Finance for non financials
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The document discusses the importance of financial acumen and management for Sara Lee Coffee & Tea. It states that the company needs to change how it is run to focus on leadership, performance, and developing a results-driven culture. Key aspects include emphasizing innovation, financial management skills, and developing human capital. The document provides recommendations for managers to focus on growth, performance, and developing strong financial processes to support the business goals.
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When developing a HR team
The document provides guidance on developing an effective HR team. It recommends understanding team needs, setting clear objectives, and developing passion, intellect, and curiosity in team members. It also stresses making quick but correct decisions, surrounding oneself with better people, and valuing self-motivated members. Additionally, it advises that the right people will drive success, culture is demonstrated not created, and small improvements can have large impacts. Finally, it outlines that great leadership starts with a driven, humble, and respectful leader who creates trust and values such as honesty, discipline, and deliverables.
Career path and transition
The candidate has held several leadership roles in human resources across different industries, including grocery retail, food services, and pharmaceuticals. They led organizational change efforts at Timex and strategic initiatives to expand Goya Foods' national sales channels. After expatriate roles with Sara Lee and Chiquita Bananas, they returned to the US to integrate newly acquired coffee brands for Sara Lee. The candidate demonstrates strong interpersonal skills and experience managing HR in multicultural environments and growth situations. They support management agendas through identifying and developing talent and providing diverse thinking to strengthen organizations.
Competency model
This document provides a competency model that outlines key leadership outcomes and organizational performance across increasing levels of complexity. It identifies areas such as strategic alignment, commitment and competence, and creating organizational value. The model shows how officers are expected to demonstrate traits like defining markets internationally and leveraging expertise through technology. As roles increase in scope, context and thinking, leaders are expected to adapt strategies, create systems to support change, and manage business results through balanced scorecards.
Competency development
Lasting organizational change requires developing competencies. Competencies are skills, knowledge, and behaviors needed for success. They are visible through measurable results and perceived attitudes. Developing competencies requires understanding what matters most for each job, setting goals to achieve a shared vision, and modifying systems and structures to institutionalize changes while monitoring progress. Critical factors include leadership to drive change, creating need, shaping vision, gaining commitment, and ensuring changes last over time. The mix of important competency factors may vary depending on an employee's level within an organization.
Achieving commitment
The document discusses building commitment through deliberate processes. It emphasizes that commitment requires participation through time and energy to execute plans in parallel. Building resilience to change and creating a clear and appealing future are also key to maintaining focus on goals and building commitment.
Ops goals for operations some examples
The document outlines goals and action plans for an operations role within a new company. It includes 4 main goals: 1) Assisting with restructuring operations including headcount management, costs and change initiatives. 2) Supporting new operations management in implementing strategy and talent acquisition. 3) Assisting the CEO with operations management and communication. 4) Driving the operations management team to support growth. The action plans provide details on focusing on value-added systems, identifying best practices, monitoring costs, developing work procedures, supporting continuous improvement and resolving issues.
Operational principles and business standards
The document outlines operational principles and business standards for a company's operations department. It establishes minimum standards for conducting business and conveying corporate values to internal and external stakeholders. It also sets forth guidelines for supplier and vendor selection. The COO will be accountable for implementing the principles and monitoring compliance, with audits conducted by the CFO group. Annual reviews will ensure the standards remain responsive to changing business needs.
Operations flowchart
The document outlines key functional relations within an organization including people management, budget planning, business development, cost control, facility management, operations, construction, security and risk management, process center management, and equipment negotiations.
Talking points discussion with gm
The document outlines discussion points and preparation needed for a meeting to address team dysfunctionality at a plant, including understanding management's expectations for change, securing early support, reviewing the organization, and defining specific problems and target leaders willing to change. It also discusses delivering a plan for action to address the issues, ensuring any change initiatives fit the culture and incentives for change, and securing information on current conditions and the GM's vision.
Organizational analysis wage and salary review
This document provides guidance on conducting an organizational analysis of wages and salaries. It outlines conducting individual job assessments and a review of salary planning to address internal pay equity. The analysis examines position pay discrepancies using salary data and market rates. It recommends a structured review of organizational charts, job titles, and competencies to ensure proper grading and ranking. The analysis also identifies redundant roles and cross-functional duties. Recommendations are evaluated based on business criteria and leadership approval.
Project - wage and salary review
The document outlines an introduction meeting to discuss expectations for a wage and salary project, including the CEO, GM, and HR's goals. It will target all associates or specific job categories. Preparation will include reviewing job descriptions, salary ranges, compensation ratios, and grade levels. Deliverables are to secure an understanding of the present condition, provide a salary adjustment timeline and costing, and new salary range recommendations. The next tasks are to prepare a project presentation and findings.
An interviewer's prespective
This document provides a list of questions that are useful for interviewing job candidates. Some of the key questions include: "What circumstance brings you here today?", which can reveal problems with a current employer or character traits. "How would your best friend describe you?" which indicates how a candidate wants to be perceived. "What would you say are your 2 greatest weaknesses?" to see if a candidate can identify areas for improvement. The questions help hiring managers evaluate fit for the position and company culture as well as a candidate's qualifications, work ethic, problem-solving and leadership skills.
One minute introduction
Mauro Antonio Calcano is a HR professional with over 15 years of experience in various industries including consumer goods, hospitality services, and food services. He is currently an independent consultant providing advisory services to minority firms focused on process improvement, operations, and HR strategy for both early stage and mature businesses. Previously, he was the Vice President of Human Resources at Timex Group where he led a cultural transformation critical to repositioning the brand and achieving record profitability. He is now seeking an HR Business Partner opportunity to leverage his success in improving productivity, employee engagement, and overall HR performance.
Facilitation at the leadership level.
The document outlines steps for a CEO to execute a vision through a senior leadership team (SLT). It discusses defining the overall scope and CEO's direction, work done to date including any interdependencies or current status, generating alternative options by establishing requirements, wants, and limits, achieving team consensus on required actions, and making recommendations to resolve people issues and have consensus on supporting the SLT, managers, and professionals. The CEO seeks agreement from the SLT on analyzing options and determining the appropriate actions to take.
Prototype organizational review
The document outlines a process for prototype development and organizational review that includes:
1. Understanding the current organization, job responsibilities, and processes;
2. Proposing revised job descriptions and training curriculum focused on operational needs;
3. Assessing training staffing levels and workloads.
It also discusses the need for clearly defined reporting relationships, job responsibilities, and communication lines within the Operations team. Critical success factors include having a common focus on prototype success, understanding goals and responsibilities, enabling leadership, and cross-functional cooperation.
Personal bio mauro antonio calcano
Mauro Antonio Calcaño was born in Caracas, Venezuela and is fluent in Spanish, English, and Portuguese. He has a BA from The George Washington University and graduate study in human resources management. Over his career, he has held several human resources roles of increasing responsibility for companies like Merck, Beecham, Chiquita, Marriott In-flight, Sara Lee, Goya, and Timex. At Timex, he developed and executed a strategy to attract and retain engineering talent. Currently, he enjoys traveling with his wife Isabel and participating in hobbies like cycling, running, birdwatching, and photography.
Discussion document
The document outlines a 4 phase planning process for managing a placement function:
1) Build relations internally and externally to understand the business and build collaboration.
2) Conduct an organizational analysis and provide placement and career advisory services.
3) Focus on functional excellence through learning and development activities.
4) Implement career pathing, monitoring performance, and consolidating success through alignment with business strategies and processes. The goal is to match job opportunities to individual interests while identifying talent and developing people.
Be a leader
The document provides guidance for leaders on how to effectively communicate and build trust. It emphasizes that (1) the way leaders communicate matters, as their words and tone can inspire or undermine trust; (2) it is important to focus on benefits rather than just features to gain buy-in; and (3) effective communication involves staying on message, addressing needs, appearing positive, speaking to emotions, listening, being aware of how you are perceived, and being authentic.
Skills inventory
The document discusses skill inventory management and competency analysis for an organization. It outlines a methodology for 1) conducting a skills inventory of key personnel, 2) analyzing current skills against organizational needs, and 3) assessing skills to ensure proper role alignment. The objective is to propose an organizational design that aligns current and future skills with strategic plans, accommodates growth, and updates the skills inventory over time. A skills inventory model is also presented listing various competencies.
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