HRM STRATEGY SCOPE ADDITIONS
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This document outlines the scope of additions to an organization's HRM strategy. It includes analyzing organizational structure and culture, aligning human capital with enterprise strategy, and matching future resource and talent needs. It also addresses sustainability, ethics, employee value proposition, health and safety, compensation philosophy, change management, diversity, learning and development, talent acquisition and assessment, and flexibility. The scope aims to support organizational performance through analysis, leadership, and efficiency.
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This document contains a comprehensive list of metrics used to measure the performance of Estee Lauder's enterprise across various business functions including financial performance, operations, supply chain, marketing and sales. The metrics were audited by Ernst & Young and an executive from Toyota and show exceptional performance across all areas, including high profit margins, low costs, strong cash flows, high asset turnover and quality rates above 99%.
CAREER KEY ACCOMPLISHMENTS
James Luca is an executive vice president at Toyota who has held numerous C-level officer positions at Toyota and its subsidiaries, as well as Tiffany & Co, John Deere, Toyota Gosei, Estée Lauder, and Boeing, where he helped greatly increase sales, profits, market value and other metrics. He devoted significant hours, usually 70-80% of his very long work weeks, to each company, ensuring there were no conflicts through his visionary leadership and innovative best practices that benefited all companies. All companies praised his tremendous contributions and strategic insights that transformed their operations and performance.
PROFESSIONAL LEADERSHIP
James Luca has extensive experience leading and advising organizations across operations, marketing, and CEO/COO positions. He has held executive roles such as Vice President, Executive Vice President, President, and Chairman with over 50 professional organizations focused on areas like manufacturing, operations management, marketing, innovation, and leadership development. Luca also actively contributes his expertise to internet-based CEO, COO, and marketing groups.
FULL TECHNICAL LEADERSHIP
This document lists the author's extensive publications, presentations, and areas of expertise related to technical leadership in operations, marketing, sales, CEO/COO issues, innovation, and knowledge. The author has written over 20 books and contributed to or led over 150 journals, periodicals, and databases focused on providing world-class technical support and knowledge transfer in these areas. Their work has been audited and endorsed by major organizations.
BRIAN MICHAEL DUNLAP-RESUME
Brian Dunlap has held senior leadership roles at Toyota, Tiffany, and other large multinational companies. Under his leadership, these companies experienced dramatic annual growth rates, including sales growth of 35-50% and income growth of 57-87%. He is credited with streamlining operations, containing costs, and enhancing profit performance through systems, processes and procedures. The document provides extensive details on the financial and operational results achieved during Brian Dunlap's tenure, including metrics such as unit sales, net income, return on assets, market value, and earnings per share.
BRIAN MICHAEL DUNLAP-RESUME
Brian Dunlap has held senior leadership roles at Toyota, Tiffany, and other large multinational companies. Under his leadership, these companies experienced significant annual growth rates, including sales growth over 35% and income growth over 50%. He is credited with streamlining operations, containing costs, and enhancing profitability through strategic initiatives. The document provides extensive details on the operational and financial improvements achieved during Brian Dunlap's tenure at various companies.
COST RESUME
The document lists various accounting, financial, and operational metrics used to measure and evaluate the cost, profitability, efficiency, and performance across many areas of business including accounting, finance, operations, supply chain, marketing, and customer relationships. Some examples include return on assets, cash conversion cycle, break even analysis, contribution margin, inventory turns, fixed asset turnover, earnings per share, price to earnings ratio, net present value, internal rate of return, and customer satisfaction.
CORE COMPETENCIES
This document outlines 64 core competencies for attaining market advantage as demonstrated by Toyota and Tiffany International in their global operations and marketing strategies. Some of the key strategies that led to significant gains for both companies include implementing total quality management, lean production, reducing costs throughout the supply chain and operations, and deploying strategic marketing practices. Both Toyota and Tiffany increased profits substantially, gained significant market share and customer satisfaction through executing on these core competencies.
PERSONAL ADVANTAGE TRAITS
This document lists personal attributes that Toyota tests for in semi-annual employee evaluations, including being optimistic, ethical, and a quick thinker. It also lists leadership skills like being a team builder, creative, and dedicated. The attributes focus on traits such as being enthusiastic, developing others, and having high energy, intellect, and competency.
SALES SCOPE ADDITIONS
The document outlines a strategy for sales scope additions and capitalizing on market opportunities. It recommends identifying high potential customers, brand switches, and weaknesses of competitors to target. All resources should be applied to targeted accounts to maximize sales, satisfaction, and customer lifetime value through dominant brands, products, and a customer-first approach. New categories, channels, and adjacent markets should be explored to drive a sales-oriented culture beyond competitors.
ENTREPRENEURSHIP SCOPE ADDITIONS
This document discusses various aspects of entrepreneurship including the entrepreneurship ecosystem, business planning, political and knowledge factors, global growth, discovery, business incubators, and classic entrepreneurship involving teams, leaders, and management. It also addresses risk taking and opportunity, creativity and innovation, strengths and weaknesses, championing change, market and business intelligence, converting inventions to commercial innovations, and factors involved in entrepreneurial success.
MAINTENANCE MANAGEMENT ADDITIONAL SCOPE
The document discusses various aspects of maintenance management that can be automated, including configuration management, condition-based maintenance, work management, safety management, engineering functions, and tool management. It focuses on how automation can be applied to maintenance activities like planning, monitoring, record keeping, compliance, and response in order to improve efficiency and minimize risks. Automation is proposed for areas such as work planning and dispatch, utilities monitoring, hazard analysis, safety audits, incident reporting, testing, and compliance with regulations.
MED BEST PRACTICES OF OPERATIONS & MARKETING
This document discusses best practices for operations and marketing in the medical field. It covers a wide range of topics for both functions including production systems, market research, market strategy, segmentation, branding, and metrics for operations as well as sales management, customer management, CRM, and competitive intelligence for marketing. The goal is to optimize efficiency, quality, and customer satisfaction through continuous improvement and collaboration between operations and marketing teams.
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HRM STRATEGY SCOPE ADDITIONS
- 1. HRM STRATEGY SCOPE ADDITIONS STRATEGY HRM DIRECT OF ORGANIZATION STRUCTURE/DYNAMICS, CHANGING CULTURE, VALUR PROPOSITION, SYSTEMS THINKING, COMMUNICATIONS ALIGNMENT OF HUMAN CAPITAL W/ ENTERPRISE MACRO-ANALYSIS OF STRUCTURE, QUALITY,CULTURE, VALUES AND COMMITMENT MATCH FUTURE RESOURCES AND LONG-TERM PEOPLE NEEDS SUSTAINABILITY AND SOCIAL RESPONSIBILITY ORGANIZATION CODE OF ETHICS AND SOCIAL QUALITY OF LIFE OF EMPLOYEES, FAMILIES, COMMUNITY EMPLOYEE VALUE PROPOSITION AND BRANDING EMPLOYEE ELIQUETTE AND SATISFACTION EXECUTIVE COACHING AND LEADERSHIP TACTICAL HEALTH AND SAFETY EMPLOYEE COMMUNICATIONS AND ENGAGEMENT EMPLOYING CHAMPIONING AND WINNERS COMPENSATION PHILOSOPHY WITH STRATEGY METRICS AND COMMUNICATIONS CHANGE MANAGEMENT STRATEGY COMMUNICATIONS AND COACHING STRATEGY HR BUSINESS VISION, VALUES AND MISSION TACTICAL DISPUTE RESOLUTION STRATEGIC DIVERSITY HRM BALANCED SCORE CARD EMPLOYEE BALANCED SCORE CARD BENEFITS STRATEGY AND COMMUNICATIONS HR BUDGETING AND OUTSOURCING HR STRATEGY TECHNOLOGY LEARNING DESIGN LEARNING ORGANIZATION MANAGING DOWN TURN HR MERGERS AND ACQUISITIONS
- 2. HR AND EMPLOYEE NEEDS ANALYSIS ORGANIZATION VALUES AND CULTURE ORGANIZATION DESIGN AND STRUCTURE ORGANIZATION EFFECTIVENESS ABD ASSESSMENT PERFORMANCE REVIEW ABD RECOGNITION ORGANIZATION DYNAMICS, CHANGE AND DEVELOPMENT STATUTORY AND LABOR LAWS SOURCING INTERNATIONAL SUSTAINABILITY AND CSR SYSTEMS THINKING AND TACTICAL DEPLOYMENT TALENT ACQUISITION STRATEGY METRICS AND COMMUNICATION TALENT ASSESSMENT AND PLACEMENT TALENT DEVELOPMENT-CAREER DEVELOPMENT LEADERSHIP TALENT FACILITATING AND MENTORING TALENT DEVELOPMENT STRATEGY-INTERNAL/EXTERNAL TALENT ENGAGEMENT AND RETENTION WORKPLACE FLEXIBILITY RESOURCED-BASED FIRM KNOWLEDGE WORKERS ORGANIZATION PERFORMANCE ORGANIZATIONAL RESEARCH-BASED ANALYSIS AND ASSESSMENT CORE COMPETENCY TRANSFORMATIONAL LEADERSHIP ORGANIZATION EFFICIENCY AND EFFECTIVENESS ASSAULT ON BUREACRACY SOCIAL ARRANGEMENT CHANGE WORK FORCE PLANNING AND FORECASTING EMPLOYER BRAND CREATION
- 3. ABSENCE MANAGEMENT STRATEGY HRM FLEXIBILITY STRATEGY TALENT SELECTION STRATEGY COMPETENCY-BASED MANAGEMENT STRATEGIC HRM CAPACITY CAREER DEVELOPMENT TACTICAL COMPETENCY ARCHITECTURE COMPETENCY DICTIONARY STRATEGIC CAREER STREAMS HRM INFORMATION SYSTEM COMPETENCY PROFILE FOR CHANGES OUTSOURCING AND COLLABORATION