management practices. It identifies four targets of HRM practices - the company itself, customers, distributors/servicers, and suppliers. It also describes two strategic thrusts - cost/efficiency and product differentiation. Examples are provided of companies like Lincoln Electric that have achieved competitive advantages like lower costs through HRM practices focused on efficiency. The document argues that effectively managing human resources can enhance performance and create competitive advantages.
This document discusses how companies can gain competitive advantage through human resource management practices. It identifies four targets that HRM practices can be used for (self, customers, distributors/servicers, suppliers) and two strategic thrusts (cost/efficiency and product differentiation). Companies that effectively use HRM practices to attract and retain qualified employees who are motivated to perform well can achieve competitive advantages like lower costs, higher quality, and more rapid strategy implementation. The document provides examples of companies that have gained advantages through various HRM targets and thrusts.
This document presents a presentation on career development by Kumar Rahul for his MBA program. It defines career development as activities that enhance skills and allow one to make the best use of their competencies in their desired career. It discusses factors that shape careers like career anchors and sources of career behavior. It also presents examples of career paths for academics and process engineers. The document advocates for career development programs in organizations and describes their potential components. It shares results of a survey conducted that found lack of career growth is a major reason employees leave jobs and that career growth is important for job satisfaction. It concludes many employees feel their companies are not adequately supporting their career development.
Strategi Transformasi Bangsa: Menuju Indonesia Emas 2045Nicholas Manurung
Di buku ini, Prabowo menuangkan seluruh pemahamannya akan kondisi negara kita dan kemajuan yang telah kita capai. Ia juga memaparkan strategi transformasi yang diperlukan untuk mencapai cita-cita Indonesia Emas di tahun 2045.
Scenarios for the Future of Technology and Int'l DevelopmentNicholas Manurung
For decades, technology has been dramatically changing not just the lives of individuals in developed countries, but increasingly the livelihoods of people throughout the world.
Studi ini menganalisis pengaruh kepemimpinan transformasional, OCB, dan motivasi terhadap efektivitas organisasi KPK. Hasilnya menunjukkan ketiga variabel tersebut berpengaruh signifikan dan positif secara parsial dan simultan terhadap efektivitas organisasi KPK, dengan pengaruh terbesar dari kepemimpinan transformasional.
This study examined the relationships between transformational leadership, clan culture, affective commitment, and organizational citizenship behavior among employees of the Gwangju Metropolitan City Government in Korea. The results showed that transformational leadership was positively related to clan culture and affective commitment. Clan culture and affective commitment were positively related. And affective commitment was positively related to organizational citizenship behavior. However, transformational leadership and clan culture were not directly related to organizational citizenship behavior. The study had some limitations and recommendations for future research included using longitudinal data, different organizations and measures, and obtaining ratings from both leaders and followers.
This document presents the statements of financial position, comprehensive income, changes in equity, and cash flows for a company as of December 31, 2016 and December 31, 2015. The statements show the company had total assets of Rp57.4 trillion in 2016 and Rp50.3 trillion in 2015, and total equity of Rp35.6 trillion in 2016 and Rp32.3 trillion in 2015. In 2016, the company had a net profit of Rp4.8 trillion and total comprehensive income of Rp6.3 trillion.
This document discusses resources that training and development professionals use to achieve results, including targeting learning efforts, managing content development, efficiently delivering content, and assessing value. It provides examples of competency frameworks, curriculum development, learning management systems, and approaches for delivering training. The conclusion emphasizes that combining resources allows T&D to change how learning is viewed, carried out, and managed in organizations to maximize benefits.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
Employee Training and Development
1. Employee Training and Development
Course Module in Human Resources Management
Course Modules help faculty select and sequence HBS Publishing titles for use in segments of a course.
Each module represents subject matter experts’ thinking about the best materials to assign and how to
organize them to facilitate learning. In making selections, we’ve received guidance from faculty at Harvard
Business School and other major academic institutions.
Each module recommends four to six items. Whenever possible at least one alternative item for each
main recommendation is included. Cases form the core of many modules, but we also include readings
from Harvard Business Review, HBS background notes, and other course materials.
1. Overview of suggested content (HBS cases unless otherwise noted)
Title Author Product
Number
Publication
Year
Pages Teaching
Note
1. Introduction
SUPERVALU, Inc.: Professional
Development Program
Aguilar 900019 2000 21p 900020
Alternative: The Ritz-Carlton Hotel
Co.
Sucher 601163 2001,
Rev.2005
30p 602113
2. Special Challenges in Training
Sales Force Training at Arrow
Electronics (A)
Barro & Hall 905041
B case:
905042
2004
2005
14p
4p
--
Alternative: Leading Change at
Simmons (A)
Casciaro &
Edmondson
406046 2005 15p 607144
3. Developing Employees as Strategists and Innovators
Microsoft’s Vega Project:
Developing People and Products
Bartlett 300004 2000 19p --
Alternative: Best Buy, Co., Inc. (A):
An Innovator's Journey
Leonard 604043 2003,
Rev.2005
20p --
4. Growing Leaders
No Ordinary Boot Camp
(HBR article)
Tichy R0104C 2001 7p --
Alternative: Personalize Your
Management Development
Griffin R0303H 2003 6p --
5. Coaching and Mentoring
Alternative: The Federal Reserve
Bank of Chicago’s Mentoring
Program (A)
Thomas 403019 2003 15p --
II. Rationale for selection and sequencing the items in this module
The module begins by examining basic employee training programs and progresses through the
development of employees as strategic innovators and leaders.
2. The main recommendation in segment 1 is an especially broad overview of a training program, from
conception and creation through later development. The alternative case on the Ritz hotel chain portrays
a program exceptionally effective at quickly imbuing new employees with the values of Ritz corporate
culture as well as basic job skills.
The cases in segment 2 look at specific challenges to employee training concepts, and each in its way
analyzes the question, What is training worth? The main case explores the intertwining of training and
retention. Arrow Electronics has been spending valuable company resources in training employees who,
having acquired skills and knowledge that are valued throughout their industry, leave Arrow for other
employers. In the alternative case, the CEO of the Simmons mattress company must decide whether to
invest in a costly training program in the wake of an appalling downturn in business.
Segments 3 and 4 look beyond the training of employees to do their jobs effectively and flexibly; they
focus on developing employees into strategists and leaders.
The module concludes with a segment on coaching and mentoring. The main recommendation is an
accessible (and inexpensive) overview of the topic from the Harvard Business Essentials line of brief
paperbacks; the alternative, a multidimensional case on mentoring.
III. Detailed description of recommended items
1. Introduction
SUPERVALU, Inc.: Professional Development Program Francis J. Aguilar
SUPERVALU examines the creation and implementation of a training program for attracting and retaining
college graduates for the nation's largest wholesale food distribution company. It addresses: 1) program
design and 2) the management of the design effort and program implementation. The case is appropriate
for courses in organizational behavior, human resources management, and general management.
Learning Objective: To learn how to manage the creation, introduction, and perpetuation of a complex
training program in a large, dynamic business organization with a strong culture. Subjects: Change
management; Employee training; Food; Organizational development; Recruitment. Setting: Minnesota;
food industry, retail industry; $17.4 billion; 1999.
Alternative: The Ritz-Carlton Hotel Company Sandra Sucher
In just seven days, the Ritz-Carlton transforms newly hired employees into "Ladies and Gentlemen
Serving Ladies and Gentlemen." The case details a new hotel launch, focusing on the unique blend of
leadership, quality processes, and values of self-respect and dignity, to create award-winning service.
Learning Objective: Allows students to examine innovation and improvement in a service industry. Raises
questions of when and how to innovate in a successful service operating system and the challenges of
innovation for a brand built on customer experience. Explores the role of leadership and values in
creating a culture of service and the need to manage the tension between standardized quality
procedures and the cultivation of empowered employees who can customize each interaction to meet the
needs of their customers. Subjects: Brands; Change management; Human resources management;
Innovation; Operations management; Organizational behavior. Setting: Washington, DC, lodging industry,
$1.5 billlion, 1999.
2. Special Challenges in Training
Sales Force Training at Arrow Electronics (A) Jason R. Barro and Brian J. Hall
In the mid-1980s, Arrow, the world's largest electronics distributor, implemented a college recruiting
program to hire salespeople. The program was part of an effort to increase the professionalism and skill
set of the sales force in an industry where few salespeople had college degrees. After an expensive and
3. thorough training program, many of the new college grads hired were poached by Arrow's competitors for
higher salaries. Arrow was ultimately unsuccessful in persuading the college grads to stay, and the
recruiting program ended after five years. In 1997, CEO Steve Kaufman decided to start a new college
recruiting program, determined not to repeat the mistakes of the past. A rewritten version of an earlier
case.
Learning Objective: To explore the issues of expectations and compensation in hiring and training
employees. To consider the cost of providing them with general skills that are useful elsewhere. Subjects:
Electronics; Employee retention; Employee training; Incentives; Recruitment; Sales compensation.
Setting: U.S., electronics industry, $5 billion, 1984-1997.
Alternative: Leading Change at Simmons (A) Tiziana Cascaro and Amy C. Edmondson
Explores the challenge of managing large-scale organizational change at Simmons, an old and
established company that manufactures and distributes mattresses. The new CEO, Charlie Eitel, hired to
turn the organization's performance around, considers whether to implement an untraditional training
program that includes outdoor experiential team-building activities as a central element of his change
strategy. Asks participants to consider the decision of investing in the expensive training program
following the loss of the three largest customers--retailers that together had contributed a third of
Simmons' revenues. One central theme is the role of leadership in engaging and motivating employees to
implement changes that improve product quality and operational efficiency and cost.
Learning Objective: To introduce challenges facing general managers in turnaround situations; to discuss
the role of "soft skills" training in organizational change initiatives; and to examine leadership strategies
for creating effective, sustained organizational change in which employee empowerment is a central aim
of and vehicle for change. Subjects: Change management; Corporate culture; Employee empowerment;
Employee training; Human resources management; Leadership; Motivation; Organizational change;
Team building. Setting: Atlanta, GA; furniture industry; $869.9 million; 2001-2005.
3. Developing Employees as Strategists and Innovators
Microsoft’s Vega Project: Developing People and Products Christopher A. Bartlett
With a focus on Matt MacLellan and his careful development as a project manager under his boss and
mentor, Jim Kaplan, the case describes the evolution of Microsoft's human-resource philosophies and
policies and illustrates how they work in practice to provide the company with a major source of
competitive advantage. It looks at employee development, motivation, and retention efforts in one of
Microsoft's product groups. Dissatisfied with his project management role, MacLellan decides to become
a developer despite the fact that he has never written code professionally. Kaplan is faced with the
decision of whether to support his protege's radical career shift, and if so, how to do it not only to
MacLellan's satisfaction but also in the organization's best interest.
Learning Objective: To illustrate the role of senior management as developer and coach of scarce human
assets and the role of human-resource policy in supporting an organization's development of competitive
advantage. This is a decision-oriented implementation case. Subjects: Corporate culture; Human
resources management; Motivation; Organizational behavior; Software; Strategy implementation. Setting:
Redmond, WA; software; $20 billion; 1975-1998.
Alternative: Best Buy, Co., Inc. (A): An Innovator's Journey Dorothy Leonard
The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to
imbue the company with an improved innovative capability. The six-month program of experimental
learning yields new business ideas and also trains Best Buy employees as innovation coaches. However,
this kind of learning is expensive and time consuming. The case details the learning journey as
experienced by Best Buy employees and raises the question of when such development programs are
appropriate. Focuses on the learning process and stimulates debate about how people and organizations
learn in general, as well as how an innovation capability can be fostered.
4. Learning Objective: To address innovation from the perspective of senior management and to discuss
various approaches toward creating and integrating a sustainable innovation capability within a large
organization. Also, to highlight this kind of experiential learning. Subjects: Creativity; Employee
development; Innovation; Learning; Organizational learning; Strategy implementation. Setting: U.S.,
retailing, $20 billion, 2002-2003.
4. Growing Leaders
No Ordinary Boot Camp Noel J. Tichy (Harvard Business Review article)
Many companies now run boot camps--comprehensive orientation programs designed to help new hires
hit the ground running. They're intense and intimidating, and new employees emerge from them with
strong bonds to other recruits and to the organization. But at Trilogy, organizational consultant Noel Tichy
discovered one program that's a breed apart. In this article, Tichy gives us a detailed tour of Trilogy's boot
camp, Trilogy University, to demonstrate why it's so different--and so effective. Like the best boot camps,
it serves as an immersion in both the technical skills new recruits will need for their jobs and Trilogy's
corporate culture, which emphasizes risk-taking, teamwork, humility, and a strong customer focus. But
this is a new-employee orientation session that's so fundamental to the company as a whole that it's
presided over by the CEO and top corporate executives for fully six months of the year. Why? In two
three-month sessions, these top executives hone their own strategic thinking about the company as they
decide what to teach the new recruits each session. They also find the company's next generation of new
products as they judge the innovative ideas the recruits are tasked with developing--making the program
Trilogy's main R&D engine. And they pull the company's rising technical stars into mentoring roles for the
new recruits, helping to build the next generation of top leadership. After spending months on-site
studying Trilogy University, Tichy came away highly impressed by the power of the virtuous teaching
cycle the program has set in motion. Leaders of the organization are learning from recruits at the same
time that the recruits are learning from the leaders. It's a model, he argues, that other companies would
do well to emulate. Subjects: Change management; Employee development; Employee training;
Executive ability; Knowledge transfer; Learning; Management communication; R&D.
Alternative: Personalize Your Management Development Natalie Shope Griffin
(Harvard Business Review article)
Most organizations struggle with leadership development. They promote top performers into management
roles, put them through a few workshops and seminars, then throw them to the wolves. Managers with
the ability to survive and thrive are rewarded; those without it are disciplined or reassigned. The problem
is, an alarming number of people fall into the second category. This happens not because managers lack
skills but because companies fail to realize that there is no single kind of leader-in-training. In this article,
Natalie Shope Griffin, a consultant in executive and organizational development at Nationwide Financial,
describes four kinds of managers-in-training, each embodying unique challenges and opportunities:
reluctant leaders, arrogant leaders, unknown leaders, and workaholics. The author outlines specific
training approaches tailored to each type of prospective leader. By focusing on the unique circumstances
of individual managers, investing in them early in their careers, offering effective coaching, and providing
real-life management experiences, Nationwide's leadership-development program has produced
hundreds of successful leaders. Subjects: Coaching; Executive ability; Human resources management;
Leadership; Organizational development.
5. Coaching and Mentoring
Harvard Business Essentials: Coaching and Mentoring (HBS Press Paperback)
Effective managers know that timely coaching can dramatically enhance their teams' performance.
Coaching and Mentoring offers managers comprehensive advice on how to help employees grow
professionally and achieve their goals. This volume covers the full spectrum of effective mentoring and
the nuts and bolts of coaching. Managers learn how to master special mentoring challenges, improve
listening skills, and provide ongoing support to their employees. The Harvard Business Essentials series
5. is designed to provide comprehensive advice, personal coaching, background information, and guidance
on the most relevant topics in business. Drawing on rich content from Harvard Business School
Publishing and other sources, these concise guides are carefully crafted to provide a highly practical
resource for readers with all levels of experience and are especially valuable for the new manager. To
assure quality and accuracy, a specialized content adviser from a world-class business school closely
reviews each volume. Whether you are a new manager seeking to expand your skills or a seasoned
professional looking to broaden your knowledge base, these solution-oriented books put reliable answers
at your fingertips. Subjects: Career advancement; Careers & career planning; Coaching; Managerial
skills; Mentors.
Alternative: The Federal Reserve Bank of Chicago’s Mentoring Program (A) David A. Thomas
Describes steps taken to implement and manage a successful employee mentoring program at the
Federal Reserve Bank of Chicago. A cultural change at the bank provided the context out of which the
program grew. The case describes the development of the program, highlighting design principles key to
the program's success and its implementation and initial results after nine months. Program manager
Amy Rubinstein and executive sponsor Jack Wixted considered how to expand the successful program to
include more employees while maintaining the key aspects that contributed to the program's success.
Learning Objective: To discuss how human resources can implement a successful mentoring program,
including the key design principles of a successful mentoring initiative. Subjects: Careers & career
planning; Diversity; Human resources management; Mentors. Setting: U.S., 2001