Current trends and recent experience:
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Application Management and Support - Shared Services Featuring the Pay Per Ti...Jade Global
Today, a variety of IT applications support business processes, giving it a competitive edge. Hence, applications that drive these businesses need to evolve just as rapidly while ensuring uninterrupted service to the customer.
Systems and applications do stabilize over time, but they still need maintenance. However, maintaining support resources and infrastructure can be costly and time consuming. Several models have emerged in the recent past that try and address this challenge, however a majority of them have had little success, frustrating service providers and customers alike and leaving neither of them satisfied.
In this webinar, our Consulting Director, Manoj Machiwal, will talk about how to address these challenges using the Pay per Ticket Model, a phase of new revolution in the AMS industry.
Get the maximum from your application support and maintenance investments and take a look at the future road map of AMS.
Know more, please visit: http://www.jadeglobal.com/
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Is your L&D department perceived as a service provider in the eyes of your CEO, or are you a strategic partner with a seat at the table? In this session, learn about the successful learning and development transformations at two organizations, Reuters and Cargill. See the multiyear plans they executed, the metrics they used to hold themselves accountable, and the millions in savings they delivered by migrating to reusable digital formats. At the end of this session, you’ll be armed with an action plan to lead your own transformation — from service provider to strategic partner.
Presentation winning strategies for shared services in the public sectorChazey Partners
Phil Searle, Founder and CEO of Chazey Partners, shared his view on what it takes shared services to be successful in the public sector. In this presentation, he has also highlighted the very essential basics of shared services and analyzed the lessons that he has learned through the years' of implementation in the public sector.
Matt Alder shares the lessons he has learned from a career surfing the wave of digital disruption and gives his view on the roles HR should play in Digital Transformation. For presentation audio please go to http://rfpodcast.com/2017/01/ep-76-hr-and-digital-transformation/
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Application Management and Support - Shared Services Featuring the Pay Per Ti...Jade Global
Today, a variety of IT applications support business processes, giving it a competitive edge. Hence, applications that drive these businesses need to evolve just as rapidly while ensuring uninterrupted service to the customer.
Systems and applications do stabilize over time, but they still need maintenance. However, maintaining support resources and infrastructure can be costly and time consuming. Several models have emerged in the recent past that try and address this challenge, however a majority of them have had little success, frustrating service providers and customers alike and leaving neither of them satisfied.
In this webinar, our Consulting Director, Manoj Machiwal, will talk about how to address these challenges using the Pay per Ticket Model, a phase of new revolution in the AMS industry.
Get the maximum from your application support and maintenance investments and take a look at the future road map of AMS.
Know more, please visit: http://www.jadeglobal.com/
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Is your L&D department perceived as a service provider in the eyes of your CEO, or are you a strategic partner with a seat at the table? In this session, learn about the successful learning and development transformations at two organizations, Reuters and Cargill. See the multiyear plans they executed, the metrics they used to hold themselves accountable, and the millions in savings they delivered by migrating to reusable digital formats. At the end of this session, you’ll be armed with an action plan to lead your own transformation — from service provider to strategic partner.
Presentation winning strategies for shared services in the public sectorChazey Partners
Phil Searle, Founder and CEO of Chazey Partners, shared his view on what it takes shared services to be successful in the public sector. In this presentation, he has also highlighted the very essential basics of shared services and analyzed the lessons that he has learned through the years' of implementation in the public sector.
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
This complete presentation has a set of ten slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this HR Transformation Roadmap PowerPoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs.
http://bit.ly/2SmjBg6
Starting a new job for anyone is a major life change and career transition. The on boarding experience is personal and affects the bottom line, productivity, culture and future ability of any firm to hire THE best talent. The detailed report leveraging global firms located in Nigeria has a number of interesting ideas for you to consider to Re imagine On boarding for your organization.
Aavishkaar HR consulting firms is one of the best HR consultants in bangalore providing solutions for Staffing, hr audit, consulting services, performance management system, Training and development.
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
This complete presentation has a set of ten slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this HR Transformation Roadmap PowerPoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs.
http://bit.ly/2SmjBg6
Starting a new job for anyone is a major life change and career transition. The on boarding experience is personal and affects the bottom line, productivity, culture and future ability of any firm to hire THE best talent. The detailed report leveraging global firms located in Nigeria has a number of interesting ideas for you to consider to Re imagine On boarding for your organization.
Aavishkaar HR consulting firms is one of the best HR consultants in bangalore providing solutions for Staffing, hr audit, consulting services, performance management system, Training and development.
In modern project management, the specific tasks that fall to the PM Center of Excellence varies from organization to organization. However, there are trends and best practices that define the high-level function of the COE in the Project or Program Management Office. In this complimentary one-hour webinar, Cadence Vice President and COO Connie Plowman will provide a framework for where to begin building your own Project Management Center of Excellence today.
Implementation of the Asian Centre of Excellence in Networking Technologies under an Initiative between Cisco, MIMOS and IMS Asia to generate an environment for Proof of Concept testing, and hands on training of graduates and CCIE candidates
World Class Management Techniques - Quality Principles and
Philosophies, Deming’s 14-point Management
Philosophy, Product Development Cycle, Juran’s 10-point Program, 7 Quality Control Tools, 5S, Total Productive Maintenance (TPM), KAIZEN, Quality Circle, Concurrent Engineering, Just in Time (JIT), 7 Types of Waste, Quality Function Deployment
(QFD), The House of Quality, ISO, FMEA, FTA
Institute H: The Road to Becoming a Center of Excellence
Thursday, October 8, 9:00 am - 12:00 p.m., Executive C D
Lisa D'Adamo-Weinstein, Director, Academic Support
Northeast Center of SUNY Empire State College
Elaine Richardson, Retired Director, Academic Success Center
Clemson University
Laura Sanders, Assistant Dean, Student Success, College of Engineering
Valparaiso University
The purpose of the Centers of Excellence Designation Program is to:
promote professional standards of excellence for learning centers;
encourage centers to develop, maintain and assess quality programs and services to enhance student learning;
honor the history of established and unique learning centers; and
celebrate the outstanding achievements of centers that meet and exceed these standards.
This post-conference institute will walk participants through the rationale for the creation of the designation program;
review the criteria for evaluation and discuss the steps for completing an application. We will also share insights
gathered during the first two rounds of applications reviews to assist participants in developing a clear plan for how
they can best put together their own application
Working with frog's UX experts, Melinda curated, collated and edited the GE User Experience Playbook for all those charged with designing GE products and services.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.
Business Process Excellence: Building Out Business Process CapabilitiesCentric Consulting
In this presentation, we explore whether the business process improvement capability is best built from the bottom up (a “grassroots” effort) or built via a separate, dedicated function that is governed and managed centrally.
Improving business performance through the recession: Are your HR systems fit...Softworld
Chris Murray and Andrew Knight, HR Technology Consulting, PricewaterhouseCoopers
Practical advice on using HR technology to deliver business strategy, maximise return on investment and gain competitive advantage as you exit the recession.
Outsourcing in literal terms, means sourcing from outside. The term is increasingly used to refer to sub-contracting of a set of functions or processes by one firm to another, or to a group of individuals. Outsourcing is being pursued as an active business strategy in the current economic scenario, since it enables a firm to focus on core-competency areas. It also frees the firm from resource and labour intensive functions, which are now performed by trained personnel at much lower costs.
Beyond Project and Portfolio Management, Identifying other high value perform...Dave Healey
Microsoft’s rich technology platform makes it the perfect toolset for organizing, integrating and automating business processes and systems to drive improved organizational performance. Yet it remains poorly understood and significantly underutilized as an enabler of business strategy, value creation and ongoing process improvement.
Through a number of real-world case studies this session will demonstrate a consistent, comprehensive and repeatable approach to improving the performance of your clients organizations with the Microsoft stack, helping you
- Discover more opportunity in existing accounts,
- Improve utilization of resources, and
- Strengthen your trusted partner relationship.
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
ScottMadden recently partnered with APQC for a complimentary three-part webinar series focused on shared services.
This webinar session, presented by Brad DeMent and Jerred Crosby, partners at ScottMadden, addressed employee engagement, continuous improvement, new service offerings, and expanding the scope of operations.
This presentation was given at GRC Conference in Boston (October 2010) and explains the interesting triad of not only People, Process & Technology but also Culture, Structure & Strategy. Besides, it moves beyond the 'alignment' idea and goes deep into the 'synchronization' needs of today's companies
Business Process Services: Redefining Business Process OutsourcingCognizant
Business process services (BPS) enables organizations across industry and functional silos to more effectively lash together the collective strengths of global talent, standardized processes and the latest technology to deliver continuous business impact.
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
EY Price Point: global oil and gas market outlook, Q2 April 2021EY
The theme for this quarter is governed. Apparent market balance at prices that could be sustainable is the product of calculated choices by market leaders and the cooperation of those who follow them. Economics played their customary role as well, with capital scarcity in North America taking about 2 million barrels per day out of the market, about half of the remaining gap in demand. While inventories are close to their pre-COVID-19 levels, there is still uncertainty. The resolution of the pandemic is in sight, but timing is unclear. Vaccine distribution in the US is having an impact but Europe is struggling to contain a third wave of infections. The taps have opened on economic stimulus, but it remains to be seen if policymakers have done enough or if they have overshot the mark.
The shape of the crude oil forward curve has fundamentally changed since the end of the last quarter. In late December of last year, the Brent forward curve was gradually increasing while today, the curve is backwardated. This is a clear sign that the market sees a short-term dynamic that is disconnected from the medium-to-long-term fundamentals. The lasting impact of the COVID-19 pandemic remains to be seen. While many have opined that COVID-19 marks a turning point in energy transition, the IEA recently released a five-year forecast of oil demand that shows steady growth, albeit at rates that are below historical expectations.
Gas markets are a paradox. At the Henry Hub and at LNG destinations, demand grows, investment lags and prices will occasionally attract attention. Traders, so far though, are unconvinced and futures prices don’t indicate imminent scarcity at any link in the value chain.
EY Price Point: global oil and gas market outlookEY
We enter 2021 on a note of cautious optimism for global health, the world economy, and the oil and gas markets. The first weeks of December brought approval in the US and the UK of the first of several COVID-19 vaccines. The speed with which vaccine development occurred is unprecedented, but certainly welcome. In the weeks following the early November announcement of 90+% effectiveness by the manufacturer of the first approved vaccine, the price of WTI crude oil increased by US$10/bbl to US$48/bbl, the highest level since early March. Sustainability hasn’t returned yet, and whatever time it takes to get the world to normal, it will take even longer for normalization within the oil and gas markets. Inventories remain at historically high levels and, optimistically, it will take until April before inventory returns to levels observed in the preceding five years. That’s an estimate, and there has obviously been some difficulty properly calibrating the expectations of how balance will return and how long it will take. In late November, OPEC met to adjust its output plans because of the anemic rebound in demand. In mid-December, the IEA lowered its demand forecast for 2021 due mostly to continued sluggishness in aviation fuel demand.
A mild winter has interrupted a recovery in North American natural gas prices after a run-up motivated by curtailed capital expenditures, upstream activity and production. After an initial meltdown, with cargo cancellations and dramatic price reversal, LNG markets have made a remarkable comeback, and the spread between Asia and Henry Hub has reached a level we haven’t seen in almost three years. It may be the case that interruption in FIDs has brought us to the cusp of a balance that can support reliable returns.
EY Price Point: global oil and gas market outlook (Q4, October 2020)EY
Oil and gas prices have recovered steadily from their lows and are relatively stable, but that stability is supported by the combination of purposeful withholding of production by oil-producing countries and economic stress on upstream independents. Oil prices closed the quarter roughly where they started it, while refining spreads were down slightly. LNG spreads were substantially higher at the end of Q3 than they were at the beginning of the quarter but are still roughly half of what is generally thought of as sustainable.
Going forward, the market will be looking closely at how the economy and demand respond to new developments with respect to a potential COVID-19 vaccine and the US election.
EY Price Point: global oil and gas market outlookEY
As we close the second quarter of 2020, in most of Europe and Asia, the first (and hopefully last) wave of the COVID-19 crisis appears to be abating. In the parts of the US where the virus hit early, the profile has largely matched Europe’s, while in other parts, the urge to reopen businesses has trumped the desire to contain the virus and uncertainty looms. In the developing world, the crisis has just begun, but without the economic headroom and resources necessary to contain it. As the crisis unfolded, the effect on oil and gas demand has been predictable but difficult to gauge precisely and therefore difficult to manage.
Oil prices have crept up steadily as production has been curtailed through coordinated action (OPEC+) and because of economic reality (unconventional oil in North America). That trend has been subject to momentary spasms when bad news hit the market. It would be understandable if traders were nervous, and it seems that they are. Although nowhere near where it was at the peak of the crisis, option implied volatility is still at historically high levels. Gas markets, without the benefit of coordination on the supply side, continue to deal with the market implications of storage at or near capacity. Interfuel competition in power generation has always provided something of a floor, but those lows have been, and will continue to be, tested.
Zahl der Gewinnwarnungen steigt auf RekordniveauEY
Immer mehr deutsche börsennotierte Unternehmen müssen ihre eigenen Umsatz- oder Gewinnprognosen nach unten korrigieren. Im ersten Quartal stieg die Zahl der Prognosekorrekturen auf ein neues Rekordniveau: Insgesamt 77 Gewinn- oder Umsatzwarnungen wurden registriert.
Die Corona-Krise trifft auch die Versicherungsbranche mit voller Wucht. Die Versicherer rechnen mit weniger Neugeschäft. Jeder Fünfte mit Personalabbau und Prämienerhöhungen.
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
IBOR transition: Opportunities and challenges for the asset management industryEY
EY Wealth & Asset Management explores the practical implications and the way forward for the transition to the new risk-free rates. This presentation aims to help asset managers and asset owners explore IBOR transition strategies that are compliant and future-focused.
Fusionen und Übernahmen dürften nach der Krise zunehmenEY
Folgt auf die Corona-Krise ein M&A-Boom? Laut Capital Confidence Barometer von #EY hoffen 40 Prozent der deutschen Unternehmen auf sinkende Bewertungen von Übernahmekandidaten.
EY Price Point: global oil and gas market outlook, Q2, April 2020EY
The first quarter of this year has seen some extraordinary events. As if chronic oversupply, prices stuck below sustainable levels, the looming energy transition, and investor pressure to decarbonize weren’t enough, our industry now faces a dramatic, but hopefully temporary, downturn in demand as a result of the ongoing COVID-19 outbreak.
Our Global Chemical Industry Leader Frank Jenner explores the trends and drivers that will shape the chemical industry of tomorrow in our latest Chemical Market Outlook.
Die Geschäftslage im Mittelstand hat sich leicht verschlechtert, ist in den meisten Branchen aber weiter überwiegend gut - die Einstellungsbereitschaft sinkt.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3. Presenter
► Tom McCabe
► Ernst & Young LLP (UK)
► tmccabe@uk.ey.com
Page 3 Service delivery model transformation
4. Agenda
Current trends and recent experience:
p
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
p
Page 4 Service delivery model transformation
5. Challenges affecting HR today
Business imperatives HR challenges
• Deliver services locally via a global model
Market reach: • Alignment with business expansion and contraction
• Source and sustain a global talent pool
• Increased complexity of HR regulatory environment
• Flexibility of HR operating model to support rapid deployment
Operational agility:
• Achieve and maintain consistency from transformational efforts
y
• Data and analytics to support business decisions
• Sustain return on investment (ROI) on transformation
Cost competitiveness: • Further demand for HR cost reductions
• Need for global standardization
• Demonstrate strategic and operational value delivered
• Prior HR transformation results not sustained
Stakeholder confidence:
• Customer confusion with HR access points
• Protect the brand – manage compliance to minimize risk
Page 5 Service delivery model transformation
6. Classical HR service delivery model
Key capability
Classical HR service delivery model
Shared services/outsourcing Business partnering Centers of Expertise (CoE) Policy and strategy
Corporate strategy and policies Centers of Expertise CoE deliver centralized
organization with deep capabilities
i ti ith d biliti
difficult to fund and staff within
Value business units; address business
added Shared services is the framework for:
needs for specialization,
framework for cost-effectively delivering common
leveraging a critical mass of these
and transaction-based services; addresses
transaction based
capabilities across the enterprise.
transaction support requirements, enabling the
HR business partners to focus on building a
Solutions
strategic partnership with their internal business consulting
customers. and advisory
Nature of
activity Life cycle and
people care
services
Transaction processing services
Local HR
(business partners)
Transactional
Low Complexity of interaction High
Page 6 Service delivery model transformation
7. Anticipated benefits of the model (1)
Opportunity
► Delivering economies of scale
► Delivering efficiencies through process improvement and standardization
Reduced costs: ► Reducing cost per head by moving to a low-cost location and eliminating duplication
► Reducing facilities costs by moving away from current location(s)
► Enabling the business to improve capital and expense management
► Centralized infrastructure that is flexible to changes in business need, structure and volumes
Greater flexibility: ► Ability to add new value-added business activities without proportional infrastructure costs
► Business unit/front office staff can focus on value-adding activities
Increasing
► Improved service levels enhancing customer retention
revenues: ► Improved tax positioning
► Specific service levels
► Improved operational risk management
► Focus on continuous improvement
Higher quality: ► Improved performance management
► Improved compliance with Sarbanes-Oxley (SOX) through standard processes
► Improved overall governance
► Greater emphasis on value-added activities
Page 7 Service delivery model transformation
8. Anticipated benefits of the model (2)
Opportunity
Standardized ► Reduction in variation can reduce complexity and the level of effort
processes: ► Increased opportunities to automate may result from common processes
Improved ► Merger and acquisitions demand leverage of synergies and a fast integration
responsiveness of the new companies
to competitive ► Ability to scale with anticipated growth from improvement in global economy and oil and
pressures: g
gas sector
Global ► Seamless and uniform global corporate services
operations: ► Increased flexibility for borderless operations
► Enhance the ROI of existing and new IT implementations
Leverage
► Realize cost savings and avoid additional expenditures through elimination of system
technology: redundancies
Reduce ► Shared processes and responsibilities decrease concerns with SOX compliance
compliance risks: ► Changing legal requirements are easier to implement in a shared environment
Page 8 Service delivery model transformation
10. Challenges our clients are facing in HR
service delivery transformation
Issue Potential measures to address
Shared services: Regionalize
Not achieving cost savings Consolidate with other back office
Seen as reduced quality service Expand scope
Outsource, offshore
Support with technology to drive consistent processes
Centers of Expertise seen as “i
C t fE ti “ivory t
tower” and remote f
” d t from Understand
U d t d model and purpose t ensure fit f purpose
d l d to for
business Consider virtual CoEs to maximize talent while keeping close to
business
Business partners not respected: Upgrade skills with business focus, consulting skills
Still undertake administrative work Equip with analytical tools to p
q p y provide business insight based on
g
Do not understand business people information
“Follow” business rather than lead and add value
Dissatisfaction with outsourcing provider(s) Insource or renegotiate
Outsource on point basis not wholesale
Lack of take-up/frustration with self-service Review user experience design
Consider whether Manager Self-Service (MSS) appropriate
HR still perceived as administrative function Outsource value-added roles
Use savings to invest in value-added roles rather than taking
the profit
Confusion or lack of acceptance of model Focus on clarification and communication of design
Inability to support HR transformation because HR has too Demonstrate and make case for value of transformation
much else to focus on
Page 10 Service delivery model transformation
11. Why does HR service delivery
underperform?
HR shared services have been seen as a key potential
driver behind the decrease in HR operating expense as
a percent of revenue over the last 10 years.
Typical service center “failure spiral”
Service delivery People and skills Strategy and service
p
implementation
Colocation of processes, no reengineering Key person dependencies Deliverymodel not optimized – mix
Inadequate skills – some deep of transaction processing and
Continued process “bespoking” technical expertise may exist but expert activity
overall insufficient management Strategicpriorities not defined –
Business unit process duplication capability (and not all deployed in model covers both “scale” and
right roles) “expertise” activities presenting
Mi i
Minimal
lb i
business k
knowledge – littl
l d little challenge for further cost/scale
Loss of touch and trust with business staff movement to/from business improvements
Business areas
Service information
breakdown Information issues —
quality Processes and controls Systems and technology
“different versions of the
challenge
truth”
Process “Processsilos” with significant Complex and poorly integrated
Cost-efficiency
Cost efficiency complexity i each – weak li k
l i in h k linkages systems environment – d i i
i driving
breakdown
challenge Staff morale declines — across teams significant reconciliation activity
“staff sink” Postmigration process Weighted or planned investment
Control reengineering not completed not delivered – e.g., large scale
lost Difficult to Weak process control and SAP/ ORACLE implementations not
respond to associated control environment carried out
major change
change, complex with weak assurance Systems standards not adhered to
Organically evolved SOX issues new info process
HR functions, requests
skilled but cost Cost growth
inefficient organization and governance Location and site
Governance not robust – seen as Site not optimized for cost/ability –
remote from businesses and/or too unable to attract/retain appropriate
Over reliance on consultants and contractors close to Group staff
Page 11 Service delivery model transformation
12. Emerging models of shared services
Shared services center (SSC) second generation
Regional shared services Global shared services/regional hubs COEs and local/global outsourcing
Characteristics: Characteristics: Characteristics:
► Regional SSC are often set up ► Transaction-driven processes are ► Global outsource model leveraging low-
independently to leverage internal leading extremely labour intensive. To leverage cost labor
p act ces, standardize the eg o a
practices, sta da d e t e regional SSC further labor cost a b t age, ce ta
u t e abo arbitrage, certain ► Local in-territory outsourcing to selective
y g
across the globe, improve global processes are provided by a global areas where deep subject-matter
governance and to be prepared for future SSC, running 24-hour shifts. Global knowledge is needed locally but where
global process realignment; a global SSC centralization improves governance by critical mass is lacking, such as tax and
operation or network inaugurates reducing the number of sites and control regulatory compliance
additional value. standardization. Results:
Results: Results: ► Labor cost arbitrage
► Leverage of global leading practices in ► Labor cost arbitrage ► Variable cost base (depending on
the organization ► Global synergies contract structure with outsourcer)
► Improved global governance ► Reduced governance efforts ► Global synergies
► Global processing and additional value ► Lower cost for subject-matter resource
add and outsourced compliance risk to
subject-matter professionals
Page 12 Service delivery model transformation
13. Centers of Expertise (CoE) are more effective if
designed for the specific business context
Role definition:
CoEs are dedicated to providing strategic, people-related consultative services to executives and HR business
p g g , p p
partners. CoEs provide technical, specialized HR talent (e.g., benefits design, compensation design) to develop new
HR products and services tailored to meet the needs of the business, at both corporate and business unit levels. CoEs
own HR policies and provide Tier 3 support to resolve complex customer queries.
Typical characteristics: Common variations based on business context:
Aligned horizontally, shared across business units and Different organizations choose different content for their
grouped by function (e.g., reward, learning, employee CoEs, depending on business strategy
)
relations)
Sometime C E li
S ti CoE-aligned i di id l sit i specific
d individuals it in ifi
Key focus is on understanding the key needs of the business units and provide functionally specific support
organization and designing solutions (e.g., reward, learning, recruitment)
Challenged to develop groupwide policies and Often much delivery responsibility is kept within the CoE
products that can be deployed consistently
“Virtual” CoEs are implemented
Responsible for complex or high-profile service
Some double hatting of roles can occur between CoEs
delivery (e.g., executive compensation)
Responsible for working with SSC to operationalize
new policies
li i
Work through HR business partners to develop
solutions to business issues and through corporate
HR to deliver solutions to groupwide issues
Page 13 Service delivery model transformation
14. Achieving excellence — assessing the maturity of CoE
► Organization
► How will the CoE be aligned with the overall HR function?
► What is the structure of CoE?
► People
► What are the critical skills for the CoE?
► Should we look for talent internally or externally?
► Process
► Which HR processes should CoE focus on?
► Do we need to change the HR communication flow for CoE?
► System
S
► Is the current technology platform suitable for CoE?
► What kind of HR IT tools does CoE need to develop?
► Location
► Should CoE be a virtual organization?
► In which location should CoE be formed?
Page 14 Service delivery model transformation
15. What do HR business partners need to be
able to add value?
► Selection:
► e.g., 50% not from HR
► “Easier to train business people in HR than vice versa”
► Training:
► Consulting and business (or HR) skills
► Insight into business unit issues
► Tools:
► Analytic data to
A l ti d t t support business d i i
tb i decision-making
ki
► Metrics on skills, performance, attrition, absenteeism, pipeline,
engagement, labor market, competitors, etc.
g g p
Page 15 Service delivery model transformation
16. Data analytics leading principles
Effective Information Delivery (
y (EID)
)
A clear opportunity around HR data analytics is effective information for each level of management –
strategic, operational, etc.
EID characteristics:
► At-a-glance metrics on performance
► Summarized retention data on a
multidimensional basis
► Drill down detailed labor cost and custom
Drill-down,
Executives/ reporting
managers
Customized knowledge ► Workforce forecasts: actual, plan, prior
► Interactive analysis to investigate and drill-
down on issues raised by reports
Power users/
► Ad-hoc analysis across full data set
analysts
► Alert pop-ups that repeat automatically
Interactive information
► Standardized and streamlined reports
available via self-service or web-based
delivery
Business
user ► Provides basic information with limited
analysis and ad-hoc functionality on
Standardized data selected datasets
Page 16 Service delivery model transformation
17. HR can and should drive measurable value
The key challenge is for HR to improve in all three dimensions while retaining the right balance for the organization.
Efficient transactions/administration (administrative
role): Sample value measures:
► Standardize and streamline HR processes for compensation, benefits, ► Increase revenue per full-time employee
payroll, hiring, terminations, time and attendance, etc. (FTE)
► Streamline data flows and touch points; improve data accuracy ► Improve employee satisfaction
► Eliminate redundancies of HR staff ► Reduce voluntary turnover
y
► Promote HR transactional automation as a leading practice ► Increase retention of key talent
► Increase customer satisfaction levels
Effective HR operations (operational role): ► Reduce time to proficiency
► Improve workforce performance
► Improve HR service delivery model through outsourcing, CoE and
p y g g
► Reduce HR operating costs per FTE
Shared Service
► Decrease manager time per HR
► Establish an effective HR control framework
transaction
► Identify and implement cost-savings initiatives
► Decrease cycle time per HR transaction
► Maintain effective vendor management protocols
► Reduce cost per hire
► Effective communications and change management for transactions
g g
► Decrease person t person i
D to inquiries
ii
► Effective risk and compliance procedures, employee relations, etc.
► Reduce HR headcount
Strategic business support (strategic role):
► Strengthen business decision-making throughout the organization
g g g g
through data analytics and timely/accurate reporting
► Be responsive to specific business unit needs (e.g., role and
competency design, recruitment and on-boarding, deployment
strategies, performance management, succession planning)
► Be seen as a valued partner to the business
Page 17 Service delivery model transformation