Key trends in HR including Performance Management trends, digital workforce, evolution of Management Thinking, simplifying HR, SuccessFactors, Appificaiton of HR, Intelligent Services, analytics
Consulting Service Offerings - The right service for the right occasionTop Consulting Group
This document discusses how consulting firms can structure their service offerings to best meet client needs. It categorizes consulting services into four areas based on a client's capability and capacity: capacity augmentation, partnership delivery, direction setting and support, and advisory. The key takeaway is that tailoring services to a client's specific situation facilitates tangible results, creates appreciation for the services, and fosters future engagements. The discussion analyzes where a particular client falls and recommends direction setting and support to provide additional leadership and guidance to lower and middle management positions.
The candidate has over 10 years of experience in IT staffing and resource management. They have worked with many Fortune 500 clients across various industries, including information technology, oil and energy, healthcare, banking, telecommunications, and government. The candidate is passionate about building professional networks and sourcing candidates from a variety of online resources and social media platforms.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
The three-week Kellogg Executive Development Program equips high-potential mid-level and senior managers with business and leadership skills needed for general management roles. Participants complete an intensive analysis of key business functions, explore new strategies and theories, and enhance their leadership effectiveness. The immersive program includes case studies, simulations, and small group work with faculty to intensify learning.
The spotlight is on the Chief HR Officer in 2016. Can you elevate HR above administrative task management to become a true strategic partner to the CEO?
How do you create an innovative HR operation that delivers exciting, consistently business-aligned results?
Key trends in HR including Performance Management trends, digital workforce, evolution of Management Thinking, simplifying HR, SuccessFactors, Appificaiton of HR, Intelligent Services, analytics
Consulting Service Offerings - The right service for the right occasionTop Consulting Group
This document discusses how consulting firms can structure their service offerings to best meet client needs. It categorizes consulting services into four areas based on a client's capability and capacity: capacity augmentation, partnership delivery, direction setting and support, and advisory. The key takeaway is that tailoring services to a client's specific situation facilitates tangible results, creates appreciation for the services, and fosters future engagements. The discussion analyzes where a particular client falls and recommends direction setting and support to provide additional leadership and guidance to lower and middle management positions.
The candidate has over 10 years of experience in IT staffing and resource management. They have worked with many Fortune 500 clients across various industries, including information technology, oil and energy, healthcare, banking, telecommunications, and government. The candidate is passionate about building professional networks and sourcing candidates from a variety of online resources and social media platforms.
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
The three-week Kellogg Executive Development Program equips high-potential mid-level and senior managers with business and leadership skills needed for general management roles. Participants complete an intensive analysis of key business functions, explore new strategies and theories, and enhance their leadership effectiveness. The immersive program includes case studies, simulations, and small group work with faculty to intensify learning.
The spotlight is on the Chief HR Officer in 2016. Can you elevate HR above administrative task management to become a true strategic partner to the CEO?
How do you create an innovative HR operation that delivers exciting, consistently business-aligned results?
The document discusses the benefits of adopting an agile approach to software development and project management. Some key benefits mentioned include faster time to market, increased productivity, fewer defects, cost savings, and better employee engagement. Adopting agile approaches allows organizations to build high-quality products that customers value more quickly by delivering in short iterations and incorporating frequent customer feedback. It also helps reduce risks and eliminate waste compared to traditional sequential development methods. Successfully implementing agile requires changes not just to development teams but also to organizational structures, processes, and culture.
Short overview of global HR trends presented by Deloitte University Press in March 2016. Future is here, you just need to learn how to work in it and be successful.
Let the Innovators Innovate - How rethinking the engineering support model ca...Kelly Services
The document discusses how engineering firms can achieve sustainable product innovation through rethinking their workforce models. It argues that companies must embrace innovation to survive in today's competitive global market. However, many organizations face barriers to innovation such as risk aversion, low trust cultures, and a lack of focus on implementation. Additionally, engineering talent is often not utilized effectively as engineers are asked to manage products after launch rather than focusing on new ideas. The document suggests that for innovation to truly succeed, organizational leaders must make it a top priority through establishing formal programs, cultivating a culture of collaboration and creativity, and ensuring engineers can focus on innovation throughout the development process.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
This document discusses four major factors that are impacting and will continue to impact organizations and shaping the future of work: globalization, technology, consumerization, and generational differences. It provides implications for each factor, such as companies needing to develop employee agility to adapt to globalization, using new approaches to match talent to work as technologies change the nature of work, offering flexible policies and practices to meet consumer demands, and understanding different generational working styles to motivate and retain talent. The future of HR is also discussed as being driven by data through predictive analytics and digital engagement to improve business outcomes.
This document discusses trends for the future of HR and strategies for HR to tackle challenges. It outlines how the role of HR has evolved from social welfare and protection to strategic partner. It argues that customer and employee experience should be focal points for business strategies. The document proposes that HR can design meaningful employee experiences by focusing on interaction, messages, work systems, guidance and appreciation. This practice of employee experience design can position HR as a strategic function.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
This report summarizes recruiting trends in Denmark, Finland, Norway, and Sweden from 2016-2021. Key findings include:
1) Improving quality of hire and pipelining talent continue to be top priorities. Employer branding also grew as a priority and is a long-lasting trend.
2) Social professional networks are the top source of quality hires and continue growing. Measuring quality of hire effectively remains a challenge.
3) Sourcing passive talent is gaining ground as a long-lasting trend, along with utilizing social/professional networks and employer branding. Being a strategic talent advisor is also emerging.
Employees were surveyed about what factors are important in their careers. While work-life balance, job security, and financial rewards were universally rated as very important, there were differences among subgroups:
- Younger employees valued career advancement more than older employees.
- Women placed more importance on work-life balance, job security, and professional development than men, especially at early career stages.
- Asians and Europeans valued international opportunities far more than Americans.
However, what employees said was important did not always match what actually improved retention and commitment. Understanding these differences is key to attracting and retaining talent.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
The document discusses the challenges that organizations face in attracting and retaining top talent in a dynamic business environment. It notes that the availability of skilled workers is declining globally while demand is increasing, leaving companies competing intensely for talent. The imperative for organizations is to take a strategic and customized approach to talent management focusing on components like high potential development, leadership, and performance management in order to achieve competitive advantage.
The document summarizes key Nordic recruiting trends for 2015 based on a survey of over 6,000 talent acquisition leaders in 31 countries.
1) Hiring volumes and budgets in the Nordic countries are increasing for the first time in four years, widening the gap between hiring needs and budgets. This requires recruiting leaders to scale operations and do more with less.
2) Sourcing skilled talent is the top priority for both Nordic and global talent acquisition leaders. Social professional networks have increased as a source of quality hires in recent years.
3) The biggest obstacle for attracting talent in the Nordic is now lack of awareness or interest in companies rather than competition, which is a smaller issue
Global HR transformation strategies must focus on developing capabilities that enable business strategies by supporting growth, globalization, talent management, and managing risks and costs. HR functions should establish capabilities that are business-driven, scalable, repeatable, and standardized to effectively support companies as they navigate changing market forces and pursue growth opportunities. Looking ahead, HR must adapt by delivering more than just efficient operations - it must develop forward-thinking capabilities that allow businesses to leverage HR's strengths in their strategic planning.
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...Tom Hood, CPA,CITP,CGMA
The # 1 challenge facing CPAs, Accounting and Finance Professionals is 'not enough time' who creates the equivalent of a gravitational pull of the past when it comes to changing their mindsets and thinking. How will we go from a historical perspective to a more future-focused, from rearview mirror to windshield and from being reactive to proactive?
Our latest research from the Business Learning Institute sows the critical competencies that will make a difference have not changed in the past seven years. What has changed is the gravitational pull has gotten worse as we enter what Josh Bersin calls the age of the 'overwhelmed employee'.
What we need is a new approach to learning these critical competencies. A blended approach that uses nano-learning nuggets (very short 2-3 minute single-concept videos), rapid application templates to apply each concept to the business, and a series of job aids and performance support tools to turn the learning into immediate on the job application. This is our award-winning Anticipatory Organization learning system by Burrus Research. In about one third of the time as traditional CPE, CPAs and accounting and finance professionals can learn the critical competencies of:
Anticipation; Strategic Thinking; External Awareness; Vision; Continuous Learning; Innovation ;Creativity; Problem Solving; Prioritization; Business Acumen; Decisiveness; Influencing/Persuading; Emotional Intelligence; Consensus Building; Collaboration; Inspiration; Risk Management; and Communication.
The Anticipatory Organization can support an entire cultural shift for an organization or team with the added implementation guide and collaboration tools. See more at http://www.blionline.org/ao
Our new MBA Express is another option to create or add a series of critical success skills to your technical training portfolio in on-site, on-line and on-demand learning formats. http://blionline.org/featured/8-hour-mba/
We believe we need new approaches and new tools to break the pull of the past and the inertia from 'overwhelmed employees'. These exciting new learning formats are one step in this direction.
Accounting Today Editor, Daniel Hood said this after selecting the Anticipatory Organization as a Top Product for 2016 in the Learning Category, “Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.”
The document discusses the benefits of adopting an agile approach to software development and project management. Some key benefits mentioned include faster time to market, increased productivity, fewer defects, cost savings, and better employee engagement. Adopting agile approaches allows organizations to build high-quality products that customers value more quickly by delivering in short iterations and incorporating frequent customer feedback. It also helps reduce risks and eliminate waste compared to traditional sequential development methods. Successfully implementing agile requires changes not just to development teams but also to organizational structures, processes, and culture.
Short overview of global HR trends presented by Deloitte University Press in March 2016. Future is here, you just need to learn how to work in it and be successful.
Let the Innovators Innovate - How rethinking the engineering support model ca...Kelly Services
The document discusses how engineering firms can achieve sustainable product innovation through rethinking their workforce models. It argues that companies must embrace innovation to survive in today's competitive global market. However, many organizations face barriers to innovation such as risk aversion, low trust cultures, and a lack of focus on implementation. Additionally, engineering talent is often not utilized effectively as engineers are asked to manage products after launch rather than focusing on new ideas. The document suggests that for innovation to truly succeed, organizational leaders must make it a top priority through establishing formal programs, cultivating a culture of collaboration and creativity, and ensuring engineers can focus on innovation throughout the development process.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
This document discusses four major factors that are impacting and will continue to impact organizations and shaping the future of work: globalization, technology, consumerization, and generational differences. It provides implications for each factor, such as companies needing to develop employee agility to adapt to globalization, using new approaches to match talent to work as technologies change the nature of work, offering flexible policies and practices to meet consumer demands, and understanding different generational working styles to motivate and retain talent. The future of HR is also discussed as being driven by data through predictive analytics and digital engagement to improve business outcomes.
This document discusses trends for the future of HR and strategies for HR to tackle challenges. It outlines how the role of HR has evolved from social welfare and protection to strategic partner. It argues that customer and employee experience should be focal points for business strategies. The document proposes that HR can design meaningful employee experiences by focusing on interaction, messages, work systems, guidance and appreciation. This practice of employee experience design can position HR as a strategic function.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
This report summarizes recruiting trends in Denmark, Finland, Norway, and Sweden from 2016-2021. Key findings include:
1) Improving quality of hire and pipelining talent continue to be top priorities. Employer branding also grew as a priority and is a long-lasting trend.
2) Social professional networks are the top source of quality hires and continue growing. Measuring quality of hire effectively remains a challenge.
3) Sourcing passive talent is gaining ground as a long-lasting trend, along with utilizing social/professional networks and employer branding. Being a strategic talent advisor is also emerging.
Employees were surveyed about what factors are important in their careers. While work-life balance, job security, and financial rewards were universally rated as very important, there were differences among subgroups:
- Younger employees valued career advancement more than older employees.
- Women placed more importance on work-life balance, job security, and professional development than men, especially at early career stages.
- Asians and Europeans valued international opportunities far more than Americans.
However, what employees said was important did not always match what actually improved retention and commitment. Understanding these differences is key to attracting and retaining talent.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
The document discusses the challenges that organizations face in attracting and retaining top talent in a dynamic business environment. It notes that the availability of skilled workers is declining globally while demand is increasing, leaving companies competing intensely for talent. The imperative for organizations is to take a strategic and customized approach to talent management focusing on components like high potential development, leadership, and performance management in order to achieve competitive advantage.
The document summarizes key Nordic recruiting trends for 2015 based on a survey of over 6,000 talent acquisition leaders in 31 countries.
1) Hiring volumes and budgets in the Nordic countries are increasing for the first time in four years, widening the gap between hiring needs and budgets. This requires recruiting leaders to scale operations and do more with less.
2) Sourcing skilled talent is the top priority for both Nordic and global talent acquisition leaders. Social professional networks have increased as a source of quality hires in recent years.
3) The biggest obstacle for attracting talent in the Nordic is now lack of awareness or interest in companies rather than competition, which is a smaller issue
Global HR transformation strategies must focus on developing capabilities that enable business strategies by supporting growth, globalization, talent management, and managing risks and costs. HR functions should establish capabilities that are business-driven, scalable, repeatable, and standardized to effectively support companies as they navigate changing market forces and pursue growth opportunities. Looking ahead, HR must adapt by delivering more than just efficient operations - it must develop forward-thinking capabilities that allow businesses to leverage HR's strengths in their strategic planning.
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...Tom Hood, CPA,CITP,CGMA
The # 1 challenge facing CPAs, Accounting and Finance Professionals is 'not enough time' who creates the equivalent of a gravitational pull of the past when it comes to changing their mindsets and thinking. How will we go from a historical perspective to a more future-focused, from rearview mirror to windshield and from being reactive to proactive?
Our latest research from the Business Learning Institute sows the critical competencies that will make a difference have not changed in the past seven years. What has changed is the gravitational pull has gotten worse as we enter what Josh Bersin calls the age of the 'overwhelmed employee'.
What we need is a new approach to learning these critical competencies. A blended approach that uses nano-learning nuggets (very short 2-3 minute single-concept videos), rapid application templates to apply each concept to the business, and a series of job aids and performance support tools to turn the learning into immediate on the job application. This is our award-winning Anticipatory Organization learning system by Burrus Research. In about one third of the time as traditional CPE, CPAs and accounting and finance professionals can learn the critical competencies of:
Anticipation; Strategic Thinking; External Awareness; Vision; Continuous Learning; Innovation ;Creativity; Problem Solving; Prioritization; Business Acumen; Decisiveness; Influencing/Persuading; Emotional Intelligence; Consensus Building; Collaboration; Inspiration; Risk Management; and Communication.
The Anticipatory Organization can support an entire cultural shift for an organization or team with the added implementation guide and collaboration tools. See more at http://www.blionline.org/ao
Our new MBA Express is another option to create or add a series of critical success skills to your technical training portfolio in on-site, on-line and on-demand learning formats. http://blionline.org/featured/8-hour-mba/
We believe we need new approaches and new tools to break the pull of the past and the inertia from 'overwhelmed employees'. These exciting new learning formats are one step in this direction.
Accounting Today Editor, Daniel Hood said this after selecting the Anticipatory Organization as a Top Product for 2016 in the Learning Category, “Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.”
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
1. HR Trends, ZF 2016- my takeaways
corrective feedback
delivered correctly is
what 92% of
employees
appreciate positively
5min feedback
about someone’s
progress brings in
most positive impact
on performance
combine marketing and HR for
unconventional/out of the box
recruiting
:https://www.youtube.com/wa
tch?v=5im9ZA3WK3w
recruit passionate people by
problem solving method e.g.
famous Google add { first 10-
digit prime found in
consecutive digits of e}.com
(my favorite is the new in-
app code challenge from
Uber)
10% of a manager
time is used for
growing people,
rest is firefighting
and other
operational staff
employee satisfaction doesn’t
matter in a winning culture
http://www.gallup.com/opinio
n/chairman/171302/employe
e-satisfaction-doesn-
matter.aspx