Content writing samples for HR domain. We provide authoritative and SEO optimized content for HR professionals and businesses. These can be blog topics, Linkedin articles, social media posts and more. Contact https://contentspire.in for more information.
With sustainability being the focal point across varied organizations and business entities, the role of sustainability practitioners in the organization hierarchy has increased manifolds. What matters is how companies with sustainable business strategies are communicating business value to investors and stakeholders via their sustainability practitioners and steering business of value with its management board mission of creating profit along with protecting Environment. The sustainability practitioner’s role is to drive the company agenda – “Sustainability driven productivity.” Their role as CSOs (Chief Sustainability Officers) is to better inform, demonstrate, determine, assess and mover forward business value of sustainability to its investors, shareholders and stakeholders at large.
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
With sustainability being the focal point across varied organizations and business entities, the role of sustainability practitioners in the organization hierarchy has increased manifolds. What matters is how companies with sustainable business strategies are communicating business value to investors and stakeholders via their sustainability practitioners and steering business of value with its management board mission of creating profit along with protecting Environment. The sustainability practitioner’s role is to drive the company agenda – “Sustainability driven productivity.” Their role as CSOs (Chief Sustainability Officers) is to better inform, demonstrate, determine, assess and mover forward business value of sustainability to its investors, shareholders and stakeholders at large.
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
Mission statement To help our clients and our people excel. We ar.docxaltheaboyer
Mission statement: To help our clients and our people excel. We are one of the lead business advisory organisations
Vision statement: To be the standard of excellence, first choice of all the most sort after clients and talent
Core values:
1. Commitment to each other
2. Integrity
3. Outstanding value to clients
4. Strength from cultural diversity
Our Aims
· Greater employee relationships and engagement
· Use technology to have a more fluid workplace across country lines and domestic locations
· Increase standard of employee productivity
Aim 1 – greater employee relationships and engagement
· Key objectives – raise the culture of inclusivity, diversity and equality; more in-depth and larger relationships built in the company across departments and levels of management
· Indicative measures of success – Increased diversity profile of staff promoted into senior roles, more cross department collaborations, turnover rates
Aim 2 – create a borderless organisation
· Key objectives – use technology to have a more fluid workplace across country lines and domestic locations, offices in more countries, one interconnected system of telecoms
· Indicative measures of success - more acquisitions and mergers, new markets are entered, more collaboration across cities and continents
Aim 3 – Increase standard of employee productivity
· Key objectives – develop a clear understanding of what high performance is to each department, clear approach to identification and development of talent
· Indicative measures of success - Turnover rates, number of internal promotions
Introduction
There are many trends that are conspiring in the world of work, that will directly affect individuals, organisations and institutions. The different types of trends that are occurring are distribution of population, social changes, service sector increase, technology and more generational diversity in the workplace. We currently live in a world where technology and its applications move at a very fast pace and this can have both adverse and positive impacts on society and the economy. For example, allowing new industries and markets to emerge or causing industries to become obsolete. To thrive in such a world and lead in the markets, individuals and services must innovate equally to maintain pace to prevent replacement in such a market. This is especially true for the service industry, where processes have been streamlined and become more efficient due to technological advancement. The bigger the company, the more impact the ever-changing technological landscape will have on business affairs and Deloitte are a very good example of this.
To ensure that the strategies enforced by the company are in line with their goals, the implications that are faced must be identified and addressed both from organisational and individual perspectives. Individuals may face increased use of technology leading to lack of interpersonal skills, reduction in jobs, inequality, ali ...
A Distinguished Career in Human Resources Management - 20+ Years of LeadershipJoel C Riley
Joel Riley is a Certified Forward-Facing® Professional Resilience Coach. He is a Human Resource and Labor Relations executive with over twenty-four years of experience in leading, coaching and managing all levels of organizations. He specializes in helping staff through burnout and processing through the difficult and often traumatic events that professionals in this field are helping with everyday. In addition Joel specializes in and offers Executive Coaching, Career Planning, and Negotiating with Common Sense & Care. As a seasoned Human Resources leader Joel understands the complex demands and challenges that are part of everyday life. Joel has served in roles for twenty years in public state government, followed by experience in non-profit, private sector and now full time consulting. In addition he served as an adjunct professor for over eighteen years at the University of New Haven, in their HR & Labor Relations department. Currently Joel is a Sr. Executive HR Consultant at Humareso, an HR Consulting FIrm with clients based all over the United States. Additionally Joel has a unique perspective and awareness around teen suicide and prevention. After losing his fifteen year old son in 2017 he has made it his life’s goal to offer help in this area. He believes firmly that the tools that Forward-Facing® offers to professionals can and should also be applied to teens to offer them coping and regulating tools in their tool box as they navigate their often difficult and challenging lives. Forward-Facing® Teens is a model that Joel hopes to offer schools, teen suicide prevention programs, and youth organizations in the coming months.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
Running head: CLIENT PROBLEM 1
CLIENT PROBLEM 4
CLIENT PROBLEM
Nicholas J Ceo
American Military University
6 December 2017
The modern business environment has become very complex, competitive and dynamic. An organization has to keep scanning the environment to see what it can do differently so as to increase its productivity. Management problems have been around from time immemorial, but their impact on the performance of the organization cannot be ignored. These challenges, then, have to be sorted out in the most effective way possible so as to mitigate their effects on the organization. Some of these problems include transparency, human resources challenges and change management. In this research paper, we are going to focus on human resource challenges experienced at MTS Systems, evaluate their effect on the company performance and measures that can be put in place to mitigate the effects of this challenge.
One of the biggest challenge in the workplace today is retention of skilled and talented workers. The way the workforce is constituted today, there is a need for more than a good salary to keep the talented people motivated and satisfied. It has been observed that employees move and job-hop as they seek to move up the ladder at the shortest time possible and also in an attempt to meet their expectations and motivations which are ever-changing and dynamic. The situation has been compounded by the generational difference in the company where there are older generations and the millennial, who are driven, motivated and simulated by different factors. For instance, the older generations are much more loyal to the place of work and are less likely to job-hop. They are also more patient and are much more responsive to financial rewards. On the other hand, the younger generations are less loyal to the company they work for, are less patient and will respond better to recognition as well as feeling valued.
Today, managers have woken up to the realization that their skilled staff has more options on their hands, especially now that there are more advances in technology, given the explosion in startup and entrepreneurs who are revolutionizing the way things are done. Managers have to evaluate the hunger in the workplace and focus on feeding it (Bondarouk & Ruel, 2009). There is need to focus on much more than just providing a potential opportunity for promotion and job security. Managers should focus on working with the other members of top management in order to define roles, come up with career progression paths that are extensive, enhancing creativity in the workplace, enhancing the working environment, encouraging a culture of collaboration and providing a system-wide mission that will be adopted by employees in their daily operations.
Management of human resources extends even to the communication amongst the different generations that are found within the workspace in the organization. A youn ...
Running head DQE PREP PAGE 1DQE PREP PAGE 47.docxjeanettehully
Running head: DQE PREP PAGE 1
DQE PREP PAGE 47
DQE Prep
Student’s Name:
University
DQE PART 1
Introduction
The concern of the Year 1 DBA year course primarily touches on many issues that connects with the customer welfare in a bid to retain the firm for business. The customer retention values will include embracing and driving change through innovation, creating fun and exemplary experiences for consumers, to be open-minded and creative, to build honest and open relationships through communication, team spirit and to work with passion and integrity. These values will guide employees to work with passion and integrity in the process of creating new products. These employees will also be required to communicate honestly with each other and with clients.
The industry entails the inculcation of latest communication methods for instance the application and use of data connectivity as well as mobile devices. The firms that operate under the telecommunication industry as such offer services in relation to internet and related issues. The firms however, have a unilateral or rather single internet provider as they only serve as resellers in the market ( Cohen, 2018). The firms also offer wireless communication service alongside the bulky purchase of the internet service. The firms in the industry have in all ways observed the policies as stipulated by the business all to ensure smooth running of their businesses.
Customer loyalty is the likelihood that the current customers will continue buying from a specific seller. Most of these customers will go a long way to recommending the company’s products to their friends to the advantage of the company. Because it is quite expensive trying to lure new customers to buy a certain product from a specific seller, most of the businesses will try much they can to retain the existing customers. This is achieved through provision of quality services and extensive advertising. Giving customers the reason to be loyal is key, most customers’ value being given great services with create quality and therefore they will go an extra mile even to send more with the current seller than trying to switch from one seller to the other. Customers will start thinking otherwise if the brand of the goods provided does not meet their needs.
Customer satisfaction in the case of the business in question would only possible to get its derivation from the responses through the questionnaires and survey carried out by the researchers in the field. Customer satisfaction by all incidences forms a primary pillar in as far as rating the firm is concerned and as such is the main arsenal for use by the business in keeping the clientele loyalty. It takes the firm a stepwise process in ensuring that the customers get what they really are in need of all the time. The degree of satisfaction as recorded by the customers offers a platform for the business in question outline the best way out in as far making busines ...
Successful companies are marked out by the strength of their culture. How can you actively shape your culture and turn it to your competitive advantage?
Due to the current instability in the business world, organizations should be able to anticipate changes and have coherent responses at hand to effective manage risks, create value, build good relations, increase profit and improve competitive positioning.
A report titled Exploring Strategic Risk issued in 2013 for Forbes Insights by Deloitte, contains some very important conclusions for the business community. 300 executives from around the world were interviewed for the study, in an attempt to find out their vision of the risk strategy and current changes and analysing how organizations should face these new challenges.
Sometimes it is difficult to link risks to a specific financial impact and not all data are pertinent to the evaluation of emerging risks. That's why companies have to be aware of internal risks and manage them well in order to be able to manage external risks and invest into strategic assets such as human capital, clients and innovation.
This insight explains the case of the financial services as the sector that less trust generates due to its short-sightedness, lack of values and lack of professional education that resulted in corruption and bad practices, which compromised the financial sector.
The report A Crisis of Culture: Valuing Ethics and Knowledge in Financial Services examines the role of integrity and knowledge in restoring culture in the financial services industry. The conclusions appear in the full version of this document.
The financial industry is just one example in the wider panorama. Lack of values is widespread and creates significant risks. Bad practices trigger problems such as loss of profit, loss of reputation and even loss of shareholders, clients and employees.
The crisis, as well as the arrival of new technologies, urges companies to maintain their good practices and emphasize aspects as ethics, leadership, commitment, performance, transparency and sustainability.
The digital revolution and social networks encourage companies to be more transparent: companies meet their promises and obligations, deliver a coherent dialogue and improve the relationship with their stakeholders.
Application of values raises the possibility of good results and profits for companies through improvement of their reputation and business as well as optimization of resources. This certainly creates competitive advantages, establishes a strong cultural connection and improves employees’ motivation.
Before taking any decision, an institution should keep in mind the fact that it needs implicit and explicit public approval. Good business management implies risk management, creating a climate of trust, good will, credibility, social commitment and empathy between stakeholders and the company.
Throughout the years, there has been a shift from manual labour jobs to office-based work. In fact, in 1981, one out of three men and one out of five women had a manufacturing job whilst, in 2001, this has decreased to one out of five and one out of ten respectively. In addition to this decrease, there was an increase of workers in the service industry which changed the employees’ expectations of their working environment (Building a case for wellness, 2008). Today, employees require more personal services beside health and safety benefits as they are less likely to be injured at work. They are hoping for more flexibility such as the ability to work at home and the flexibility to customize their schedule. When it comes to improving employee engagement and wellbeing, this evolution creates a transformation from a classical managing approach to a more human relations managing approach.
20 Years of HR Excellence - A Senior Executive's Journey in Employee Manageme...Joel C Riley
Joel Riley is a Human Resources Manager with over 20 years of experience working in Human Resources leadership positions, supporting a variety of populations and size organizations. Prior to working at ARI, Joel worked as a Director of Human Resources, providing leadership and management into staff and executives related to labor relations and HR issues.. Prior to this, Joel worked as a Senior HR Consultant supporting clients around the country with their HR needs. Joel also spent 20 years in public service. Joel graduated from the University of Rhode Island with a Bachelor of Science in Public Administration and University of New Haven with a Master of Science in Law and Criminal Justice.
20 Years of HR Excellence - A Senior Executive's Journey in Employee Manageme...Joel C Riley
Joel Riley is a Human Resources Manager with over 20 years of experience working in Human Resources leadership positions, supporting a variety of populations and size organizations. Prior to working at ARI, Joel worked as a Director of Human Resources, providing leadership and management into staff and executives related to labor relations and HR issues.. Prior to this, Joel worked as a Senior HR Consultant supporting clients around the country with their HR needs. Joel also spent 20 years in public service. Joel graduated from the University of Rhode Island with a Bachelor of Science in Public Administration and University of New Haven with a Master of Science in Law and Criminal Justice.
• Chief executives are now thinking strategically about international business ethics—specifically, how trustworthy their companies need to be. To generate that trust, CEOs are not just interested in growth for their enterprises. They want to attain “good growth”: real, inclusive, responsible, and lasting growth. And they want their companies to contribute to good growth in every country where they operate.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
STRATEGIC INITIATIVES
Aligning Business & HR Objectives
With all the talk about aligning business and HR initiatives, it’s easy to become confused about exactly what this means. This is why HRfocus found a panel discussion on this topic at the recent Conference Board Human Resources Conference in New York City especially valuable. We present much of what we learned here in the hopes that others’ experience will help you define and apply the concepts to your own situation.
The conference also featured a keynote address by Prudential CEO Arthur Ryan, who discussed several initiatives at his orga- nization in which HR’s contribution has been particularly impor- tant (see the sidebar, “Strategic Alignment: A CEO’s View”).
MAKING THE LINK
The panel agreed that it’s crucial to link current business imper- atives with human resources. And today’s key business impera- tives are:
Increasing productivity. Operating globally. Maintaining competitive labor costs. Cutting costs for other operations. Generating revenue growth through innovation. Managing effective and rapid change. Maintaining ethics and a good corporate reputation.
THE TALENT STRATEGY
This includes: Adjusting the staffing level. To respond to current condi-
tions, you need flexibility and an organized talent plan, said Sharon Taylor, senior vice president, corporate human resources, and chair of the Prudential Foundation, Prudential. “Who you have, what they do, how they do it—you need to know this to be able to redeploy.”
Adjusting to changing demographics. This is especially continued on page 13
disconnected from technology and, in some cases, HR was disconnected from the business strategy. Today, the focus is shifting to more manager- and strategy-oriented applications to provide the highest ROI and im- pact.
Develop an action plan to ex- pand the deployment of manager productivity applications. Then look
to performance-measurement tech- nologies as an extension of HR trans- formation.
Recognize the importance of change management in generating a successful initiative. Establish and execute a plan at all levels.
FOR MORE INFORMATION
The accompanying tables provide
information on software development and delivery vendor providers from North American respondents (see Table 1), investment to date world- wide for workforce technologies by size (see Table 2), investment so far in responding organizations by size (see Table 3), and budget for the next 21 months for workforce tech- nologies (see Table 4).
TECHNOLOGY (cont’d)
STRATEGIC INITIATIVES (cont’d from page 1)
important with regard to “offshor- ing” jobs. The question is quite com- plex, including how to explain the need for it to your stakeholders and customers and dealing with a poten- tial public relations backlash from those who find offshoring unpatriotic.
Some operations at Corning, Inc., have been sent abroad, said Kurt Fischer, vice president, human re- sources, and diversity officer. Send- ing manufacturin.
The Forgotten Secret Weapon of Digital Marketing: Email
Digital marketing is a rapidly changing, ever evolving industry--Influencers, Threads, X, AI, etc. But one of the most effective digital marketing tools is also one of the oldest: Email. Find out from two Houston-based digital experts how to maximize your results from email.
Key Takeaways:
Email has the best ROI of any digital tactic
It can be used at any stage of the customer journey
It is increasingly important as the cookie-less future gets closer and closer
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Mission statement To help our clients and our people excel. We ar.docxaltheaboyer
Mission statement: To help our clients and our people excel. We are one of the lead business advisory organisations
Vision statement: To be the standard of excellence, first choice of all the most sort after clients and talent
Core values:
1. Commitment to each other
2. Integrity
3. Outstanding value to clients
4. Strength from cultural diversity
Our Aims
· Greater employee relationships and engagement
· Use technology to have a more fluid workplace across country lines and domestic locations
· Increase standard of employee productivity
Aim 1 – greater employee relationships and engagement
· Key objectives – raise the culture of inclusivity, diversity and equality; more in-depth and larger relationships built in the company across departments and levels of management
· Indicative measures of success – Increased diversity profile of staff promoted into senior roles, more cross department collaborations, turnover rates
Aim 2 – create a borderless organisation
· Key objectives – use technology to have a more fluid workplace across country lines and domestic locations, offices in more countries, one interconnected system of telecoms
· Indicative measures of success - more acquisitions and mergers, new markets are entered, more collaboration across cities and continents
Aim 3 – Increase standard of employee productivity
· Key objectives – develop a clear understanding of what high performance is to each department, clear approach to identification and development of talent
· Indicative measures of success - Turnover rates, number of internal promotions
Introduction
There are many trends that are conspiring in the world of work, that will directly affect individuals, organisations and institutions. The different types of trends that are occurring are distribution of population, social changes, service sector increase, technology and more generational diversity in the workplace. We currently live in a world where technology and its applications move at a very fast pace and this can have both adverse and positive impacts on society and the economy. For example, allowing new industries and markets to emerge or causing industries to become obsolete. To thrive in such a world and lead in the markets, individuals and services must innovate equally to maintain pace to prevent replacement in such a market. This is especially true for the service industry, where processes have been streamlined and become more efficient due to technological advancement. The bigger the company, the more impact the ever-changing technological landscape will have on business affairs and Deloitte are a very good example of this.
To ensure that the strategies enforced by the company are in line with their goals, the implications that are faced must be identified and addressed both from organisational and individual perspectives. Individuals may face increased use of technology leading to lack of interpersonal skills, reduction in jobs, inequality, ali ...
A Distinguished Career in Human Resources Management - 20+ Years of LeadershipJoel C Riley
Joel Riley is a Certified Forward-Facing® Professional Resilience Coach. He is a Human Resource and Labor Relations executive with over twenty-four years of experience in leading, coaching and managing all levels of organizations. He specializes in helping staff through burnout and processing through the difficult and often traumatic events that professionals in this field are helping with everyday. In addition Joel specializes in and offers Executive Coaching, Career Planning, and Negotiating with Common Sense & Care. As a seasoned Human Resources leader Joel understands the complex demands and challenges that are part of everyday life. Joel has served in roles for twenty years in public state government, followed by experience in non-profit, private sector and now full time consulting. In addition he served as an adjunct professor for over eighteen years at the University of New Haven, in their HR & Labor Relations department. Currently Joel is a Sr. Executive HR Consultant at Humareso, an HR Consulting FIrm with clients based all over the United States. Additionally Joel has a unique perspective and awareness around teen suicide and prevention. After losing his fifteen year old son in 2017 he has made it his life’s goal to offer help in this area. He believes firmly that the tools that Forward-Facing® offers to professionals can and should also be applied to teens to offer them coping and regulating tools in their tool box as they navigate their often difficult and challenging lives. Forward-Facing® Teens is a model that Joel hopes to offer schools, teen suicide prevention programs, and youth organizations in the coming months.
Running head CLIENT PROBLEM 1CLIENT PROBLEM.docxsusanschei
Running head: CLIENT PROBLEM 1
CLIENT PROBLEM 4
CLIENT PROBLEM
Nicholas J Ceo
American Military University
6 December 2017
The modern business environment has become very complex, competitive and dynamic. An organization has to keep scanning the environment to see what it can do differently so as to increase its productivity. Management problems have been around from time immemorial, but their impact on the performance of the organization cannot be ignored. These challenges, then, have to be sorted out in the most effective way possible so as to mitigate their effects on the organization. Some of these problems include transparency, human resources challenges and change management. In this research paper, we are going to focus on human resource challenges experienced at MTS Systems, evaluate their effect on the company performance and measures that can be put in place to mitigate the effects of this challenge.
One of the biggest challenge in the workplace today is retention of skilled and talented workers. The way the workforce is constituted today, there is a need for more than a good salary to keep the talented people motivated and satisfied. It has been observed that employees move and job-hop as they seek to move up the ladder at the shortest time possible and also in an attempt to meet their expectations and motivations which are ever-changing and dynamic. The situation has been compounded by the generational difference in the company where there are older generations and the millennial, who are driven, motivated and simulated by different factors. For instance, the older generations are much more loyal to the place of work and are less likely to job-hop. They are also more patient and are much more responsive to financial rewards. On the other hand, the younger generations are less loyal to the company they work for, are less patient and will respond better to recognition as well as feeling valued.
Today, managers have woken up to the realization that their skilled staff has more options on their hands, especially now that there are more advances in technology, given the explosion in startup and entrepreneurs who are revolutionizing the way things are done. Managers have to evaluate the hunger in the workplace and focus on feeding it (Bondarouk & Ruel, 2009). There is need to focus on much more than just providing a potential opportunity for promotion and job security. Managers should focus on working with the other members of top management in order to define roles, come up with career progression paths that are extensive, enhancing creativity in the workplace, enhancing the working environment, encouraging a culture of collaboration and providing a system-wide mission that will be adopted by employees in their daily operations.
Management of human resources extends even to the communication amongst the different generations that are found within the workspace in the organization. A youn ...
Running head DQE PREP PAGE 1DQE PREP PAGE 47.docxjeanettehully
Running head: DQE PREP PAGE 1
DQE PREP PAGE 47
DQE Prep
Student’s Name:
University
DQE PART 1
Introduction
The concern of the Year 1 DBA year course primarily touches on many issues that connects with the customer welfare in a bid to retain the firm for business. The customer retention values will include embracing and driving change through innovation, creating fun and exemplary experiences for consumers, to be open-minded and creative, to build honest and open relationships through communication, team spirit and to work with passion and integrity. These values will guide employees to work with passion and integrity in the process of creating new products. These employees will also be required to communicate honestly with each other and with clients.
The industry entails the inculcation of latest communication methods for instance the application and use of data connectivity as well as mobile devices. The firms that operate under the telecommunication industry as such offer services in relation to internet and related issues. The firms however, have a unilateral or rather single internet provider as they only serve as resellers in the market ( Cohen, 2018). The firms also offer wireless communication service alongside the bulky purchase of the internet service. The firms in the industry have in all ways observed the policies as stipulated by the business all to ensure smooth running of their businesses.
Customer loyalty is the likelihood that the current customers will continue buying from a specific seller. Most of these customers will go a long way to recommending the company’s products to their friends to the advantage of the company. Because it is quite expensive trying to lure new customers to buy a certain product from a specific seller, most of the businesses will try much they can to retain the existing customers. This is achieved through provision of quality services and extensive advertising. Giving customers the reason to be loyal is key, most customers’ value being given great services with create quality and therefore they will go an extra mile even to send more with the current seller than trying to switch from one seller to the other. Customers will start thinking otherwise if the brand of the goods provided does not meet their needs.
Customer satisfaction in the case of the business in question would only possible to get its derivation from the responses through the questionnaires and survey carried out by the researchers in the field. Customer satisfaction by all incidences forms a primary pillar in as far as rating the firm is concerned and as such is the main arsenal for use by the business in keeping the clientele loyalty. It takes the firm a stepwise process in ensuring that the customers get what they really are in need of all the time. The degree of satisfaction as recorded by the customers offers a platform for the business in question outline the best way out in as far making busines ...
Successful companies are marked out by the strength of their culture. How can you actively shape your culture and turn it to your competitive advantage?
Due to the current instability in the business world, organizations should be able to anticipate changes and have coherent responses at hand to effective manage risks, create value, build good relations, increase profit and improve competitive positioning.
A report titled Exploring Strategic Risk issued in 2013 for Forbes Insights by Deloitte, contains some very important conclusions for the business community. 300 executives from around the world were interviewed for the study, in an attempt to find out their vision of the risk strategy and current changes and analysing how organizations should face these new challenges.
Sometimes it is difficult to link risks to a specific financial impact and not all data are pertinent to the evaluation of emerging risks. That's why companies have to be aware of internal risks and manage them well in order to be able to manage external risks and invest into strategic assets such as human capital, clients and innovation.
This insight explains the case of the financial services as the sector that less trust generates due to its short-sightedness, lack of values and lack of professional education that resulted in corruption and bad practices, which compromised the financial sector.
The report A Crisis of Culture: Valuing Ethics and Knowledge in Financial Services examines the role of integrity and knowledge in restoring culture in the financial services industry. The conclusions appear in the full version of this document.
The financial industry is just one example in the wider panorama. Lack of values is widespread and creates significant risks. Bad practices trigger problems such as loss of profit, loss of reputation and even loss of shareholders, clients and employees.
The crisis, as well as the arrival of new technologies, urges companies to maintain their good practices and emphasize aspects as ethics, leadership, commitment, performance, transparency and sustainability.
The digital revolution and social networks encourage companies to be more transparent: companies meet their promises and obligations, deliver a coherent dialogue and improve the relationship with their stakeholders.
Application of values raises the possibility of good results and profits for companies through improvement of their reputation and business as well as optimization of resources. This certainly creates competitive advantages, establishes a strong cultural connection and improves employees’ motivation.
Before taking any decision, an institution should keep in mind the fact that it needs implicit and explicit public approval. Good business management implies risk management, creating a climate of trust, good will, credibility, social commitment and empathy between stakeholders and the company.
Throughout the years, there has been a shift from manual labour jobs to office-based work. In fact, in 1981, one out of three men and one out of five women had a manufacturing job whilst, in 2001, this has decreased to one out of five and one out of ten respectively. In addition to this decrease, there was an increase of workers in the service industry which changed the employees’ expectations of their working environment (Building a case for wellness, 2008). Today, employees require more personal services beside health and safety benefits as they are less likely to be injured at work. They are hoping for more flexibility such as the ability to work at home and the flexibility to customize their schedule. When it comes to improving employee engagement and wellbeing, this evolution creates a transformation from a classical managing approach to a more human relations managing approach.
20 Years of HR Excellence - A Senior Executive's Journey in Employee Manageme...Joel C Riley
Joel Riley is a Human Resources Manager with over 20 years of experience working in Human Resources leadership positions, supporting a variety of populations and size organizations. Prior to working at ARI, Joel worked as a Director of Human Resources, providing leadership and management into staff and executives related to labor relations and HR issues.. Prior to this, Joel worked as a Senior HR Consultant supporting clients around the country with their HR needs. Joel also spent 20 years in public service. Joel graduated from the University of Rhode Island with a Bachelor of Science in Public Administration and University of New Haven with a Master of Science in Law and Criminal Justice.
20 Years of HR Excellence - A Senior Executive's Journey in Employee Manageme...Joel C Riley
Joel Riley is a Human Resources Manager with over 20 years of experience working in Human Resources leadership positions, supporting a variety of populations and size organizations. Prior to working at ARI, Joel worked as a Director of Human Resources, providing leadership and management into staff and executives related to labor relations and HR issues.. Prior to this, Joel worked as a Senior HR Consultant supporting clients around the country with their HR needs. Joel also spent 20 years in public service. Joel graduated from the University of Rhode Island with a Bachelor of Science in Public Administration and University of New Haven with a Master of Science in Law and Criminal Justice.
• Chief executives are now thinking strategically about international business ethics—specifically, how trustworthy their companies need to be. To generate that trust, CEOs are not just interested in growth for their enterprises. They want to attain “good growth”: real, inclusive, responsible, and lasting growth. And they want their companies to contribute to good growth in every country where they operate.
STRATEGIC INITIATIVES Aligning Business & HR Objectives With a.docxflorriezhamphrey3065
STRATEGIC INITIATIVES
Aligning Business & HR Objectives
With all the talk about aligning business and HR initiatives, it’s easy to become confused about exactly what this means. This is why HRfocus found a panel discussion on this topic at the recent Conference Board Human Resources Conference in New York City especially valuable. We present much of what we learned here in the hopes that others’ experience will help you define and apply the concepts to your own situation.
The conference also featured a keynote address by Prudential CEO Arthur Ryan, who discussed several initiatives at his orga- nization in which HR’s contribution has been particularly impor- tant (see the sidebar, “Strategic Alignment: A CEO’s View”).
MAKING THE LINK
The panel agreed that it’s crucial to link current business imper- atives with human resources. And today’s key business impera- tives are:
Increasing productivity. Operating globally. Maintaining competitive labor costs. Cutting costs for other operations. Generating revenue growth through innovation. Managing effective and rapid change. Maintaining ethics and a good corporate reputation.
THE TALENT STRATEGY
This includes: Adjusting the staffing level. To respond to current condi-
tions, you need flexibility and an organized talent plan, said Sharon Taylor, senior vice president, corporate human resources, and chair of the Prudential Foundation, Prudential. “Who you have, what they do, how they do it—you need to know this to be able to redeploy.”
Adjusting to changing demographics. This is especially continued on page 13
disconnected from technology and, in some cases, HR was disconnected from the business strategy. Today, the focus is shifting to more manager- and strategy-oriented applications to provide the highest ROI and im- pact.
Develop an action plan to ex- pand the deployment of manager productivity applications. Then look
to performance-measurement tech- nologies as an extension of HR trans- formation.
Recognize the importance of change management in generating a successful initiative. Establish and execute a plan at all levels.
FOR MORE INFORMATION
The accompanying tables provide
information on software development and delivery vendor providers from North American respondents (see Table 1), investment to date world- wide for workforce technologies by size (see Table 2), investment so far in responding organizations by size (see Table 3), and budget for the next 21 months for workforce tech- nologies (see Table 4).
TECHNOLOGY (cont’d)
STRATEGIC INITIATIVES (cont’d from page 1)
important with regard to “offshor- ing” jobs. The question is quite com- plex, including how to explain the need for it to your stakeholders and customers and dealing with a poten- tial public relations backlash from those who find offshoring unpatriotic.
Some operations at Corning, Inc., have been sent abroad, said Kurt Fischer, vice president, human re- sources, and diversity officer. Send- ing manufacturin.
The Forgotten Secret Weapon of Digital Marketing: Email
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The session will also cover data analysis techniques and criteria for graduating landing pages.
In the second part of the webinar, Pearmill will explore the use of A/B testing platforms. Discover common pitfalls to avoid in A/B testing and gain insights into analyzing A/B tests results effectively.
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Key Takeaways:
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1. HR Content Samples
Sample 1
Thinking Micro and Employee of One
HR or Human Resource roles have undergone a sea change over the past decade or so. As with any
industry we have been expected to stay abreast with trends, adapt technology and evolve with changing
needs of times. However as our roles are primarily centered around the ‘Human’ aspect of an
organization we have been at the forefront of identifying and mitigating the ripple effect that any
organizational change would bring with it.
Starting from personnel management which was largely restricted to administrative tasks of ensuring
companies followed regulations, was in compliance with laws, determining wages, employee contracts
etc. we have come a long way where HR is instrumental in identifying, retaining and engaging
employees who will help organizations grow – not just in terms of revenue but culturally as well. HR is
required to set the tone and influence the organizational culture and internal-external ethos.
Concepts like YOLO (You only live once) , FOMO (Fear of missing Out) and similar are not limited to
social media but have precipitated in our personal lives. This has brought a sea change in the attitude of
the employee and the way he/she perceives the organization.
In times like these where the attitudes are changing and the expectations are shifting, it is important for
the HR to understand these indicators, predict future changes and remain fluid in responses.
Considering the recent pandemic example, organizations were forced to go remote and digital overnight
because of the lockdown. As HR it was impractical to continue our efforts in achieving the targets set at
the start of the year. As the situation evolved over time, it was necessary for the organization to shift
gears and keep working towards the shared goal of business improvement, revenue generation etc. but
it was equally important to look deeper and set agile goals that were more focused on organizational
well-being, health and wellness of the employees and building trust and transparency.
Data Driven Goals
I believe that organizations today need two sets of goals and performance indicators. One that is set at
the organizational or sectoral level and the other which focuses on the softer aspects and is more micro,
targeting a group of workers or even individuals where necessary. These are agile goals that are
determined based on the needs of the individual, team or cohort. Determining these can be possible
with performance analytics. Leveraging data to augment informed decisions is the need today. Similarly
predictive analytics can assess and deduce the success of employee retention, recruitment strategies
and more like wellness programs.
2. The reports can be an indication of not just what needs to be improved, but also about how it needs to
be improved. Eg: If the employee turnover rate is high in a particular year or quarter, use this as an
opportunity to dig deeper and identify if the team needs a skilling program, flexible work hours, does
the manager need a refresher course in soft skills and similar.
Similarly, instead of waiting for the yearly assessment, if the HR becomes proactive in terms of
employee engagement, growth and retention by utilizing micro analytics, the businesses can have not
just a productive workforce but a workforce that is proactive with leadership qualities.
Start by consolidating processes, developing future leaders and building a culture of recognition to
sustain employee morale, productivity and retention. This is possible only if the HR is engaging the
employees, not just in the offline model but hybrid or remote model as well.
Tech for driving Employee engagement
Today’s digital world needs tech driven solutions. The millennials that are joining the workforce are
technology natives and we need to adapt to this medium to stay in sync with their aspirations. Chat and
collaboration tools have become the new email and the conversations within the organizations too have
become easy going.
Leverage technology to have informal performance conversations. These conversations can be online,
over a cup of coffee or even during team building exercises. Employees today are more productive and
confident when they have frequent performance conversations with their managers. Developing this
culture is part of HR responsibility.
Hiring culture champions and not just skilled employees
Airbnb interviews included a round of culture and beliefs round. This was where the team gauged the
shared values that the organization and the seeker had and hired people with similar values. This helped
build a strong work culture that was in sync with the organizations vision. This is a great way to build a
strong culture within the organization. It is the prime responsibility of the HR to create opportunities to
develop culture champions within the organization. This will help in improving productivity and
employee retention.
Agile development Goals
We are moving towards a more lateral structure than a pyramidal one. As HR it is our prime
responsibility to identify the skill sets within an employee and prime them to take up greater
responsibilities in that area. The performance measurement is not limited to high achievers focused on
achieving a set target, but also considers the nuanced expertise like people skill, analytics, research etc.
which might not figure in the target but are important skills that will help the organization. Support for
skilling, online learning etc. will be seen as a differentiator by employees considering the organization.
Similarly lateral movement of employees will be important.
3. Sample 2
Sustainable Utilization of Resources for
Chemical and Mineral sector
We are at the cusp of innovation today. We are seeing the effects of climate change and can only
imagine the gravity going forward. Similarly, India is one of the most vulnerable countries, to be affected
by climate change as over half of its population is dependent of climate sensitive sectors for livelihood.
The complexity of our problem increase as we are also the second populous country with development
priorities of a vast majority of population yet to be achieved.
It is truly a Catch 22 situation as India balances between development and livelihood.
Chemical and Mineral sector have a lot at stake in the current narrative around sustainability. As a
sector – Chemical and Mineral have been in focus in the COP26 as well. We are blamed to be a core
reason for accelerated climate change and the onus is placed on us to reduce the emissions. While we
can argue about the merits of such assumptions, the fact is that as an industry it is beneficial for us in
the long run to invest in sustainable practices and here are a few reasons why.
Why is it necessary?
The International Financial Reporting Standards (IFRS) Foundation announced the formation of a new
International Sustainability Standards Board (ISSB) at the COP26. With this businesses will be under
rigorous scrutiny for more comprehensive sustainability disclosures.
Similarly, EU has proposed a Climate Border Adjustment Mechanism (CBAM) which would tax imported
goods produced by emissions-intensive processes that are not allowed under EU environmental
regulations. This will mean higher compliance costs and lower edge in terms of competitiveness.
Going forward sustainability disclosures will be a norm with various stakeholders expecting detailed
disclosures. The Carbon Disclosure Project’s Annual Report 2020 reported that in India, CDP witnessed a
nearly 17 per cent increase in corporate disclosure compared to 2019, with 220 Indian companies
disclosing to investors and customers.
There is pressure on the sector to achieve meaningful emission reduction, but at the same time the
country expects strong contributions from us for the development goals of India.
So what can we as a sector do to achieve a balance between the two?
We can look at this time as an opportunity for us to truly transform our industry and focus on renew and
reuse. Increasing renewable mix and reducing emissions intensity are the two core ways to go ahead.
With India’s push for finance at the COP26, there have been announcements from countries like
UK for supporting India’s green growth. These public and private investments are targeted at
4. transforming the industries and pushing them towards green solutions. Leveraging these
finances, we need to look at green mining solutions that can reduce our carbon footprint.
There needs to be greater investment in greener operating methods and emissions reduction
technologies to meet emissions targets and decarbonize, such as electrification and use of
hydrogen-powered technologies.
Reducing water stress by recycling water, building water infrastructure, increasing water
percolation etc. need to be explored to mitigate the risks.
Energy efficient processing and widespread recycling can help reduce pressure on virgin-ore
markets.
It is important for us to work with premier research institutes in India and find effective
solutions for carbon capture. It is also important to invest in identifying sustainable processes
that can lower the impact of business on the environment.
As an industry we need to brace for increased regulations and scrutiny. It is important that we
understand the expectations, study its impact and align our carbon pricing mechanisms under
Article 6.
Climate change is a tangible risk and the financial gains from mitigation are more evident than ever
before. It is time to rise to the challenge and adopt measures that are sustainable and beneficial for our
business in the long run.
Sample 3
Need for Skills, Are Skills enough or does
one need something more than Skills to
perform
Dictionary meaning of skill is the ability to do something well, expertise
However, I don’t think skill ends with that. This is something that I like to call the first level of
skilling. Cooking, Housekeeping, accounting, customer service, interviewing, email writing are
all skills. The first level skills are something that can be taught and are taught at various levels of
formal education.
Most of us know the basics of the above mentioned skills. Some of us might have grown
proficient in a couple of them over the years, but these are not something that will be enough
to perform and succeed.
5. So if you are in finance and you know accounting, you definitely know what is needed to
perform your daily duties, however if you dream of heading the finance department someday,
just accounting knowledge is not going to help.
I believe there are three levels to skilling
Basic Skills
Skills for Mastery
Skills to Succeed
The first one is the beginner skill that gives you enough to start a job. The next level is where
you are skilling up to ensure that you are in sync with that is happening in your field, are
learning a few allied skills that will help you stay ahead or make you an expert in your domain
or ready you for your next career pivot. Finally there are a few skills that you will learn by
observation and by self-actualization. These skills are crucial to succeed and be a leader.
There are two kinds of people in this world. Some who believe that once the first level skilling is
done or they have attained proficiency in a particular field/skill there is nothing more to learn.
They grow complacent. At this stage the person will stop growing in knowledge and career.
They will reach a stagnation point and beyond that I suspect they will also lose the joy of
working.
Then there are others who will learn continuously. They will self-evaluate to understand their
strengths, needs of their profile and keep learning to improve on these strengths. They will
continue to acquire new skills that will take them to the next level or help them pivot to a
different goal. Always aim to be the second kind of people.
Are Skills Enough to Perform?
Let us start by accepting that skills are essential for any task. However are skills enough is a
question that needs dwelling upon. When we learn a skill, we need to be able to apply it. Only
after its application in the real world or your day to day business can you claim to be proficient
in it or be ready for the next position. The only way to know if you are ready to take on the next
role is by doing them proactively.
There is another way of looking at this. When you decide to learn a new skill, check your
readiness and the need for it in your current or next role. A skill that cannot be applied is
knowledge that is in cold storage. If you are in HR, learning to code might not really help you go
higher in your chosen career of HR, but if you are planning to be a coder and pivot your career
then it might be useful.
6. Finally there is the third level of skills that are behavioral or competency based. These latent
skills need to be harnessed and chiseled to form future leaders who will shape the organization.
These are also called soft skills by many.
Learnability, resilience, agility, empathy are the mark of a good leader. These attitudes, skills or
behaviors as you wish to call them are something that you can learn by observation and self-
assertion. Similarly, written and verbal communication, problem-solving, negotiation, creativity
are competencies that can be developed by formal and applied education.
To sum it up, are skills important – Yes, Can they be learnt – definitely, are skills enough –
Never.
I leave you with a very profound quote by John F Kennedy, "Leadership and learning are
indispensable to each other."
If you aim to be a leader, never stop learning and applying the knowledge that you gain in
training others, to help them grow.