► Talent management: a point of view
► Global mobility: a strategic component of your global talent management
► Discussion around Ernst & Young’s 2012 global talent management surveys: (rapid growth markets, talent management in high-performing organizations)
► Talent 2020: the next chapter
This is Organisation Profile of Accenture. This will give a snapshot of the company. Highly useful for students who aspire for campus placements to Accenture.
This is Organisation Profile of Accenture. This will give a snapshot of the company. Highly useful for students who aspire for campus placements to Accenture.
The 10 most trustworthy consulting companies.Merry D'souza
This issue of CIO Look India showcases, ‘The 10 Most Trustworthy Consulting Companies,’ the best & most innovative consulting firms, that deliver flexible & agile client solutions & offer cutting-edge services to ensure seamless workflow of the clients.
Source: https://ciolookindia.com/the-10-most-trustworthy-consulting-companies-january2021/.
The Impact of Graduate Development Programs - Article - Fitch Learning, By Su...Suhail Shamieh, MBA, PMP
In today’s fast changing, fast moving business world, we are frequently introduced to new technologies and ways of doing
business. Often graduates sit at the forefront of these new advancements. Graduate Development Programs is an effective way of bridging the gap between the academic world and the real world of work.
Building manageing a_european_recruitment_teamblackcat07
Organisations who will need to grow their internal recruitment teams for expansion hiring projects across Europe.
It will highlight how the Internal Recruiter role and responsibilities have changed over the last 15 years and what are the skills you would expect an Internal Recruiter to know or learn when you hire them.
It will give you the opportunity to learn from the mistakes of others who have tried and not been as successful in growing an internal recruitment team - as they had hoped.
Real insight from a real European TA Leader "Eoin Hanley".
The Team at Resource Central hope your hiring projects are successful and if you need any support or have any questions, please contact martin@weareresourcecentral.com and he will be glad to help.
You want to be a Learning and Development Professional? Find out what knowledge, skills and behaviours you needs to adopt to be really good at it. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.
In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
KITA HR Conference 2018 - HR for the 21st century & the Future of HRRoshan Thiran
Attached is the presentation slides for Roshan Thiran's presentation at the KITA HR Conference 2018. These slides address his thoughts on where the HR space is heading in the near future in Asia
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
Hewitt Associates - A True Business and Cultural OverviewMark A. Leon
This presentation provides an insightful overview of Hewitt Associates including business units, client relationships, training and development, growth, affinity groups, charitable work and social media. Take a look inside a true corporate structure.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
IFRS 4 Insurance Contracts: update on key issuesEY
This slide deck was designed to accompany a video webcast that included an interactive discussion by a moderator and three panelists, held on 9 July 2014.
The International Accounting Standards Board (IASB) is currently working on modifications to IFRS 4 Insurance Contracts after the Exposure Draft (ED) received extensive comments from those that prepared the modifications and industry practitioners.
In recent deliberations following the receipt of comments, the IASB has reached tentative decisions about recognising the contractual service margin in profit or loss. Further tentative decisions have been reached concerning fixed-fee service contracts, significant insurance risk, portfolio transfers and business combinations.
This webcast discussed the background to the ED and the current project status. Our panel reviewed the insurance industry’s responses to IFRS 4, and outlined the IASB’s path towards finalising the project, focussing on key issues, challenges and operational impacts, and on what the IASB expects from the insurance industry.
You are welcome to join the on-demand version of this interactive discussion: http://www.ey.com/GL/en/Issues/webcast_2014-07-09-1400_ifrs4-insurance-contracts-update-on-key-issues
This webcast is part of an ongoing series. Register for any webcast and you will be asked if you want to receive invitations to future webcasts.
The 10 most trustworthy consulting companies.Merry D'souza
This issue of CIO Look India showcases, ‘The 10 Most Trustworthy Consulting Companies,’ the best & most innovative consulting firms, that deliver flexible & agile client solutions & offer cutting-edge services to ensure seamless workflow of the clients.
Source: https://ciolookindia.com/the-10-most-trustworthy-consulting-companies-january2021/.
The Impact of Graduate Development Programs - Article - Fitch Learning, By Su...Suhail Shamieh, MBA, PMP
In today’s fast changing, fast moving business world, we are frequently introduced to new technologies and ways of doing
business. Often graduates sit at the forefront of these new advancements. Graduate Development Programs is an effective way of bridging the gap between the academic world and the real world of work.
Building manageing a_european_recruitment_teamblackcat07
Organisations who will need to grow their internal recruitment teams for expansion hiring projects across Europe.
It will highlight how the Internal Recruiter role and responsibilities have changed over the last 15 years and what are the skills you would expect an Internal Recruiter to know or learn when you hire them.
It will give you the opportunity to learn from the mistakes of others who have tried and not been as successful in growing an internal recruitment team - as they had hoped.
Real insight from a real European TA Leader "Eoin Hanley".
The Team at Resource Central hope your hiring projects are successful and if you need any support or have any questions, please contact martin@weareresourcecentral.com and he will be glad to help.
You want to be a Learning and Development Professional? Find out what knowledge, skills and behaviours you needs to adopt to be really good at it. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.
In this presentation we will discuss practical advice, best practices, and tips to help find or nurture talent to fill both current and future skill gaps.
KITA HR Conference 2018 - HR for the 21st century & the Future of HRRoshan Thiran
Attached is the presentation slides for Roshan Thiran's presentation at the KITA HR Conference 2018. These slides address his thoughts on where the HR space is heading in the near future in Asia
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
Hewitt Associates - A True Business and Cultural OverviewMark A. Leon
This presentation provides an insightful overview of Hewitt Associates including business units, client relationships, training and development, growth, affinity groups, charitable work and social media. Take a look inside a true corporate structure.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
IFRS 4 Insurance Contracts: update on key issuesEY
This slide deck was designed to accompany a video webcast that included an interactive discussion by a moderator and three panelists, held on 9 July 2014.
The International Accounting Standards Board (IASB) is currently working on modifications to IFRS 4 Insurance Contracts after the Exposure Draft (ED) received extensive comments from those that prepared the modifications and industry practitioners.
In recent deliberations following the receipt of comments, the IASB has reached tentative decisions about recognising the contractual service margin in profit or loss. Further tentative decisions have been reached concerning fixed-fee service contracts, significant insurance risk, portfolio transfers and business combinations.
This webcast discussed the background to the ED and the current project status. Our panel reviewed the insurance industry’s responses to IFRS 4, and outlined the IASB’s path towards finalising the project, focussing on key issues, challenges and operational impacts, and on what the IASB expects from the insurance industry.
You are welcome to join the on-demand version of this interactive discussion: http://www.ey.com/GL/en/Issues/webcast_2014-07-09-1400_ifrs4-insurance-contracts-update-on-key-issues
This webcast is part of an ongoing series. Register for any webcast and you will be asked if you want to receive invitations to future webcasts.
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
Click through to see HCL's recruiting initiatives on LinkedIn, and the impactful results that they have seen to their organization.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Engaging New Employees Through Effective Onboarding - 13aug15TalentMap
Attitudes begin to form at the initial point of contact with an organization. There is no better place to start applying glue than when you are welcoming new employees to your company. Smart companies take advantage of these early days in order to ensure a strong, productive, and dedicated workforce.
Managing differences: the central challenge in HR Global StrategyAlfredo Amores
Managing differences is the central challenge in HR Global Strategy.
The CAGE Distance Framework identifies Cultural, Administrative, Geographic and Economic differences or distances between countries that companies should address when defining international HR strategies.
However, understanding differences is not a sufficient basis for setting global strategy.
Discover as well what are our globalization options and strategies, and how leading organizations are doing to "globally localice" the HR function.
This presentation talks about Human Resource crisis happened in Air India. How HR couldn't help to find way between all situations & adverse circumstances. The consequences faced are tremendous in monitory loss.
It gives thinking in multiple direction while looking out towards a specific problem.
A passion for better marketing Ernst & Young Marketing Conference PresentationJustin Basini
A Passion for Better Marketing was the theme of the January 2011 Ernst & Young Marketing Team Conference that I was invited to speak at. This is the presentation that I gave to an engaged and lively session where some of the big questions got asked - why are we different? How do we win? How can I make a difference?
Mittelständler mit besserer Frauenquote als börsennotierte UnternehmenEY
Frauen schaffen es bei deutschen Mittelständlern deutlich häufiger in die Unternehmensführung als bei börsennotierten Unternehmen. Zum Internationalen Frauentag am 8. März 2017 stellt Hubert Barth, der Vorsitzende der Geschäftsführung von EY, jedoch klar, dass das nicht reicht: „Ziel sollte es sein, deutlich mehr Frauen in die erste Reihe zu befördern.“
Shell InDemand: Game-changing strategies for building a remarkable brand | Ta...LinkedIn Talent Solutions
Shell shares insights and data from their employer brand transformation. Learn how they leverage the people, inspiration and innovation at the heart of their organisation to tell their story.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Achieving Results with Talent Mobility: Case Studies and Lessons LearnedHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
EY Human Capital Conference 2012: Contrast and compare - the Global Mobility ...EY
Highlights of Ernst & Young's Global Mobility Effectiveness Survey from 2007 to 2012, how global mobility impacts strategy, operations, talent management and growth markets, and the five focus areas for global mobility to drive business success.
2nd Annual People In Goods & Services SummitWillQuintero
The Second Annual People in Consumer Goods & Services Summit will tackle real world workforce issues that are impacting your bottom line and will discuss the implications of economic uncertainty in today’s consumer talent market. Insightful and practitioner led sessions will address the latest strategies in recruitment, workforce planning, learning & development, performance management, engagement, and retention that can drive increased productivity and business excellence in the retail & consumer goods marketplace.
Seven HR Capabilities that Drive Performance Leadership - Hackett Group June ...Nhat Nguyen
The 2015 analysis of The Hackett Group’s HR benchmarking database quantifies the performance advantage of world-class companies compared to typical HR organizations. Among the results: world-class HR organizations spend 37 percent less (Figure 1) – up to $17 million for the typical company1 and use 31 percent fewer FTEs (Figure 2) than peers. Analysis also revealed the hallmarks of current world-class HR organizations and the critical capabilities they leverage to achieve superior results.
Talent Management: Accelerating Business Performance - Right ManagementСветла Иванова
Right Management’s latest study provides a global overview of talent management trends, drawing on feedback from more than 2,200 business leaders and HR professionals in 13 countries and 24 industries.
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.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
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3. Presenters
► Bill Leisy
y ► Bill McClain
► Ernst & Young LLP ► Bunge EMEA
► Global Market Leader, Talent ► Vice President Human
Management Resources
► william.leisy@ey.com ► william.mcclain@bunge.com
Page 3 Talent management challenges in today’s global markets
4. Our discussion today
► Talent management: A p
g point of view
► Global mobility: a strategic component of your global
g
talent management
► Discussion around Ernst & Young’s 2012 global talent
management surveys: (rapid growth markets, talent
management in high-performing organizations)
► Talent 2020: the next chapter
► Questions and answers
Page 4 Talent management challenges in today’s global markets
5. Talent management is all about your people
The ability to execute business strategy is directly related to effectively
attracting, retaining, developing and engaging your key talent. If
done well, talent management creates a sustainable competitive
advantage for businesses and a strong employer brand in the
marketplace.
Page 5 Talent management challenges in today’s global markets
6. Talent management is all about your people
► A key business issue (Number three g
y ( global business
issue – Ernst & Young survey 2012; CEOs spend more
than 70% of their time)
► Simply, the people issues in your organization – not just
an HR issue
► A Point of view:
► Alignment to business strategy
► Integration within your business operation
I t ti ithi b i ti
Page 6 Talent management challenges in today’s global markets
7. Must be aligned to your business strategy
and supported by HR
Business strategy
Talent
g
management
HR programs
HR processes
p ocesses
and
service delivery
HR compliance
and
governance
Page 7 Talent management challenges in today’s global markets
8. Helps execute your business strategy
Talent strategy/
HR strategy Talent
management
Company/HR Employee
Workforce analytics
Business strategy operating model life Performance metrics
(internal and external) Global
cycle
mobility
Company/HR
p y
organization structure
20.5%
20 5% 38.0%
greater financial return when
greater financial return integrating key components of
when companies align talent management programs
their business strategy and processes together and
and talent management throughout the organization
Talent management alignment and integration drives ROI.
Page 8 Talent management challenges in today’s global markets
9. Highlights from our 2012 global talent
management surveys: rapid growth markets
► 810 global executives:
g
► 53% C-suite (CEO, CFO, others)
► 35 rapid growth markets; 21 industry groups
► 44% more than US$1 billion revenues
► Four key talent management global challenges:
► Top management teams lack international experience.
► The lack of an internal management pipeline forces companies to
recruit from rivals.
► Companies are unable to effectively retain and reward high
performers.
► C-suite leaders and operational managers hold conflicting views
on talent management.
Page 9 Talent management challenges in today’s global markets
10. Key talent management challenges
► Top teams lack international experience.
p p
Figure 1: International experience of top management team
Page 10 Talent management challenges in today’s global markets
11. Key talent management challenges
► The lack of an internal management p p
g pipeline forces
companies to recruit from rivals.
Figure 2: Building an international management team
g g g
Page 11 Talent management challenges in today’s global markets
12. Key talent management challenges
► Companies are unable to effectively retain and reward
p y
high performers.
Figure 3:3: Effective team management
Figure Effective team management
Page 12 Talent management challenges in today’s global markets
13. Key talent management challenges
► C-suite leaders and operational managers hold conflicting
p g g
views on talent management.
Figure 4: Building an international management team
g g g
Page 13 Talent management challenges in today’s global markets
14. Talent management in high-performing organizations
(
(survey to be released December 2012)
y )
► Talent management characteristics in high-performing
g g p g
organizations:
► A greater investment in talent management focused on meeting
strategic and financial objectives (global mobility to leadership
development)
► U e e t g ocus on developing and sustaining a st o g
Unrelenting focus o de e op g a d susta g strong
leadership pipeline (succession planning No. 1 difference)
► Developing leaders early in their careers and getting them the key
diverse,
diverse international experiences
► Using the same talent management outcomes as all organizations
to measure success (employee satisfaction, retention), however
putting more emphasis on external employer brand
► Greater alignment of performance and paying for performance
Page 14 Talent management challenges in today’s global markets
15. Strategies and best practices in talent
management
Best practice results:
Identify the right ► Define the capability framework,
including j b f ili
i l di job families, roles profiles,
l fil
need ► Strong ER brand
skills and competencies
► Estimate and forecast workforce
requirements by skills and competencies
► Prioritize the critical skill sets and roles ► Attraction and
retention of the
Optimize hiring ► Develop the hiring strategy “right” employees
right
► Articulate the employee value proposition
and on-boarding
► Evaluate skills and competencies
► Develop on-boarding mechanisms that ► Improved employee
enhance productivity satisfaction and
engagement
Engage to retain ► Understand key levers for ► Higher employee
engagement at each location
► Track and respond to data
productivity
► Personalize interventions based on
EVP
► Great HR efficiency
► Develop total rewards that ► Improved HR
Develop and grow reflect the EVP, engagement
effectiveness
plan, etc.
► Align total rewards strategy
with labor cost model
► Financial returns
Reward broadly ► Leverage sub-functions across
operations to develop skills and ► Best companies to
capabilities
► Link individual objectives to work for/best
improvements in performance measures employers
Page 15 Talent management challenges in today’s global markets
16. How to get started
► Align and integrate talent management and global mobility objectives (work
together)
► Review the effectiveness between talent management and global mobility
(e.g., career development, succession planning, leadership development,
performance management, workforce planning)
► Review how effectively you are in recruiting, retaining, developing, engaging
top talent
p
► Questions you need to be able to say yes to:
► Do you know the jobs that need international experiences, the type of experiences
and how employees will g it?
p y get
► Is your leadership pipeline in critical positions three levels deep?
► Can you measure meaningful outcomes from your talent management and global
mobility programs?
► Have you aligned performance measures from the organization, region/division,
business units/functions and individual employees?
► Have you created a strong employer brand that is consistent with your talent
management and employee life cycle commitments?
Page 16 Talent management challenges in today’s global markets
17. Talent management 2020
Business strategy
Business strategy
Page 17 Talent management challenges in today’s global markets
18. Questions
Page 18 Talent management challenges in today’s global markets