How to build a resilient organization for sustained advantage hchp
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Komitment Tinggi Kinerja Tinggi dalam Persepektif Bagaimana membangun sebuah organisasi yang tangguh untuk keuntungan berkelanjutan
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1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER?
WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER? AN EXAMINATION OF ANTECEDENTS AND CONSEQUENCES OF ETHICAL LEADERSHIP
Hr Leadership Post
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
1Running Head ORGANIZATION STRUCTURE .docx
1
Running Head: ORGANIZATION STRUCTURE
Organization structure
Shemeko Hopkins
MGTCB/526
University Of Phoenix
2
ORGANIZATION STRUCTURE
Organization structure
Introduction
An organizational structure is a system that shows or showcases how particular activities are
directed by the company, for the company to achieve its goals. These activities can include laws,
responsibilities, and roles. (Bertacchini, et al. 2018) The importance of the organizational structure
is to determine how information flows between various levels in the organization. For this
assignment, I am going to create the organizational structure that I will like my organization to use.
Which is a hierarchical structure because my organization is large. Explanation of the
organizational chart, analysis of the organization chart based on Porter five forces, analysis of the
current contingency leadership model, leadership model recommendation, other identified actions
recommendation, and finally the information literacy.
3
ORGANIZATION STRUCTURE
Organization chart
The organizational structure I will recommend for my organization to use is hierarchical.
Hierarchical organization structure is an organization construction where each unit in the
organization, excluding one is subordinate to a sole other units. In a business, the hierarchy
commonly comprises of particular power at the top with the following stages of power below
Board of directors
CEO
Financial
accounting
Project
manager
HR manager
Purchasing
manager
Marketing
director
Logistics
manager
Accountant
Cashier
Section
chief
Documenter
Assistant HR
manager
Materials
Necessities
Marketing
Sales
Purchase
manager
Maintenanc
e
Manager
Security
manager
Driver
4
ORGANIZATION STRUCTURE
them. (Harris, et al. 2019) This organizational structure is important because it will assist the
employees to comprehend numerous stages of leadership. This is since administration roles are
extra plainly described in this class of pyramid assembly. In having numerous levels of control,
processes run extra efficiently.
In my organization structure; my organization is headed by the board of directors, the main
responsibility of the board of directors is to strategy and manage goals and goals for the short and
long term good for the business and put devices in place to watch the development the aims. In this
respect, the board of directors must appraisal, comprehend and deliberate the business goals. Under
them is the C.E.O, the main role of the CEO is to manage the company's overall operations. They
are capable of delegating and directing agendas, driving profitability, and managing company
organizational structure, strategy and communicating with the board.
My or.
Strategic management introduction to the Strategic management
Brief discription about the stategic management i hope will be helpfull for you remember ,me in your prayers
rehan.786.gcu@gmail.com
What we’ve been doing isn’t in line with the company’s str.docx
What we’ve been doing isn’t in line with
the company’s strategy – and we need
to fi x that. Someone in your organization
has the mandate to walk into any offi ce,
speak those words, and spark some sort
of transformation. Maybe it’s the CEO and
‘‘
t S
A
ar
o
n
G
o
o
d
m
an
THE CHIEF STRATEGY OFFICER
by R. Timothy S. Breene, Paul F. Nunes, and Walter E. Shill
‘‘
W
84 Harvard Business Review | October 2007 | hbr.org
1580 Breene.indd 841580 Breene.indd 84 9/5/07 9:07:50 PM9/5/07 9:07:50 PM
hbr.org | October 2007 | Harvard Business Review 85
1580 Breene.indd 851580 Breene.indd 85 9/5/07 9:08:04 PM9/5/07 9:08:04 PM
The Chief Strategy Offi cer
86 Harvard Business Review | October 2007 | hbr.org
the CEO only. That’s the traditional model, after all – vision,
planning, and directives fl ow from the very top, and people
at all levels of the organization act.
But it may be that a different C-level executive bears the
burden of strategy execution in your company – a senior
leader like AIG’s Brian Schreiber. He’s been the strategy
chief under two CEOs at the insurance giant. As senior
vice president of strategic planning during Maurice “Hank”
Greenberg’s tenure, Schreiber’s focus was on implementing
investment decisions and acquiring companies selected by
the management team. Under the new CEO, Martin Sul-
livan, Schreiber’s role has expanded to include formalizing
the company’s strategic-planning processes, forging new
working relationships and synergies across the organization,
and establishing greater transparency and accountability for
those people carrying out the company’s strategy. Nowadays,
Schreiber says, the successful creation and execution of strat-
egy requires not only good processes but also the ability to
make quick decisions. So he also considers himself the point
person for assessing whether strategic initiatives, at all levels
of the organization, are in line with the company’s standards
and objectives.
Schreiber’s experience, while impressive, is not unique.
Our research and many years of experience working with
leaders in large organizations confi rm that CEOs are for-
mally handing the reins of strategy execution to individuals
known by a variety of titles but with increasing frequency as
“chief strategy offi cers.” In the past few years, the number of
CSO appointments has surged. Interviews with executive re-
cruiters point to the growing prevalence of this role in many
industries, and CSOs are already serving large multinational
companies around the world.
Companies are adding CSOs to their management teams
(or at least considering doing so) for several reasons. Start
with changes to the business landscape – complex organiza-
tional structures, rapid globalization, new regulations, the
struggle to innovate – that make it ever more diffi cult for
CEOs to be on top of everything, even an area as important ...
What we’ve been doing isn’t in line with the company’s str.docx
What we’ve been doing isn’t in line with
the company’s strategy – and we need
to fi x that. Someone in your organization
has the mandate to walk into any offi ce,
speak those words, and spark some sort
of transformation. Maybe it’s the CEO and
‘‘
t S
A
ar
o
n
G
o
o
d
m
an
THE CHIEF STRATEGY OFFICER
by R. Timothy S. Breene, Paul F. Nunes, and Walter E. Shill
‘‘
W
84 Harvard Business Review | October 2007 | hbr.org
1580 Breene.indd 841580 Breene.indd 84 9/5/07 9:07:50 PM9/5/07 9:07:50 PM
hbr.org | October 2007 | Harvard Business Review 85
1580 Breene.indd 851580 Breene.indd 85 9/5/07 9:08:04 PM9/5/07 9:08:04 PM
The Chief Strategy Offi cer
86 Harvard Business Review | October 2007 | hbr.org
the CEO only. That’s the traditional model, after all – vision,
planning, and directives fl ow from the very top, and people
at all levels of the organization act.
But it may be that a different C-level executive bears the
burden of strategy execution in your company – a senior
leader like AIG’s Brian Schreiber. He’s been the strategy
chief under two CEOs at the insurance giant. As senior
vice president of strategic planning during Maurice “Hank”
Greenberg’s tenure, Schreiber’s focus was on implementing
investment decisions and acquiring companies selected by
the management team. Under the new CEO, Martin Sul-
livan, Schreiber’s role has expanded to include formalizing
the company’s strategic-planning processes, forging new
working relationships and synergies across the organization,
and establishing greater transparency and accountability for
those people carrying out the company’s strategy. Nowadays,
Schreiber says, the successful creation and execution of strat-
egy requires not only good processes but also the ability to
make quick decisions. So he also considers himself the point
person for assessing whether strategic initiatives, at all levels
of the organization, are in line with the company’s standards
and objectives.
Schreiber’s experience, while impressive, is not unique.
Our research and many years of experience working with
leaders in large organizations confi rm that CEOs are for-
mally handing the reins of strategy execution to individuals
known by a variety of titles but with increasing frequency as
“chief strategy offi cers.” In the past few years, the number of
CSO appointments has surged. Interviews with executive re-
cruiters point to the growing prevalence of this role in many
industries, and CSOs are already serving large multinational
companies around the world.
Companies are adding CSOs to their management teams
(or at least considering doing so) for several reasons. Start
with changes to the business landscape – complex organiza-
tional structures, rapid globalization, new regulations, the
struggle to innovate – that make it ever more diffi cult for
CEOs to be on top of everything, even an area as important .
Detasering_secondment_BLU_SPI_APIP.pdf
Program secondment (detasering) bagi organisasi asal dan tuan rumah dia terdapat tiga temuan yang strategis antara lain:
1. How do secondments affect the different parties?
a. Benefits to secondees
meningkatkan pengetahuan dan motivasi
meningkatkan keterlibatan pekerjaan menuju tujuan organsiasi yang sama
b. Career Development
mentransfer informasi terkini
memperoleh pengalaman kerja dengan ragam lingkungan
c. General/Specifik Skills Development
media berbagi pengetahuan dan pengalaman
mengembangkan jalur karir
d. Knowledge Increment
meningkatkan kepercayaan diri
mempelajari peran baru yang berbeda
e. Motivation and Engagement
memotivasi berlajar lebih giat
mendorong pertumbuhan antar pegawai
f. Network Development
menciptakan hubungan dan koneksi
membawa pengalaman dan wawasan
2. Benefits to the host organizations
a. Diverse Skills coming from Secondees
mengembangkan kemampuan kolektorat
memperoleh informasi langsung kebutuhan organisasi
b. Expertise Borrowing
membawa keahlian pegawai ke organisasi tuan rumah
memacu kedua belah pihak (organisasi) melakukan evaluasi untuk mengembangan pengetahuan dan peningkatan kualitas
3. Benefits to the home organizations
a. Kowledge transfer
solusi pemecahan transfer knowledge yang sulit
alternatif dalam menggabungkan pengetahuan baru
b. Relationships/Collaborations
berkembangnya hubungan kelembagaan
memberikan peluang berharga bagi pegawai
Aturan pALING LENGKAP Manajemen ASN_pns _sESUAI_NSPK_SLIDE SHARE.pdf
IMPELEMENTASI MANAJEMEN APARATUR SIPIL NEGARA BERDASARKAN NPSPK (Norma, Standar, Prosedur, dan Kriteria) MELALUI 18 ELEMEN PENGUKURAN DARI
PENYUSUNAN DAN PENETAPAN KEBUTUHAN ASN
PENGADAAN ASN
PENGANGKATAN ASNSEP
PANGKAT
MUTASI
JABATAN
PENGEMBANGAN KARIER ASN
POLA KARIER
PENGGAJIAN, TUNJANGAN, DAN FASILITAS
PENGHARGAAN
JAMINAN PENSIUN DAN JAMINAN HARI TUA
PERLINDUNGAN
PENILAIAN KINERJA
CUTI
KODE ETIK
DISIPLIN
PEMBERHENTIAN
PENSIUN
ANGKA KREDIT
STANDAR KOMPETENSI JABATAN
WASDAL IMPLEMENTASI NSPK MANAJEMEN ASN DI INSTANSI PEMERINTAH
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Human Capital Growth Webinar: Take your performance management from hate to l...
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View this webinar to make impactful choices when redesigning your performance management process.
http://www.humancapitalgrowth.com/take-your-performance-management-from-hate-to-love.html1Human Resources Strategic PlanningHRM 329Week .docx
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER?
WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER? AN EXAMINATION OF ANTECEDENTS AND CONSEQUENCES OF ETHICAL LEADERSHIP
Hr Leadership Post
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
1Running Head ORGANIZATION STRUCTURE .docx
1
Running Head: ORGANIZATION STRUCTURE
Organization structure
Shemeko Hopkins
MGTCB/526
University Of Phoenix
2
ORGANIZATION STRUCTURE
Organization structure
Introduction
An organizational structure is a system that shows or showcases how particular activities are
directed by the company, for the company to achieve its goals. These activities can include laws,
responsibilities, and roles. (Bertacchini, et al. 2018) The importance of the organizational structure
is to determine how information flows between various levels in the organization. For this
assignment, I am going to create the organizational structure that I will like my organization to use.
Which is a hierarchical structure because my organization is large. Explanation of the
organizational chart, analysis of the organization chart based on Porter five forces, analysis of the
current contingency leadership model, leadership model recommendation, other identified actions
recommendation, and finally the information literacy.
3
ORGANIZATION STRUCTURE
Organization chart
The organizational structure I will recommend for my organization to use is hierarchical.
Hierarchical organization structure is an organization construction where each unit in the
organization, excluding one is subordinate to a sole other units. In a business, the hierarchy
commonly comprises of particular power at the top with the following stages of power below
Board of directors
CEO
Financial
accounting
Project
manager
HR manager
Purchasing
manager
Marketing
director
Logistics
manager
Accountant
Cashier
Section
chief
Documenter
Assistant HR
manager
Materials
Necessities
Marketing
Sales
Purchase
manager
Maintenanc
e
Manager
Security
manager
Driver
4
ORGANIZATION STRUCTURE
them. (Harris, et al. 2019) This organizational structure is important because it will assist the
employees to comprehend numerous stages of leadership. This is since administration roles are
extra plainly described in this class of pyramid assembly. In having numerous levels of control,
processes run extra efficiently.
In my organization structure; my organization is headed by the board of directors, the main
responsibility of the board of directors is to strategy and manage goals and goals for the short and
long term good for the business and put devices in place to watch the development the aims. In this
respect, the board of directors must appraisal, comprehend and deliberate the business goals. Under
them is the C.E.O, the main role of the CEO is to manage the company's overall operations. They
are capable of delegating and directing agendas, driving profitability, and managing company
organizational structure, strategy and communicating with the board.
My or.
Strategic management introduction to the Strategic management
Brief discription about the stategic management i hope will be helpfull for you remember ,me in your prayers
rehan.786.gcu@gmail.com
What we’ve been doing isn’t in line with the company’s str.docx
What we’ve been doing isn’t in line with
the company’s strategy – and we need
to fi x that. Someone in your organization
has the mandate to walk into any offi ce,
speak those words, and spark some sort
of transformation. Maybe it’s the CEO and
‘‘
t S
A
ar
o
n
G
o
o
d
m
an
THE CHIEF STRATEGY OFFICER
by R. Timothy S. Breene, Paul F. Nunes, and Walter E. Shill
‘‘
W
84 Harvard Business Review | October 2007 | hbr.org
1580 Breene.indd 841580 Breene.indd 84 9/5/07 9:07:50 PM9/5/07 9:07:50 PM
hbr.org | October 2007 | Harvard Business Review 85
1580 Breene.indd 851580 Breene.indd 85 9/5/07 9:08:04 PM9/5/07 9:08:04 PM
The Chief Strategy Offi cer
86 Harvard Business Review | October 2007 | hbr.org
the CEO only. That’s the traditional model, after all – vision,
planning, and directives fl ow from the very top, and people
at all levels of the organization act.
But it may be that a different C-level executive bears the
burden of strategy execution in your company – a senior
leader like AIG’s Brian Schreiber. He’s been the strategy
chief under two CEOs at the insurance giant. As senior
vice president of strategic planning during Maurice “Hank”
Greenberg’s tenure, Schreiber’s focus was on implementing
investment decisions and acquiring companies selected by
the management team. Under the new CEO, Martin Sul-
livan, Schreiber’s role has expanded to include formalizing
the company’s strategic-planning processes, forging new
working relationships and synergies across the organization,
and establishing greater transparency and accountability for
those people carrying out the company’s strategy. Nowadays,
Schreiber says, the successful creation and execution of strat-
egy requires not only good processes but also the ability to
make quick decisions. So he also considers himself the point
person for assessing whether strategic initiatives, at all levels
of the organization, are in line with the company’s standards
and objectives.
Schreiber’s experience, while impressive, is not unique.
Our research and many years of experience working with
leaders in large organizations confi rm that CEOs are for-
mally handing the reins of strategy execution to individuals
known by a variety of titles but with increasing frequency as
“chief strategy offi cers.” In the past few years, the number of
CSO appointments has surged. Interviews with executive re-
cruiters point to the growing prevalence of this role in many
industries, and CSOs are already serving large multinational
companies around the world.
Companies are adding CSOs to their management teams
(or at least considering doing so) for several reasons. Start
with changes to the business landscape – complex organiza-
tional structures, rapid globalization, new regulations, the
struggle to innovate – that make it ever more diffi cult for
CEOs to be on top of everything, even an area as important ...
What we’ve been doing isn’t in line with the company’s str.docx
What we’ve been doing isn’t in line with
the company’s strategy – and we need
to fi x that. Someone in your organization
has the mandate to walk into any offi ce,
speak those words, and spark some sort
of transformation. Maybe it’s the CEO and
‘‘
t S
A
ar
o
n
G
o
o
d
m
an
THE CHIEF STRATEGY OFFICER
by R. Timothy S. Breene, Paul F. Nunes, and Walter E. Shill
‘‘
W
84 Harvard Business Review | October 2007 | hbr.org
1580 Breene.indd 841580 Breene.indd 84 9/5/07 9:07:50 PM9/5/07 9:07:50 PM
hbr.org | October 2007 | Harvard Business Review 85
1580 Breene.indd 851580 Breene.indd 85 9/5/07 9:08:04 PM9/5/07 9:08:04 PM
The Chief Strategy Offi cer
86 Harvard Business Review | October 2007 | hbr.org
the CEO only. That’s the traditional model, after all – vision,
planning, and directives fl ow from the very top, and people
at all levels of the organization act.
But it may be that a different C-level executive bears the
burden of strategy execution in your company – a senior
leader like AIG’s Brian Schreiber. He’s been the strategy
chief under two CEOs at the insurance giant. As senior
vice president of strategic planning during Maurice “Hank”
Greenberg’s tenure, Schreiber’s focus was on implementing
investment decisions and acquiring companies selected by
the management team. Under the new CEO, Martin Sul-
livan, Schreiber’s role has expanded to include formalizing
the company’s strategic-planning processes, forging new
working relationships and synergies across the organization,
and establishing greater transparency and accountability for
those people carrying out the company’s strategy. Nowadays,
Schreiber says, the successful creation and execution of strat-
egy requires not only good processes but also the ability to
make quick decisions. So he also considers himself the point
person for assessing whether strategic initiatives, at all levels
of the organization, are in line with the company’s standards
and objectives.
Schreiber’s experience, while impressive, is not unique.
Our research and many years of experience working with
leaders in large organizations confi rm that CEOs are for-
mally handing the reins of strategy execution to individuals
known by a variety of titles but with increasing frequency as
“chief strategy offi cers.” In the past few years, the number of
CSO appointments has surged. Interviews with executive re-
cruiters point to the growing prevalence of this role in many
industries, and CSOs are already serving large multinational
companies around the world.
Companies are adding CSOs to their management teams
(or at least considering doing so) for several reasons. Start
with changes to the business landscape – complex organiza-
tional structures, rapid globalization, new regulations, the
struggle to innovate – that make it ever more diffi cult for
CEOs to be on top of everything, even an area as important .
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1Human Resources Strategic PlanningHRM 329Week .docx
1Human Resources Strategic PlanningHRM 329Week .docx
WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER?
WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER?
Strategic management introduction to the Strategic management
Strategic management introduction to the Strategic management
What we’ve been doing isn’t in line with the company’s str.docx
What we’ve been doing isn’t in line with the company’s str.docx
What we’ve been doing isn’t in line with the company’s str.docx
What we’ve been doing isn’t in line with the company’s str.docx
More from Dr. Zar Rdj
Detasering_secondment_BLU_SPI_APIP.pdf
Program secondment (detasering) bagi organisasi asal dan tuan rumah dia terdapat tiga temuan yang strategis antara lain:
1. How do secondments affect the different parties?
a. Benefits to secondees
meningkatkan pengetahuan dan motivasi
meningkatkan keterlibatan pekerjaan menuju tujuan organsiasi yang sama
b. Career Development
mentransfer informasi terkini
memperoleh pengalaman kerja dengan ragam lingkungan
c. General/Specifik Skills Development
media berbagi pengetahuan dan pengalaman
mengembangkan jalur karir
d. Knowledge Increment
meningkatkan kepercayaan diri
mempelajari peran baru yang berbeda
e. Motivation and Engagement
memotivasi berlajar lebih giat
mendorong pertumbuhan antar pegawai
f. Network Development
menciptakan hubungan dan koneksi
membawa pengalaman dan wawasan
2. Benefits to the host organizations
a. Diverse Skills coming from Secondees
mengembangkan kemampuan kolektorat
memperoleh informasi langsung kebutuhan organisasi
b. Expertise Borrowing
membawa keahlian pegawai ke organisasi tuan rumah
memacu kedua belah pihak (organisasi) melakukan evaluasi untuk mengembangan pengetahuan dan peningkatan kualitas
3. Benefits to the home organizations
a. Kowledge transfer
solusi pemecahan transfer knowledge yang sulit
alternatif dalam menggabungkan pengetahuan baru
b. Relationships/Collaborations
berkembangnya hubungan kelembagaan
memberikan peluang berharga bagi pegawai
Aturan pALING LENGKAP Manajemen ASN_pns _sESUAI_NSPK_SLIDE SHARE.pdf
IMPELEMENTASI MANAJEMEN APARATUR SIPIL NEGARA BERDASARKAN NPSPK (Norma, Standar, Prosedur, dan Kriteria) MELALUI 18 ELEMEN PENGUKURAN DARI
PENYUSUNAN DAN PENETAPAN KEBUTUHAN ASN
PENGADAAN ASN
PENGANGKATAN ASNSEP
PANGKAT
MUTASI
JABATAN
PENGEMBANGAN KARIER ASN
POLA KARIER
PENGGAJIAN, TUNJANGAN, DAN FASILITAS
PENGHARGAAN
JAMINAN PENSIUN DAN JAMINAN HARI TUA
PERLINDUNGAN
PENILAIAN KINERJA
CUTI
KODE ETIK
DISIPLIN
PEMBERHENTIAN
PENSIUN
ANGKA KREDIT
STANDAR KOMPETENSI JABATAN
WASDAL IMPLEMENTASI NSPK MANAJEMEN ASN DI INSTANSI PEMERINTAH
Transformasi Internal Audit_APIP_Auditor Agile_Itjen_Kemenhub_Agile Auditing_...
Dengan siklus perubahan yang begitu radikal dan gelombang digitalisasi yang melipatgandakan kecepatan secara eksponensial, maka kehidupan manusia di berbagai bidang mengalami goncangan, Dunia mengalami perubahan di mana perkembangan teknologi tidak lagi mengikuti pertumbuhan linear namun pertumbuhan eksponensial. Perubahan ini memungkinkan invansi teknologi yang transformatif menjadi lebih cepat dibandingkan proses inovasi yang sudah ada sehingga menimbulkan tantangan drastis bagi dunia bisnis, pemerintah dan perilaku masyarakat.
Oleh karena itu dalam mengatasi disrupsi segala aspek diperlukan Fungsi Audit Internal yang Agile atau lincah yang dapat mempersiapkan dalam membangun kemungkinan ada gangguan fenomena disrupsi dalam siklus perencanaan dan penilaian risiko dan Fungsi Auditor Internal yang Adaptif, fleksibel dalam menciptakan mekanisme proses dan pelaporan
Sebagai Auditor Internal, apakah kita sudah siap….?
Prinsip yang harus dimiliki Audit Internal saat ini antara lain:
1. Agility (Kelincahan)
2. Real-time risks & controls monitoring (Pemantauan risiko & kontrol waktu nyata)
3. Dynamic risk assessments (Penilaian risiko dinamis)
4. Effective leveraging of data & advanced technology (Memanfaatkan data & teknologi canggih secara efektif)
Perilaku Kerja Inovatif Memediasi Pengaruh Integritas, Kompetensi Dan Leader...
1. Indikator kualitas laporan hasil audit pada variabel efektivitas kerja memiliki nilai terendah di 3.06 (kategori cukup). Ini terjadi kemungkinan karena auditor dalam melaksanakan audit kurang memahami bisnis proses yang ada pada auditan sehingga tingkat responsifitas auditor dalam membaca kebutuhan auditan kurang maksimal, dimana auditor lebih fokus kepada aspek kepatuhan saja. Maka disarankan agar auditor dapat mengeskplorasi lebih secara holistik proses bisnis yang dimiliki auditan serta perlu didukungnya peran lebih dari manajemen terhadap auditor untuk dapat terlibat dalam berbagai rangkaian proses bisnis auditan, sehingga auditor dapat memberikan informasi secara oversight, insight dan foresight.
2. Indikator sikap bijaksana & tanggung jawab pada variabel integritas memiliki nilai terendah 2.67 (kategori tidak baik). Ini terjadi kemungkinan karena banyaknya pertimbangan yang dimiliki auditor dalam mengungkap permasalahan secara seksama dan kurangnya tanggung jawab atas keputusan dan tindakan yang diberikan. Maka disarankan agar auditor dapat memiliki sumber yang cukup sebelum menentukan keputusan serta diperlukannya dukungan dari manajemen atas sikap independen auditor dalam menjalankan tugas.
3. Indikator keahlian khusus pada variabel kompetensi memiliki nilai terendah di 2.67 (kategori tidak baik). Ini terjadi kemungkinan karena kepemilikan auditor terhadap kampuan atau keterampilan yang dimiliki secara pribadi atau spesifik masih berlum merata sebaranya di masing-masing tim audit. Maka disarankan agar auditor secara inisiatif memiliki keahlian khusus yang biasanya dibutuhkan dalam penugasan serta perlu dilakukannya training needs analysis oleh manajemen, sehingga pembangunan kompetensi auditor sejalan dengan kebutuhan yang diperlukan.
4. Indikator perhatian terhadap bawahan pada variabel leadership memiliki nilai terendah di 3.06 (kategori cukup). Ini terjadi kemungkinan dimana perhatian terhadap penyelesaian tugas, tingkat kesejahteraan, bagaimana pola mendiskusikan masalah dan tanggapan atas keluhan yang dirasakan auditor masih belum memadai. Maka disarankan perlunya peran dan keterlibatan nyata dari manajemen terhadap auditor dalam penyelesaian tugas, peningkatan kesejahteraan dan penjaminan karir atas sikap indenpensi yang dilakukan dalam menerima tugas.
5. Indikator idea exploration pada variabel perilaku kerja inovatif memiliki nilai terendah di 2.05 (kategori tidak baik). Ini terjadi kemungkinan dimana auditor belum maksimal dalam memberikan informasi foresight atas sebuah kesempatan atau masalah yang akan dihadapi auditan. Maka disarankan agar auditor dapat memiliki inovasi lebih atau alternatif lain dalam mencari cara mengembangkan output yang berkaitan dengan kinerjanya.
Buku Saku Perilaku Kerja Inovatif dan Efektivitas Kerja Internal Audit
Novelty pada penelitian ini dengan menghasilkan bukti-bukti empiris sebagai berikut:
1. Integritas, kompetensi dan leadership berpengaruh langsung positif dan signifikan terhadap efektivitas kerja dan peran perilaku kerja inovatif dalam memediasi integritas, kompetensi dan leadership berpengaruh langsung positif dan signifikan terhadap efektivitas kerja.
2. Integritas tidak berpengaruh signifikan terhadap perilaku kerja inovatif dan peran perilaku kerja inovatif dalam memediasi integritas juga tidak berpengaruh signifikan terhadap efektivitas kerja.
3. Faktor terbesar yang berpengaruh langsung terhadap efektivitas kerja adalah perilaku kerja inovatif dengan indikator tertingginya yaitu idea generation
4. Faktor terbesar yang berpengaruh langsung terhadap perilaku kerja inovatif adalah leadership dengan indikator tertingginya yaitu perhatian terhadap tugas.
5. Faktor terbesar yang berpengaruh tidak langsung terhadap efektivitas kerja adalah leadership yang dimediasi oleh perilaku kerja inovatif dengan indikator tertingginya yaitu perhatian terhadap tugas.
Sistem manajemen kinerja pns permenpan 8 tahun 2021
KINERJA INDIVIDU: Getting employees involved in the planning process will help them understand the goals of the rganization, what needs to be done, why it needs to be done, and how well it should be done
SKP ADALAH SASARAN KINERJA PEGAWAI BERBASIS HASIL
SKP disusun berjenjang berdasarkan penyelarasan dan
memiliki IKI serta target yang SMART
SKP disusun berjenjang berdasarkan penyelarasan dan
memiliki IKI serta target
Change it today birokrasi is modern model
ORGANISASI PADA MASA DATANG akan menciptakan suatu kombinasi dari gejala-gejala adaptasi, pemecahan persoalan, sistem temporer, aneka ragam spesialisasi, evaluasi staf yang fleksibel, TIDAK DIDASARKAN PADA NORMA HIRARKI VERTIKAL ATAS PERBEDAAN POSISI-POSISI DAN PANGKATNYA.
Penyederhanaan struktur organisasi kementerian lembaga penyederhanaan birokrasi
Percepatan kebijakan mengenai penyelarasan penghasilan antara jabatan fungsional dan jabatan administrasi
Manajemen talenta ASN arah model birokrasi 2020 2024
menyeimbangkan antara pengembangan karier Aparatur Sipil Negara (ASN) secara terbuka dan kebutuhan instansi
Pentingnya pengendalian risiko bagi organsiasi menghadapi revolusi global dar...
Semakin Cepat Kita Mendeteksi Risiko maka Semakin Cepat Kita Mengetahui Starategi Penanganannya
Semakin Cepat Kita Menyiapkan Obat maka Semakin Cepat Kita Mengambil Tindakan Perbaikan
Mewujudkan birokrasi di era disrupsi dan tatanan normal baru
Mewujudkan Sistem Kerja dan Manajemen SDM yang Efektif, Efisien, Transparan, dan Akuntabel Berbasis IT
TATANAN BARU BIROKRASI
Paradigm
• Dynamic
• Network
• Collaborative
Institution and Process
• Digital Organization
• Flexible Arrangement
Personnel
• Millennials
• Baby Boomers
Three lines model updated, IIA update model tiga lapis pertahanan risiko
UPDATE The Three Lines Model membantu organisasi mengidentifikasi struktur dan proses yang terbaik membantu mencapai tujuan dan memudahkan pemerintahan kuat dan manajemen risiko.
• Mengadopsi pendekatan berdasarkan prinsip dan menyesuaikan model untuk sesuai dengan tujuan organisasi dan keadaan.
• Fokus pada konsekuensi manajemen risiko membuat untuk mencapai tujuan dan menciptakan nilai, serta pada masalah "pertahanan" dan melindungi nilai.
• Memahami dengan jelas peran dan tanggung jawab yang diwakili dalam model dan hubungan antara mereka.
• Tindakan implementasi untuk memastikan aktivitas dan tujuan disesuaikan dengan kepentingan prioritas dari stakeholders.
Dua model pengukuran dampak ekonomi proyek infrastruktur publik
METODE COMPUTABLE GENERAL EQUILIBRUM (CGE)
• Baik secara teoritis maupun studi empiris terdahulu membuktikan bahwa infrastruktur, khususnya infrastruktur trasportasi memiliki dampak positif pada pertumbuhan ekonomi, mengurangi kemiskinan, ketimpangan, serta meningkatkan kualitas hidup
• Namun dampak investasi infrastruktur transportasi yang berbeda perlu untuk dianilisis.
• Hasil simulai menggunakan CGE menunjukkan bahwa investasi pada jalan dan jembatan memberikan dampak pada riil PDB, konsumsi rumah tangga, serta pendapatan pajak lebih tinggi dari infrastruktur transportasi lainnya.
• Investasi pada jalan dan jembatan juga relatif memberikan dampak lebih pada peningkatan tenaga kerja serta penurunan kemiskinan.
• Untuk perdagangan, investasi jalan dan jembatan memberikan dampak pada ekspor lebih tinggi dibanding infrastruktur lainnya. Di sisi lain, investasi pada Bendungan/Rel Kereta/Bandara relatif memberikan dampak lebih tinggi daripada investasi jalan dan jembatan.
METODE RANTAI HASIL
• Digunakan untuk mengidentifikasi ultimate outcome dari proyek
• Bahan penyusunan dokumen monitoring dan evaluasi sebelum dan sesudah proyek dibangun
• Ketika telah dimanfaatkan oleh pengguna, evaluasi dampak perlu dilakukan menggunakan metode yang lebih robust misalnya:
– randomized experiment
– causal inference
– instrumental variable
– different-in-different
– regression discontinuity
– dll.
Perencanaan dan penganggaran yang lebih efisien, efektif dan bermanfaat bagi ...
TUJUAN
1. Mengurangi tumpang tindih kegiatan (efektivitas dan efisiensi)
2. Meningkatkan konvergensi kegiatan pembangunan antar K/L (Lintas K/L)
3. Mengurangi cost of bureaucracy karena satu program bisa digunakan oleh beberapa UKE I
Redesain sistem perencanaan dan penganggaran kementerian dan lembaga
TUJUAN
1. Implementasi kebijakan money follow program;
2. Memperkuat penerapan anggaran berbasis kinerja;
3. Meningkatkan konvergensi program dan kegiatan antar Kementerian/Lembaga
4. Keselarasan rumusan program dan kegiatan antara dokumen perencanaan dan dokumen penganggaran;
5. Informasi kinerja yang mudah dipahami oleh publik;
6. Mendorong K/L menerapkan value for money dalam proses perencanaan dan penganggaran serta pelaksanaannya;
7. Sinkronisasi Rumusan Program Belanja K/L dengan Belanja Daerah.
8. Menyelaraskan Visi Misi Presiden, Fokus Pembangunan (arahan Presiden), serta 7 Agenda
9. Pembangunan, Tusi K/L dan Daerah;
10. Rumusan nomenklatur Program, Kegiatan, Keluaran (Output) yang mencerminkan “real work” (konkret)
MANFAAT
1. Adanya hubungan yang jelas antara program, kegiatan, output dan outcome.
2. Meningkatkan Sinergi antar Unit Kerja Eselon I atau antar K/L dalam mencapai sasaran pembangunan.
3. Meningkatkan efisiensi belanja
4. Integrasi Sistem IT perencanaan dan penganggaran.
5. Efisieni organisasi
Maizar_Pembangunan zona integritas zi wbk wbbm tahun 2020 kementerian perhubu...
https://itjen.dephub.go.id/2019/12/11/bravo-kemenhub-lompatan-besar-zona-integritas-di-tahun-2019-dalam-mengakselerasi-implementasi-reformasi-birokrasi/
DYNAMIC GOVERNANCE 2025: Pencapaian Tujuan dan Sasaran Pembangunan Semakin baik yang ditandai dengan:
1. tidak ada korupsi;
2. tidak ada pelanggaran;
3. APBN dan APBD baik;
4. semua program selesai dengan baik
5. semua perizinan selesai dengan cepat dan tepat;
6. komunikasi dengan publik baik;
7. penggunaan waktu (jam kerja) efektif dan produktif;
8. penerapan reward dan punishment secara konsisten dan berkelanjutan;
9. hasil pembangunan nyata (propertumbuhan, prolapangan kerja, dan propengurangan kemiskinan)
ZONA INTEGRITAS adalah predikat yang diberikan kepada instansi pemerintah yang pimpinan dan jajarannya mempunyai komitmen untuk mewujudkan WBK/WBBM melalui reformasi birokrasi, khususnya dalam hal pencegahan korupsi dan peningkatan kualitas pelayanan public
WILAYAH BEBAS dari KORUPSI (WBK) adalah predikat yang diberikan kepada suatu unit kerja yang memenuhi sebagian besar kriteria dalam manajemen perubahan, penataan tatalaksana, penataan sistem manajemen SDM, penguatan pengawasan, dan penguatan akuntabilitas kinerja.
WILAYAH BIROKRASI BERSIH & MELAYANI (WBBM) adalah predikat yang diberikan kepada suatu unit kerja yang memenuhi sebagian besar kriteria manajemen perubahan, penataan tatalaksana, penataan sistem manajemen SDM, penguatan pengawasan, penguatan akuntabilitas kinerja, dan penguatan kualitas pelayanan publik.
Kebijakan implementasi reformasi birokrasi RB 2020 2024
1. Birokrasi yang bersih & akuntabel
2. Birokrasi yang kapabel
3. Pelayanan Publik yang Prima
Proses audit jarak jauh selama dan setelah corona virus disease 2019 covid 19
Berkembangnya COVID-19 serta adanya pembatasan perjalanan di seluruh dunia, bersamaan dengan adanya kebutuhan untuk melakukan audit sesuai dengan peraturan/ hukum atau adanya keperluan mendesak untuk melakukan audit telah memunculkan kembali pembicaraan serta perhatian terhadap upaya audit internal untuk menemukan alternatif lain sebagai pengganti proses audit tradisional - yang menggunakan metode tatap muka – untuk sesegera mungkin diimplementasikan. Proses audit jarak jauh mungkin merupakan alternatif terbaik yang dapat dilaksanakan, hal ini terutama karena sebagian besar perusahaan telah membatasi perjalanan hanya untuk fungsi-fungsi bisnis yang kritis, dan banyak negara di dunia telah melakukan penutupan sementara perbatasannya.
Pembangunan Zona Integritas (ZI) menuju predikat Wilayah Bebas dari Korupsi (...
Pada tahun 2025, Pencapaian Tujuan dan Sasaran Pembangunan Semakin baik yang ditandai dengan:
1. tidak ada korupsi;
2. tidak ada pelanggaran;
3. APBN dan APBD baik;
4. semua program selesai dengan baik;
5. semua perizinan selesai dengan cepat dan tepat;
6. komunikasi dengan publik baik;
7. penggunaan waktu (jam kerja) efektif dan produktif;
penerapan reward dan punishment secara konsisten dan berkelanjutan;
8. hasil pembangunan nyata (propertumbuhan, prolapangan kerja, dan propengurangan kemiskinan)
Value based internal auditing - Nilai Dasar Internal Audit
Nilai dasar Internal Audit
Metodologi di mana auditor internal melakukan layanan audit internal yang berwawasan ke depan untuk menawarkan pemahaman dan secara aktif mencari inovasi untuk meningkatkan organisasi, berupaya melakukan hal ini dari perspektif klien audit.
Audit berbasis nilai adalah tempat profesi audit internal menuju. Tidak banyak fungsi audit internal yang belum terlihat, tetapi merupakan tren yang muncul. Elemen kunci dari audit berbasis nilai ditunjukkan dalam diagram di dimaksd, kemudian diperluas pada komentar terkini.
More from Dr. Zar Rdj (20)
Aturan pALING LENGKAP Manajemen ASN_pns _sESUAI_NSPK_SLIDE SHARE.pdf
Aturan pALING LENGKAP Manajemen ASN_pns _sESUAI_NSPK_SLIDE SHARE.pdf
Transformasi Internal Audit_APIP_Auditor Agile_Itjen_Kemenhub_Agile Auditing_...
Transformasi Internal Audit_APIP_Auditor Agile_Itjen_Kemenhub_Agile Auditing_...
Perilaku Kerja Inovatif Memediasi Pengaruh Integritas, Kompetensi Dan Leader...
Perilaku Kerja Inovatif Memediasi Pengaruh Integritas, Kompetensi Dan Leader...
Buku Saku Perilaku Kerja Inovatif dan Efektivitas Kerja Internal Audit
Buku Saku Perilaku Kerja Inovatif dan Efektivitas Kerja Internal Audit
Sistem manajemen kinerja pns permenpan 8 tahun 2021
Sistem manajemen kinerja pns permenpan 8 tahun 2021
Penyederhanaan struktur organisasi kementerian lembaga penyederhanaan birokrasi
Penyederhanaan struktur organisasi kementerian lembaga penyederhanaan birokrasi
Manajemen talenta ASN arah model birokrasi 2020 2024
Manajemen talenta ASN arah model birokrasi 2020 2024
Pentingnya pengendalian risiko bagi organsiasi menghadapi revolusi global dar...
Pentingnya pengendalian risiko bagi organsiasi menghadapi revolusi global dar...
Mewujudkan birokrasi di era disrupsi dan tatanan normal baru
Mewujudkan birokrasi di era disrupsi dan tatanan normal baru
Three lines model updated, IIA update model tiga lapis pertahanan risiko
Three lines model updated, IIA update model tiga lapis pertahanan risiko
Dua model pengukuran dampak ekonomi proyek infrastruktur publik
Dua model pengukuran dampak ekonomi proyek infrastruktur publik
Perencanaan dan penganggaran yang lebih efisien, efektif dan bermanfaat bagi ...
Perencanaan dan penganggaran yang lebih efisien, efektif dan bermanfaat bagi ...
Redesain sistem perencanaan dan penganggaran kementerian dan lembaga
Redesain sistem perencanaan dan penganggaran kementerian dan lembaga
Maizar_Pembangunan zona integritas zi wbk wbbm tahun 2020 kementerian perhubu...
Maizar_Pembangunan zona integritas zi wbk wbbm tahun 2020 kementerian perhubu...
Kebijakan implementasi reformasi birokrasi RB 2020 2024
Kebijakan implementasi reformasi birokrasi RB 2020 2024
Proses audit jarak jauh selama dan setelah corona virus disease 2019 covid 19
Proses audit jarak jauh selama dan setelah corona virus disease 2019 covid 19
Pembangunan Zona Integritas (ZI) menuju predikat Wilayah Bebas dari Korupsi (...
Pembangunan Zona Integritas (ZI) menuju predikat Wilayah Bebas dari Korupsi (...
Value based internal auditing - Nilai Dasar Internal Audit
Value based internal auditing - Nilai Dasar Internal Audit
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Many ways to support street children.pptx
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Russian anarchist and anti-war movement in the third year of full-scale war
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
一比一原版(ANU毕业证)澳大利亚国立大学毕业证成绩单
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[留学文凭学历认证(留信认证使馆认证)澳大利亚国立大学毕业证成绩单毕业证证书大学Offer请假条成绩单语言证书国际回国人员证明高仿教育部认证申请学校等一切高仿或者真实可查认证服务。
多年留学服务公司,拥有海外样板无数能完美1:1还原海外各国大学degreeDiplomaTranscripts等毕业材料。海外大学毕业材料都有哪些工艺呢？工艺难度主要由：烫金.钢印.底纹.水印.防伪光标.热敏防伪等等组成。而且我们每天都在更新海外文凭的样板以求所有同学都能享受到完美的品质服务。
国外毕业证学位证成绩单办理方法：
1客户提供办理澳大利亚国立大学澳大利亚国立大学毕业证假文凭信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）
— — — — 我们是挂科和未毕业同学们的福音我们是实体公司精益求精的工艺！ — — — -
一真实留信认证的作用(私企外企荣誉的见证):
1：该专业认证可证明留学生真实留学身份同时对留学生所学专业等级给予评定。
2：国家专业人才认证中心颁发入库证书这个入网证书并且可以归档到地方。
3：凡是获得留信网入网的信息将会逐步更新到个人身份内将在公安部网内查询个人身份证信息后同步读取人才网入库信息。
4：个人职称评审加20分个人信誉贷款加10分。
5：在国家人才网主办的全国网络招聘大会中纳入资料供国家500强等高端企业选择人才。咋的叫声是否就是这最后的点睛之笔悠然走在林间的小路上宁静与清香一丝丝的盛夏气息吸入身体昔日生活里的繁忙与焦躁早已淡然无存心中满是悠然清淡的芳菲身体不由的轻松脚步也感到无比的轻快走出这盘栾交错的小道眼前是连绵不绝的山峦浩荡天地间大自然毫无吝啬的展现它的磅礴与绚美淡淡熏香细腻游滑的飘荡在鼻尖茂密的树木遍布起立在漫山遍野绿幽幽的景色这是盛夏才有的芳菲啊宁静之中悠然的心情多了些许阔达想起那些曾经环绕心头睡
ZGB - The Role of Generative AI in Government transformation.pdf
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
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A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
如何办理(uoit毕业证书)加拿大安大略理工大学毕业证文凭证书录取通知原版一模一样
原版纸张【微信：741003700 】【(uoit毕业证书)加拿大安大略理工大学毕业证】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
一比一原版(Adelaide毕业证)阿德莱德大学毕业证成绩单
Adelaide毕业证【微信95270640】国外文凭购买阿德莱德大学留信认证毕业证书印刷品《Q微信95270640》学历认证怎么做：原版仿制阿德莱德大学电子版成绩单毕业证认证《阿德莱德大学毕业证成绩单》、阿德莱德大学文凭证书成绩单复刻offer录取通知书、购买Adelaide圣力嘉学院本科毕业证、《阿德莱德大学毕业证办理Adelaide毕业证书哪里买》、阿德莱德大学 Offer在线办理Adelaide Offer阿德莱德大学Bachloer Degree。
【实体公司】办阿德莱德大学阿德莱德大学硕士学位证成绩单学历认证学位证文凭认证办留信网认证办留服认证办教育部认证（网上可查实体公司专业可靠）
— — — 留学归国服务中心 — — -
【主营项目】
一.阿德莱德大学毕业证成绩单使馆认证教育部认证成绩单等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
国外毕业证学位证成绩单办理流程：
1客户提供阿德莱德大学阿德莱德大学硕士学位证成绩单办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
专业服务请勿犹豫联系我！本公司是留学创业和海归创业者们的桥梁。一次办理终生受用一步到位高效服务。详情请在线咨询办理,欢迎有诚意办理的客户咨询!洽谈。
招聘代理：本公司诚聘英国加拿大澳洲新西兰美国法国德国新加坡各地代理人员如果你有业余时间有兴趣就请联系我们咨询顾问：+微信:95270640光总是太短太匆忙记得今年正月就在父亲扛起蛇皮袋将要跨出门槛的一刹那山娃突然抱紧父亲的大腿嚎啕大哭父亲吃力地掰开山娃的手哽咽道山娃好好听话好好念书到了暑假爸也接你进城爸的城好远好大好美山娃于是天天扳着手指算计着读书也格外刻苦无奈时间总过得太慢太慢每次父亲往家打电话山娃总抢着接听一个劲地提醒父亲别忘了正月说的话电话那头总会传来父亲嘿嘿的笑连连说记得记得但别忘了拿奖状进城啊考试一结束山娃就迫不及待地给间
一比一原版(UOW毕业证)伍伦贡大学毕业证成绩单
UOW毕业证【微信95270640】留学办理UOW文凭伍伦贡大学毕业证【Q微信95270640】办理全套留学文凭材料（伍伦贡大学毕业证/成绩单（GPA成绩修改）/UOW文凭学历证书)；（真实可查）教育部学历认证、留信网认证、使馆认证留学人员回国证明、文凭认证、UOW diploma、UOW certificate、UOW Degree（实体公司，专业可靠）。
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：伍伦贡大学伍伦贡大学本科学位证成绩单全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。着冒着层层蒸气的包子铺打转你争我抢的吵闹确是为这清淡的早晨增添了一副滑稽与乐趣伴着淡淡的心情褪下往日的繁忙在这残酷的世界中寻一份恬静适淡得一份娴静祥和实乃众心所愿可虽是心有此愿可奈何人生由不得远离尘世喧嚣盛夏初放安然树林乡间多为古代文人雅士吟诗作词之处茂盛的树林遮挡住清晨后炎炎烈日的光芒幽静曲折的小道在山间盘旋几缕从盘杂枝叶间透进的光柱照射在地上茂密的绿油清草上散发着一抹抹的光晕而这每处自然形成头
2024: The FAR - Federal Acquisition Regulations, Part 37
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Effects of Extreme Temperatures From Climate Change on the Medicare Populatio...
Effects of Extreme Temperatures From Climate Change on the Medicare Populatio...Congressional Budget Office
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.一比一原版(QUT毕业证)昆士兰科技大学毕业证成绩单
QUT毕业证【微信95270640】☀️原版仿制昆士兰科技大学毕业证书扫描件本科学位证书【办证Q微信95270640】QUT毕业证书扫描件原版仿制毕业成绩单，能完美还原海外各大学QUTBachelor Diploma degree, Master Diploma（本科/硕士昆士兰科技大学毕业证书、成绩单）QUT大学Offer录取通知书、雅思成绩单、托福成绩单、雅思托福代考、语言证书、学生卡、高仿留服认证书等毕业/入学/在读材料。1:1完美还原海外各大学毕业材料上的昆士兰科技大学毕业证书扫描件本科学位证书QUT毕业证书扫描件原版仿制毕业成绩单工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪。
(诚招代理)办理国外高校毕业证成绩单文凭学位证,真实使馆公证（留学回国人员证明）真实留信网认证国外学历学位认证雅思代考国外学校代申请名校保录开请假条改GPA改成绩ID卡
1.高仿业务:【本科硕士】毕业证,成绩单（GPA修改）,学历认证（教育部认证）,大学Offer,,ID,留信认证,使馆认证,雅思,语言证书等高仿类证书；
2.认证服务: 学历认证（教育部认证）,大使馆认证（回国人员证明）,留信认证（可查有编号证书）,大学保录取,雅思保分成绩单。
3.技术服务：钢印水印烫金激光防伪凹凸版设计印刷激凸温感光标底纹镭射速度快。
办理昆士兰科技大学昆士兰科技大学硕士毕业证成绩单流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）
-办理真实使馆公证（即留学回国人员证明）
-办理各国各大学文凭（世界名校一对一专业服务,可全程监控跟踪进度）
-全套服务：毕业证成绩单真实使馆公证真实教育部认证。让您回国发展信心十足！
（详情请加一下 文凭顾问+微信:95270640）欢迎咨询！小便处山娃很想笑却怎么也笑不出来山娃很迷惑父亲的家除了一扇小铁门连窗户也没有墓穴一般阴森森有些骇人父亲的城也便成了山娃的城父亲的家也便成了山娃的家父亲让山娃呆在屋里做作业看电视最多只能在门口透透气不能跟陌生人搭腔更不能乱跑一怕迷路二怕拐子拐人山娃很惊惧去年村里的田鸡就因为跟父亲进城一不小心被人拐跑了至今不见踪影害得田鸡娘天天哭得死去活来疯了一般那情那景无不令人摧肝裂肺山娃很听话天天呆在小屋里除了地
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- 2. 2 OUTLINE 1. ThreeOutcomes(Pillars)inHCHP Organization 2. TheHCHPSystem 3. Six SilentBarriers(Killers)AffectHCHP 4. TheEffectiveAndResilientHCHP Organization 5. WhatHCHPLeadersWillDo 6. Insight - Strategic Human Capital Management : Simple Human Capital Management Model
- 3. 3 ThreeOutcomes(Pillars)inHCHPOrganization Sources : Peter Chen on Michael Beer, 2009 Performance Alignment Psychological Alignment Sustained High Commitment, High Performance (HCHP) Learning and Change
- 4. 4 TheHCHPSystem Sources : Peter Chen on Michael Beer, 2009 Animating Beliefs & Aligned Winning Strategy Performance Alignment Psychological Alignment Capacity for Leaning and Change Change Lever 3 Strategic Performance Management System Change Lever 1 Leadership Change Lever 4 Organizing System Change Lever 5 Human Resource System Change Lever 2 Learning and Governance Process HCHP Outcomes
- 5. 5 Six SilentBarriers(Killers)AffectHCHP Sources : Peter Chen on Michael Beer, 2009 TheEffectiveAndResilientHCHPOrganization HCHP:Silent Barriers &TheEffectiveAndResilient
- 6. 6 WhatHCHPLeadersWill Do Sources : Peter Chen on Michael Beer, 2009 Purpose: It defines the firm's contribution to customers, employees, investors, community, and society, not only increasing stock price. Strategy: HCHP firms must fashion a distinctive and focused winning strategy to stick with through good times and bad regardless of attractive opportunities outside their field, though clearly adaptations of the strategy will be needed Risk: HCHP firms avoid undue financial or cultural risk that could destroy the firm, though they do take bold business initiatives. HCHP companies also manage acquisitions carefully. Motivation: How people will be managed has to be a conscious choice.
- 7. 7 Simple Human Capital Management Model Sources : Peter Chen_Slideshares HCM Operations Proactive Recruiting Strategy (talent pool) Recruiting Gap (Buy) • • • • • • • • • • Placement Evaluation Training Development Talent Mgmt. Compensation Reward Benefit Change Mgmt. HR Accounting Human Capital Inventory Individual Capability Gap (Build) PMD (Individual Development Plan) CompanyPurpose/ValueProposition CompetitiveAdvantage PremiumHumanCapital Engagement => Communication, Coaching, ER Culture => Selection, Policies, Assimilation, ER Business Strategy / Goals / Requirements Corp. Human Capital Requirements Func./Division Human Capital Requirements Insight - Strategic Human Capital Management