Social Media Planning | Project Management Institute NYCToby Elwin
Communication planning strategy in a social media world. This deck outlines some steps to coordinate effort and is helpful for non-profit and volunteer groups to partner in social media effort.
Keynote presentation for Project Management Institute, New York City chapter meeting. Agile project management principles to launch, manage, and measure your social media Identity. For a PowerPoint version please see: http://j.mp/SM-Agile
The presentation is focused on the career development for people in involved in tech industry, targets software engineers specifically but is helpful for any other discipline.
Topics include:
- Manager
- Organization
- Team
- Projects
- Career Strategies
Master slides from PRFest on Thursday, 14 June 2018.
Slides include:
- Laura Sutherland, PRFest Founder, opening and over view of industry developments
- Ella Minty, internationalising public relations
- Andy Barr, link building
- Jenni Fields, internal communications
- Padraig McKeon, the skills we are known for and the future of public relations
- Amanda Coleman and Jen Green, the Road to Recovery
- Anne-Marie Lacey and Laura Richards, human-led design
For full details about PRFest and to sign up to emails, check out www.prfest.co.uk
Calls for pitches to speak at PRFest 2019 will be out in September 2018. Watch #PRFest for tweets
Your organization produces a lot of content, but does it have purpose? Does it help meet strategic goals and encourage member engagement? In this in-depth workshop, learn how to create a content strategy that works. Through small group exercises and real world examples, you will learn to break down content strategy into its parts, build from the information you may already have, and incorporate tactics and processes to make your digital communications successful. Attendees will get access to a workbook of ideas and learn tactics to use in your organization.
Content strategy workshop at the 2015 ASAE Tech Conference, given with Dina Lewis, CAE, president, Distilled Logic LLC and Carrie Hane Dennison, content and digital strategist
This presentation was given to Loyola University (Maryland) Accounting Alumni Circle on November 18, 2015. It includes our latest research in trends and issues facing the accounting and finance profession from the Business Learning Institute.
It also covers the programs and initiatives of the Maryland Association of CPAs in the context of Hard Trends and our work with world renowned futurist, Daniel Burrus.
Gov't Regulation
Demographics and Talent Pipeline
Technology
The exponential pace of change has created an environment best described as VUCA. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency—how to accurately anticipate the future. The key to success in this fast-changing environment is to commit to changing before you are being forced to. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager.
• Anticipate marketplace trends that will shape future markets
• Understand emerging innovation faster
• Identify opportunities
• Develop clear actionable steps to accelerate growth for the
organization and its customers
Learning the skill of anticipation and being proactive for CPAs, accounting and finance professionals
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
The shift change is different in five fundamental areas that are radically changing:
1. Technology - hyper-connected, mobile, social, cloud, and big data.
2. Generations - Generation gap, generation lap, and 2 for 1 (Boomers to Xers).
3. Workplace - Work is no longer a place we go, but what we do - open, collaborative, and flexible.
4. Leadership - A recent Harvard Business Publishing study found only 32% of business leaders believe that their organizations have the right leadership to achieve their strategic goals and cope with the current business environment.
5. Learning - L>C, flipped classrooms, participation and engagement are the new normal.
The cause of the shift change is the rapidly changing and complex hyper-competitive environment which has become the new normal. The key to managing this shift change is a very simple, but very big idea - develop your talent and Keep your L>C.
The winners of this shift change will be those who can keep their rate of learning greater than the rate of change and greater than their competition. This is true for the organizations as well as individuals. The secret to talent development and L>C is in the 4 C's - Competencies, Career Path, Curriculum, and Cloud Learning.
Creating a Successful Social Recruitment StrategyManish Grover
I made this presentation at the HCMNext 2013 Conference on Social Media in Human Capital Management. The delegates were HR Practitioners and Professionals from IT, ITES, Manufacturing, Automotive and Pharma Industries.
Social Media Planning | Project Management Institute NYCToby Elwin
Communication planning strategy in a social media world. This deck outlines some steps to coordinate effort and is helpful for non-profit and volunteer groups to partner in social media effort.
Keynote presentation for Project Management Institute, New York City chapter meeting. Agile project management principles to launch, manage, and measure your social media Identity. For a PowerPoint version please see: http://j.mp/SM-Agile
The presentation is focused on the career development for people in involved in tech industry, targets software engineers specifically but is helpful for any other discipline.
Topics include:
- Manager
- Organization
- Team
- Projects
- Career Strategies
Master slides from PRFest on Thursday, 14 June 2018.
Slides include:
- Laura Sutherland, PRFest Founder, opening and over view of industry developments
- Ella Minty, internationalising public relations
- Andy Barr, link building
- Jenni Fields, internal communications
- Padraig McKeon, the skills we are known for and the future of public relations
- Amanda Coleman and Jen Green, the Road to Recovery
- Anne-Marie Lacey and Laura Richards, human-led design
For full details about PRFest and to sign up to emails, check out www.prfest.co.uk
Calls for pitches to speak at PRFest 2019 will be out in September 2018. Watch #PRFest for tweets
Your organization produces a lot of content, but does it have purpose? Does it help meet strategic goals and encourage member engagement? In this in-depth workshop, learn how to create a content strategy that works. Through small group exercises and real world examples, you will learn to break down content strategy into its parts, build from the information you may already have, and incorporate tactics and processes to make your digital communications successful. Attendees will get access to a workbook of ideas and learn tactics to use in your organization.
Content strategy workshop at the 2015 ASAE Tech Conference, given with Dina Lewis, CAE, president, Distilled Logic LLC and Carrie Hane Dennison, content and digital strategist
This presentation was given to Loyola University (Maryland) Accounting Alumni Circle on November 18, 2015. It includes our latest research in trends and issues facing the accounting and finance profession from the Business Learning Institute.
It also covers the programs and initiatives of the Maryland Association of CPAs in the context of Hard Trends and our work with world renowned futurist, Daniel Burrus.
Gov't Regulation
Demographics and Talent Pipeline
Technology
The exponential pace of change has created an environment best described as VUCA. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency—how to accurately anticipate the future. The key to success in this fast-changing environment is to commit to changing before you are being forced to. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager.
• Anticipate marketplace trends that will shape future markets
• Understand emerging innovation faster
• Identify opportunities
• Develop clear actionable steps to accelerate growth for the
organization and its customers
Learning the skill of anticipation and being proactive for CPAs, accounting and finance professionals
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
The shift change is different in five fundamental areas that are radically changing:
1. Technology - hyper-connected, mobile, social, cloud, and big data.
2. Generations - Generation gap, generation lap, and 2 for 1 (Boomers to Xers).
3. Workplace - Work is no longer a place we go, but what we do - open, collaborative, and flexible.
4. Leadership - A recent Harvard Business Publishing study found only 32% of business leaders believe that their organizations have the right leadership to achieve their strategic goals and cope with the current business environment.
5. Learning - L>C, flipped classrooms, participation and engagement are the new normal.
The cause of the shift change is the rapidly changing and complex hyper-competitive environment which has become the new normal. The key to managing this shift change is a very simple, but very big idea - develop your talent and Keep your L>C.
The winners of this shift change will be those who can keep their rate of learning greater than the rate of change and greater than their competition. This is true for the organizations as well as individuals. The secret to talent development and L>C is in the 4 C's - Competencies, Career Path, Curriculum, and Cloud Learning.
Creating a Successful Social Recruitment StrategyManish Grover
I made this presentation at the HCMNext 2013 Conference on Social Media in Human Capital Management. The delegates were HR Practitioners and Professionals from IT, ITES, Manufacturing, Automotive and Pharma Industries.
The latest study from the ADP Research Institute® presents key considerations for leaders to keep pace with the rapidly changing needs of a global workforce.
Creating a Social Networking Recruitment StrategyCielo
Social networking sites are an important tool in a recruiter’s toolbox. However rather than dipping your toe in the water and experimenting tactically, it’s important to take a step back and think about your overall strategic approach to using social media for recruiting.
A well thought-out, coordinated strategy will ensure that your company’s recruitment message is clear, that the various online channels are integrated, and that everything you do in the web environment helps attract top-level talent and enhances your employment brand.
During this webinar sponsored by ADP, you’ll learn the best practices for creating a social networking recruiting strategy. Michelle Krier, Marketing Services Manager for Pinstripe, will explain:
* What social media is and why it’s important to have a social media strategy specifically for your recruiting function
* How to build a social networking strategy for recruitment (and how it integrates with your company’s overall social media strategy)
* What an integrated strategy looks like via a case study
* The organizational benefits of a social networking recruitment strategy, and
* How to measure success
Watch this course for a deep dive on building strategic L&D: https://www.linkedin.com/learning/organizational-learning-and-development
Workplace learning is evolving, and modern learning pros are facing new learning trends, challenges, and solutions. Join the LinkedIn Learning team and Britt Andreatta for a live overview of our new research from the 2017 Workplace Learning Report.
Together, we'll explore:
- Top learning trends and challenges uncovered
- Strategies for transitioning from a "service provider" to strategic business partner
- Tips for proving the value of learning to leaders and learners
- Insights to help inform your talent development strategies in 2017 and beyond
Recent research from the AICPA says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency–how to accurately anticipate the future. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager. At the end of the session participants will set actionable steps to elevate and accelerate their organization’s strategy.
10 Tips on New Hire Orientation & OnboardingEduson.tv
- 69% of employees choose to stay in the company as a result of onboarding program.
- It takes 1 year for an average new employee to become fully productive.
- 49% of millennials claim they need a better onboarding process.
In this white paper you’ll get:
- 10 tips on better onboarding with infographics.
- Best practices from global brands (IBM, Toyota, Master Card, etc.).
- 2 big onboarding mistakes you are likely to make.
The role of People Analytics in recruitingDavid Green
The slides from my keynote at Social Recruiting Days in Berlin in September 2017.
The speech covered:
- What is people analytics and why is it growing in importance
- 'Best' practices of companies that are leading the way with people analytics
- Case studies from the likes of IBM, Cisco, LinkedIn and Virgin Media
- Trends in people analytics and digital HR
- Ethics, privacy and trust
There is also a video recording of the speech, which can be accessed here: https://www.youtube.com/watch?v=lk6ZK5vHdE0
Live Webcast: LinkedIn Marketing Solutions 101LinkedIn
Learn how to manage the content and insights on a company page, track your content’s engagement through our insight tags, and tap into demographic data through LinkedIn data overlayed on your website traffic.
A content strategy case study: Where we started, what we did, what we found, lessons learned. With a strong, solid foundation of knowledge, creating sustainable guidelines comes together more smoothly and easily
A recent Bersin survey pointed out that just 28 percent of organizations have “good” or “very good” levels of proficiency in basic data literacy skills. And that makes sense, because it often feels like you need a statistics degree to understand HR analytics. But the truth is, you don’t need a degree. You just need to know what to look for and how to turn that into meaningful conclusions. Degreed and Watershed are here to help.Join us for Data Fluency for Dummies.
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
Recruiting is arguably the HR function with highest visibility across every organization. Talent acquisition remains an ever-present concern for business leaders who risk declines in productivity if they can't fill their talent pipeline. To ensure success, HR teams need be vigilant about measuring the effectiveness of the hiring process.
But that's easier said than done. While plenty of applicant tracking systems and other recruiting tools are set up to report on hiring activities, rates, and costs, they typically stop tracking applicants as soon as they're hired. Because of that crucial limitation—and because data about the long-term performance of the workforce inevitably lives in a vast array of disconnected systems—measuring the lasting impact of the recruiting process becomes a daunting, insurmountable task.
Join workforce expert Ian Cook or this one-hour session to learn how talent acquisition teams can get past those hurdles to uncover insights from beyond their ATS that will help them:
Discover which hiring activities improve quality of hire across the full employee lifecycle
Optimize the recruiting process to target and hire candidates proven to have the best business impact over the long term
Create more accurate hiring plans that draw on historical rates for turnover and hiring success
Choose the right mix of FTE, agency, and RPO recruiting by comparing costs over time for each option
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
What is the accounting professionals' role in creating a culture of innovation? How are CPA Firms innovating? Reinventing themselves? Creating magnetic cultures?
Studies are showing a growing expectation for accounting professionals to lead these initiatives. In this session we will discuss tactics to foster innovation in your firms, technology's role and advising clients to do the same through tools you provide.
This session covers the latest research from the Business Learning Institute (BLI) about what it takes to create a magnetic firm culture and scores the latest issues facing CPA firms, top skills needed, and an innovation index.
From a session at the CPAFMA National Practice Management Conference in Baltimore in 2016.
For more information see www.blionline.org
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
MACPA and the Business Learning Institute release the first nano-learning course for CPAs, accounting and finance professionals that meets the new CPE standards.
NASBA and the AICPA approved the revisions to the Statement on Standards for Continuing Professional Education (CPE) Programs (Standards) effective September 1, 2016. Among the most significant changes to the Standards is the addition of two new instructional delivery methods: nano learning and blended learning.
The Maryland Association of CPAs and its Business Learning Institute believe that Learning is THE only competitive advantage in this rapidly changing world. They have been on the forefront of learning for the past ten years. Since passing nano-learning in 2015 at the Maryland State Board of Public Accounting, they have been integrating new formats of learning to make learning continuous, engaging and ultimately transformative. The Anticipatory Organization: Accounting and Finance Edition is THE First nano-learning program in North America for accounting and finance professionals. Winner of the Accounting Today 2016 Product of the Year in the learning category. This program combines nano learning format (three to four minute single concept videos) with rapid application exercises to accelerate learning of complex competencies in less times than traditional CPE / CPD programs.
MACPA and its Business Learning Institute have pioneered new methods of learning including second life (CPA Island), remote collaboration via the ThinkTank platform, participation engagement via conferences.io and their #MBSN Management by Sticky Notes collaboration process.
Here are five ways we are changing up learning:
Social;
Mobile / nano, or “Just When You Need It” learning;
Cloud: In what we call the four Cs of talent development, the AICPA Navigator allows us to offer Competencies, Career Path, and a Curriculum on a Cloud-based learning platform that allows firms and companies to move their talent development to a strategic and systematic approach;
Collaborative: MBSN (Management By Sticky Notes), Conferences.io, and the ThinkTank Collaboration platform are highly engaging ways of increasing learning through involvement (see our post on LinkedIn);
Competency-based learning: With our Bounce framework (which maps BLI programs to the new CGMA Competency framework) and our new program to develop a special self-directed action learning program to build a competency around anticipation and strategic thinking.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
Today, the world of professional education, and accordingly the accounting profession, is migrating toward a competencies-based learning approach. But what are the most critical competencies for practitioners and firms to thrive in today’s ever changing, fast paced business environment?
Research from the Business Learning Institute identified the Top 5 Competencies for CPAs, accounting and financial professionals as:
1. Strategic & Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
In addition, research from CPA.COM shows that only 8% of CPAs are future ready. Future Ready is the Is the capacity to be ANTICIPATORY (aware, predictive and adaptive) of emerging technology and trends in business, demographics, and the social environment impacting your organization and industry.
Together this group of skills and competencies have been researched with a leading global futurist who has put together an innovative learning system, the Anticipatory Organization: Accounting and Finance Edition which is being used to transform firm cultures to build and enhance proactive business advisor skills.
Most of us wish we had the power to predict future trends, and would benefit by learning tactics to do so. Daniel Burrus is one of the world’s leading technology forecasters and innovation experts and the featured keynoter speaker at this year’s DCPA16. He is globally recognized for his exceptional 30+ year record of accurately predicting how technological, social, and business forces converge to create untapped opportunities.
Joey Havens, Executive Partner at Horne, LLP (A top 50 CPA Firm) discusses how he has used the Anticipatory Organization as a foundational learning system throughout his firm. He is requiring his whole firm of 400+ professionals to take this and running collaboration sessions by practice areas to create group learning and a shared language around anticipatory thinking that is being applied inside the firm and outside with clients.
This presentation is from the July 20th, 2016 webcast by CPA.COM. CPA.com President and CEO, Erik Asgeirsson as he discusses the critical Anticipatory competency with Daniel Burrus, HORNE LLP executive partner Joey Havens and the CEO of the Maryland Association of CPAs and the Business Learning Institute, Tom Hood.
For more information http://www.blionline.org/ao
You will learn:
Why anticipation is the critical competency for today's accounting and finance professionals
The difference between hard trends and soft trends
Why it is important to identify trend types
Use cases of how these skills are being used in the profession
How this learning system can be used as a foundational skill set to help CPAs and accounting professionals be more proactive business advisors.
What are the Top Competencies (Knowledge, Skills and Abilities) needed by CPAs, Accounting and Finance Professionals today?
The Business Learning Institute shares its latest research and correlates it with other leading global research (Conference Board, AICPA, CGMA, IFAC, CPA Canada, Burrus Research, Bersin by Deloitte). These skills were identified and then surveyed across over 1,000 finance and accounting professionals to identify the top five skills needed today.
In our survey work at the Business Learning Institute (http://www.blionline.org) we found that the top five skills ranked by survey respondents covered 75% or everyone's top five list, providing a great starting point for skills development and targeting in talent development.
1. Strategic and Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
BLI also developed a framework, called The Bounce to describe the career trajectory of today's finance and accounting professional. The Bounce is the natural career trajectory for accounting and finance professionals. It talks about the process of acquiring technical mastery in the early career and beginning to supplement wit the critical skills (competencies) needed for long-term success. BLI has been leading the training and development of accounting and finance with these ‘success skills’ for eighteen years.
The Business Learning Institute (BLI) is the largest talent development and and learning provider to CPAs, accounting and finance professionals in the US. We bring our leading approach to ‘success skills’ and competency-based curriculums to the leading organizations, public companies and CPA firms all over North America.
Venture capitalists influenced significantly the information and industrial technology revolution of the twentieth century. If we want to make up for lost time in Africa, it would be perhaps time to solicit the creation and access of funds from Capital Risks.
The latest study from the ADP Research Institute® presents key considerations for leaders to keep pace with the rapidly changing needs of a global workforce.
Creating a Social Networking Recruitment StrategyCielo
Social networking sites are an important tool in a recruiter’s toolbox. However rather than dipping your toe in the water and experimenting tactically, it’s important to take a step back and think about your overall strategic approach to using social media for recruiting.
A well thought-out, coordinated strategy will ensure that your company’s recruitment message is clear, that the various online channels are integrated, and that everything you do in the web environment helps attract top-level talent and enhances your employment brand.
During this webinar sponsored by ADP, you’ll learn the best practices for creating a social networking recruiting strategy. Michelle Krier, Marketing Services Manager for Pinstripe, will explain:
* What social media is and why it’s important to have a social media strategy specifically for your recruiting function
* How to build a social networking strategy for recruitment (and how it integrates with your company’s overall social media strategy)
* What an integrated strategy looks like via a case study
* The organizational benefits of a social networking recruitment strategy, and
* How to measure success
Watch this course for a deep dive on building strategic L&D: https://www.linkedin.com/learning/organizational-learning-and-development
Workplace learning is evolving, and modern learning pros are facing new learning trends, challenges, and solutions. Join the LinkedIn Learning team and Britt Andreatta for a live overview of our new research from the 2017 Workplace Learning Report.
Together, we'll explore:
- Top learning trends and challenges uncovered
- Strategies for transitioning from a "service provider" to strategic business partner
- Tips for proving the value of learning to leaders and learners
- Insights to help inform your talent development strategies in 2017 and beyond
Recent research from the AICPA says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency–how to accurately anticipate the future. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager. At the end of the session participants will set actionable steps to elevate and accelerate their organization’s strategy.
10 Tips on New Hire Orientation & OnboardingEduson.tv
- 69% of employees choose to stay in the company as a result of onboarding program.
- It takes 1 year for an average new employee to become fully productive.
- 49% of millennials claim they need a better onboarding process.
In this white paper you’ll get:
- 10 tips on better onboarding with infographics.
- Best practices from global brands (IBM, Toyota, Master Card, etc.).
- 2 big onboarding mistakes you are likely to make.
The role of People Analytics in recruitingDavid Green
The slides from my keynote at Social Recruiting Days in Berlin in September 2017.
The speech covered:
- What is people analytics and why is it growing in importance
- 'Best' practices of companies that are leading the way with people analytics
- Case studies from the likes of IBM, Cisco, LinkedIn and Virgin Media
- Trends in people analytics and digital HR
- Ethics, privacy and trust
There is also a video recording of the speech, which can be accessed here: https://www.youtube.com/watch?v=lk6ZK5vHdE0
Live Webcast: LinkedIn Marketing Solutions 101LinkedIn
Learn how to manage the content and insights on a company page, track your content’s engagement through our insight tags, and tap into demographic data through LinkedIn data overlayed on your website traffic.
A content strategy case study: Where we started, what we did, what we found, lessons learned. With a strong, solid foundation of knowledge, creating sustainable guidelines comes together more smoothly and easily
A recent Bersin survey pointed out that just 28 percent of organizations have “good” or “very good” levels of proficiency in basic data literacy skills. And that makes sense, because it often feels like you need a statistics degree to understand HR analytics. But the truth is, you don’t need a degree. You just need to know what to look for and how to turn that into meaningful conclusions. Degreed and Watershed are here to help.Join us for Data Fluency for Dummies.
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
Recruiting is arguably the HR function with highest visibility across every organization. Talent acquisition remains an ever-present concern for business leaders who risk declines in productivity if they can't fill their talent pipeline. To ensure success, HR teams need be vigilant about measuring the effectiveness of the hiring process.
But that's easier said than done. While plenty of applicant tracking systems and other recruiting tools are set up to report on hiring activities, rates, and costs, they typically stop tracking applicants as soon as they're hired. Because of that crucial limitation—and because data about the long-term performance of the workforce inevitably lives in a vast array of disconnected systems—measuring the lasting impact of the recruiting process becomes a daunting, insurmountable task.
Join workforce expert Ian Cook or this one-hour session to learn how talent acquisition teams can get past those hurdles to uncover insights from beyond their ATS that will help them:
Discover which hiring activities improve quality of hire across the full employee lifecycle
Optimize the recruiting process to target and hire candidates proven to have the best business impact over the long term
Create more accurate hiring plans that draw on historical rates for turnover and hiring success
Choose the right mix of FTE, agency, and RPO recruiting by comparing costs over time for each option
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
What is the accounting professionals' role in creating a culture of innovation? How are CPA Firms innovating? Reinventing themselves? Creating magnetic cultures?
Studies are showing a growing expectation for accounting professionals to lead these initiatives. In this session we will discuss tactics to foster innovation in your firms, technology's role and advising clients to do the same through tools you provide.
This session covers the latest research from the Business Learning Institute (BLI) about what it takes to create a magnetic firm culture and scores the latest issues facing CPA firms, top skills needed, and an innovation index.
From a session at the CPAFMA National Practice Management Conference in Baltimore in 2016.
For more information see www.blionline.org
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
MACPA and the Business Learning Institute release the first nano-learning course for CPAs, accounting and finance professionals that meets the new CPE standards.
NASBA and the AICPA approved the revisions to the Statement on Standards for Continuing Professional Education (CPE) Programs (Standards) effective September 1, 2016. Among the most significant changes to the Standards is the addition of two new instructional delivery methods: nano learning and blended learning.
The Maryland Association of CPAs and its Business Learning Institute believe that Learning is THE only competitive advantage in this rapidly changing world. They have been on the forefront of learning for the past ten years. Since passing nano-learning in 2015 at the Maryland State Board of Public Accounting, they have been integrating new formats of learning to make learning continuous, engaging and ultimately transformative. The Anticipatory Organization: Accounting and Finance Edition is THE First nano-learning program in North America for accounting and finance professionals. Winner of the Accounting Today 2016 Product of the Year in the learning category. This program combines nano learning format (three to four minute single concept videos) with rapid application exercises to accelerate learning of complex competencies in less times than traditional CPE / CPD programs.
MACPA and its Business Learning Institute have pioneered new methods of learning including second life (CPA Island), remote collaboration via the ThinkTank platform, participation engagement via conferences.io and their #MBSN Management by Sticky Notes collaboration process.
Here are five ways we are changing up learning:
Social;
Mobile / nano, or “Just When You Need It” learning;
Cloud: In what we call the four Cs of talent development, the AICPA Navigator allows us to offer Competencies, Career Path, and a Curriculum on a Cloud-based learning platform that allows firms and companies to move their talent development to a strategic and systematic approach;
Collaborative: MBSN (Management By Sticky Notes), Conferences.io, and the ThinkTank Collaboration platform are highly engaging ways of increasing learning through involvement (see our post on LinkedIn);
Competency-based learning: With our Bounce framework (which maps BLI programs to the new CGMA Competency framework) and our new program to develop a special self-directed action learning program to build a competency around anticipation and strategic thinking.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
Today, the world of professional education, and accordingly the accounting profession, is migrating toward a competencies-based learning approach. But what are the most critical competencies for practitioners and firms to thrive in today’s ever changing, fast paced business environment?
Research from the Business Learning Institute identified the Top 5 Competencies for CPAs, accounting and financial professionals as:
1. Strategic & Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
In addition, research from CPA.COM shows that only 8% of CPAs are future ready. Future Ready is the Is the capacity to be ANTICIPATORY (aware, predictive and adaptive) of emerging technology and trends in business, demographics, and the social environment impacting your organization and industry.
Together this group of skills and competencies have been researched with a leading global futurist who has put together an innovative learning system, the Anticipatory Organization: Accounting and Finance Edition which is being used to transform firm cultures to build and enhance proactive business advisor skills.
Most of us wish we had the power to predict future trends, and would benefit by learning tactics to do so. Daniel Burrus is one of the world’s leading technology forecasters and innovation experts and the featured keynoter speaker at this year’s DCPA16. He is globally recognized for his exceptional 30+ year record of accurately predicting how technological, social, and business forces converge to create untapped opportunities.
Joey Havens, Executive Partner at Horne, LLP (A top 50 CPA Firm) discusses how he has used the Anticipatory Organization as a foundational learning system throughout his firm. He is requiring his whole firm of 400+ professionals to take this and running collaboration sessions by practice areas to create group learning and a shared language around anticipatory thinking that is being applied inside the firm and outside with clients.
This presentation is from the July 20th, 2016 webcast by CPA.COM. CPA.com President and CEO, Erik Asgeirsson as he discusses the critical Anticipatory competency with Daniel Burrus, HORNE LLP executive partner Joey Havens and the CEO of the Maryland Association of CPAs and the Business Learning Institute, Tom Hood.
For more information http://www.blionline.org/ao
You will learn:
Why anticipation is the critical competency for today's accounting and finance professionals
The difference between hard trends and soft trends
Why it is important to identify trend types
Use cases of how these skills are being used in the profession
How this learning system can be used as a foundational skill set to help CPAs and accounting professionals be more proactive business advisors.
What are the Top Competencies (Knowledge, Skills and Abilities) needed by CPAs, Accounting and Finance Professionals today?
The Business Learning Institute shares its latest research and correlates it with other leading global research (Conference Board, AICPA, CGMA, IFAC, CPA Canada, Burrus Research, Bersin by Deloitte). These skills were identified and then surveyed across over 1,000 finance and accounting professionals to identify the top five skills needed today.
In our survey work at the Business Learning Institute (http://www.blionline.org) we found that the top five skills ranked by survey respondents covered 75% or everyone's top five list, providing a great starting point for skills development and targeting in talent development.
1. Strategic and Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
BLI also developed a framework, called The Bounce to describe the career trajectory of today's finance and accounting professional. The Bounce is the natural career trajectory for accounting and finance professionals. It talks about the process of acquiring technical mastery in the early career and beginning to supplement wit the critical skills (competencies) needed for long-term success. BLI has been leading the training and development of accounting and finance with these ‘success skills’ for eighteen years.
The Business Learning Institute (BLI) is the largest talent development and and learning provider to CPAs, accounting and finance professionals in the US. We bring our leading approach to ‘success skills’ and competency-based curriculums to the leading organizations, public companies and CPA firms all over North America.
Venture capitalists influenced significantly the information and industrial technology revolution of the twentieth century. If we want to make up for lost time in Africa, it would be perhaps time to solicit the creation and access of funds from Capital Risks.
The Wealthfront Equity Plan (Stanford Graduate School of Business 2017)Adam Nash
These are the slides from my guest lecture at the Stanford Graduate School of Business on February 17, 2017 in the People Operations: From Startup to Scaleup class.
This is the version of my talk, Be a Great Product Leader, given at Zynga on Feb 22, 2016. It includes six lessons on product leadership from my time at eBay & LinkedIn.
http://www.scenic.com | The year 2016 will see further technological developments that enhance the travel experience. These various high-tech innovations include further upgrades in “virtual travel” technology, drone photography, Wi-Fi, and more.
Thinking about launching a hedge fund or looking to grow your fund's assets faster? Find out why some funds raise capital faster than others.
Note: Content is targeted to hedge funds, but the information is applicable to other types of asset managers.
Financial Statement Fraud training by Tommy SEAHTommy Seah
Every company maneuvers the numbers to a certain extent to achieve budgets
and get bonuses. This is nothing new. But sometimes, companies take the factfudging
too far. Factors such as greed, desperation, immorality and bad judgment
drive some executives to commit financial statement fraud.
As evidenced by the catastrophic collapse of numerous corporations over the
past few years, financial statement fraud is a serious threat to any business’ economic
well-being. The existence and persistence of financial statement fraud is by
far the most expensive in terms of both absolute dollars and long term damage.
Recognising the challenges that organisations are facing in combating Financial
Statement Fraud, ProEdge Global is pleased to present this 2-day Workshop on
Financial Statement Fraud. This will serve as an excellent opportunity to learn how
best to protect your organization and step up on controls to prevent fraud.
This program offers a broad overview of the different types of financial & accounting
fraud while focusing on Financial Statement Fraud. Lead by a world renowned
financial fraud specialist, this workshop will examine the theories and practical
techniques and measures to combat Financial Statement Fraud and other financial
fraud. Thus, preventing organisations from becoming the next fraud victim.
Societal pressure ruins your life by choosing a career which will never give you the satisfaction of achieving a milestone. for more info https://flyerjobs.in/
Impact assessment, analysis template - product line revisedToby Elwin
Organizations at business product line, department, or division may have projects that only impact a subsection of the enterprise, but still need to understand project impact.
This impact assessment template allows smaller divisions to look at local change link to larger initiative.
Project management is more than, "just do your job". All projects have stakeholders and their perception is reality when it comes to influences projects: the best case - stakeholders improve project roll out, utility, and adoption. The worst case: … well, roads are paved with projected intention. Draw upon design thinking, user experience, and digital marketing techniques to improve stakeholder involvement with examples for change management, product management, and tactical tools for an enterprise-level project to manage 'What’s In It For Me?'
Emotional Intelligence overview and introduction. This is an introduction course to introduce executive coaching within Emotional and Social Competence that leverage Richard Boyatzis, Daniel Goleman, and the Hay Group resources.
Project Management Scope Templates for SharePointToby Elwin
Impact Analysis, Stakeholder Assessment, and Communications Plan templates available for Microsoft SharePoint web application framework and platform.
These templates are help projects and teams manage across a host of project management frameworks and lend themselves for intranet, content management, and document management application.
Each are suitable for people with or without a project management background.
Information and Communication - How Social Media Trumps MarketingToby Elwin
Information and communication differences to launch and manage social media for volunteer and non-profit organizations.
Good design principles for anyone or any organization hoping to maximize the time investment and ROI - Return on Involvement
Social Media: Fight, Flight, or Friend — The Shifting Role of Social Media in...Toby Elwin
Social media offers human capital professionals, from organization development through human resources, great engagement tools. A look at the pioneers in and around social media using sociology and behaviorist thinking that many HR pros can learn from - if we choose not to fear social media.
1 of 2 templates from the Scope Management presentation available on SlideShare at: http://j.mp/SShareScope and Impact Analysis blog at: http://j.mp/ElwinImpact
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
How to Launch And Manage Your Social Media IdentityToby Elwin
A presentation delivered the Massachusetts Bay Organization Development Learning Group on how to join the social media marketing world spinning around us, creating a strategy, and managing a social media strategy.
This is a good introduction for those looking to understand some of the marketing changes and to look at which tools to manage your time effectively.
The presentation includes an introduction on how to blog and an overview of Digg, Twitter, Linkedin, RSS feeds, Google Analytics, Feedburner, and concludes with an example as well as recommended bloggers, websites, Twitter personalities, and books to further accelerate individual learning.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Human Capital Risk — Identifying Talent Beta for Mergers and Acquisitions and Private Equity
1. Human Capital Risk
Tangible) Intangible)
Human)Capital)
Market)
Financial)
Legal)
Identifying Talent Beta for Mergers and Acquisitions
and Private Equity
www.TobyElwin.com
2. ① The Art of Financial Projection
② The Human Capital Risk Factors
③ The Evaluation of Human Capital
④ Identifying and Managing Risk
2
3. • Market Potential
• Financial Health
• Pro Forma
Statements
• Beta
① The Art of Financial
Projection
② The Human Capital Risk Factors
③ The Evaluation of Human Capital
④ Identifying and Managing Risk
3
4. The Art of Financial Projection benefits the bankers,
lawyers, and accountants
• US sources place merger failure rates as high as 80%, with evidence
indicating that around half of mergers fail to meet financial
expectations.
• A much-cited McKinsey study presents evidence that most
organizations would have received a better return on their
investment if they had merely banked their money instead of buying
another company.
• Consequently, many commentators have concluded that the true
beneficiaries from M&A activity are those who sell their shares
when deals are announced, and the marriage brokers—the bankers,
lawyers, and accountants—who arrange, advise, and execute the
deals.
4
5. Investment firms often employ a haphazard process for assessing
senior managers of prospective new venture investments prior to
making a final investment decision.
These human capital processes lead to real risk:
1. 25% of VCs portfolio is a write-off, another 25% are considered underperforming
2. Annually Europe’s VC community writes-off 2% of their portfolio
3. Most venture capitalists believe that the major causes of failure and under-performance relate to:
• misjudgment of the marketplace for the investee companies' products or
• problems with the management of the investee business
Sometimes the two issues are combined because management is unable to cope with
change in their market place
Tangible
Intangible
Human
Capital
Market
Financial
Legal
While equity specialists are right to focus on what they do
best - the new deals - there is an opportunity to do more to
ensure that prompt action is taken to correct poor
performance or potential failures.
Collective hindsight indicates that private equity need to be
more proactive in taking action to:
1. Investigate and correct problems and
2. Work with advisers if they have insufficient
resources in-house
5
6. 1. Observable
Behavior?
2. 360 Degree
Feedback?
3. Psychometric
Assessment?
4. References?
5. Work
Samples?
Human capital is as critical as financial, market, and legal
risk
Source: http://www.flickr.com/photos/batiks/2991619928/
Financial Risk
1. Income
Statement
2. Balance
Sheet
3. Cash Flow
Statement
Assessing the business Assessing the talent
Legal Risk
1. Litigation
2. Intellectual
Property/
Patent
3. Material
Contracts
Human Capital
Risk
Market Risk
1. Discounted
Cash Flow
2. Market
Projection
3. Pro Forma
Statements
6
7. ① The Art of Financial
Projection
② The Human
Capital Risk
Factors
③ The Evaluation of Human
Capital
④ Determining and Measuring
Risk
i. The Cost of Human
Capital
ii. Capability
iii. Motivation Risk
iv. Culture
7
8. The successful management of integrating people and their organizational
cultures is key to achieving desired outcomes across merger & acquisition
Studies like the one conducted by the Chartered Management Institute in the UK
have identified a variety of people factors associated with unsuccessful M&A.
These include:
– underestimating the difficulties of merging two cultures;
– underestimating the problem of skills transfer;
– demotivation of employees;
– departure of key people;
– expenditure of too much energy on doing the deal
at the expense of post-merger planning;
– lack of clear responsibilities, leading to post merger conflicts;
– too narrow a focus on internal issues to the neglect of the customers and
the external environment;
– insufficient research about the merger partner or acquired organization.
People factors drive merger & acquisition (M&A) failure just as clearly
Tangible
Intangible
Human
Capital
Market
Financial
Legal
8
9. Just as other assets have their own class of risk, human
capital has specific domain risk
Human capital, like other capital, should never be regarded as a static quantity, but a
highly volatile resource that can rarely be stored for future use. Burn rate is a common
start-up problem, but too few think about human capital burn rate.
Human capital, regardless of the methods of accounting and reporting human capital, is a
major operation expense ~70%
Human capital risk is made up of three domains:
1. Compliance – Financial or reputational damage to the organization due to
failures to meet legal or regulatory requirements.
2. Productivity – Loss of productivity or output due to under-skilled or under-
motivated employees; or an organizational culture that does not encourage
discretionary effort (the extra contribution over and above what is required to
keep the boss off your back) from employees.
3. Growth – Failing to maximize organizational capability or to identify and
achieve internal or external opportunities for innovation or major growth or
development of the business.
9
10. Value-creation capabilities culture tools do emphasize are also those
that the market appears to consider important
• There is a high statistical correlation between the variables of a qualitative culture assessment and
contemporaneous cross-sectional variations in the market-value-to-book-value ratios of publicly
traded companies
• A quantitative culture assessment is also powerful in predicting future market values. Investing in a
(value-weighted) portfolio of firms that are in the top quintile based on culture rankings as well as
the returns required to compensate investors for the risk they bear from investing in these top-
quintile portfolios
Culture Measures Proxies
Control • Quality
• Efficiency
• Gross margin
• Asset turnover
Compete • Profit
• Speed
• Economic Value Added (EVA)
• Change in EVA growth
Create • Growth
• Innovation
• Sales growth
• Standard deviation of market model errors
Collaborate Knowledge
Community
• Future growth values
• Sales/number of employees
10
11. Human capital posses risk across the majority of evaluation
criteria
Evaluation Criteria Detail Evaluation Need
Investment risk • Entrepreneur’s track record
• Market growth rate, and
• Prospect of return
• Human capital
• Market analysis
• Financial analysis
Management risk • Capability of entrepreneur’s sustained effort
• Market familiarity, and
• Risk-reacting ability
• Human capital
• Human capital
• Human capital
Implementation risk • Entrepreneur's clear idea,
• Functioning prototype, and
• Demonstrated market acceptance
Human capital
Leadership risk Management ability of the entrepreneur Human capital
Competitive risk • Proprietary product
• Market competition
• Intellectual property/patent
• Market research
Bail-out risk Possibility of financial liquidating Financial
1. Critically flawed ventures have at least one criterion concerning the
personality or experience of the leader and the team.
2. The quality of entrepreneur ultimately determines funding decision
3. The investment risk comes down to a bet on people
11
12. Is there a formula for human capital risk?
Knowledge = awareness and familiarity of technical understanding acquired through experience or
education; gained with training
Skills = a particular aptitude, tendency to do something well; acquired, learned, or developed
competency; gained through proficiency
Ability = the capacity or unique mental and physical requirements needed to perform
Human capital risk = .2*(.2k +.5s+.3a)+.8*[(M+C)/2]
k = knowledge
s = skills
a = ability
M = motivation
C = culture (alignment)
Performance = pro forma risk + human capital risk
Motivation = the reason or reasons one has for acting or behaving in a particular way; the general
desire or willingness of someone to do something
Culture = values, norms, assumptions, expectations, and definitions that characterize, “how things
are done”
12
13. What experience
does he have?
How does he work
best?
How does he
work with others?
What type of teams
has he led?
Human capital risk includes if leadership is able to get the
team to deliver to the projections
Has he done
it before?How well does he
know the
industry?
How can we
better
understand
how the team
performs?
How can we
know the team
can deliver?
13
14. Human capital’s identification of outstanding leaders
provides quantifiable business results
1. Almost 90% of what distinguishes “outstanding leaders” from the rest is attributable
to emotional intelligence*:
• 62% of employees who said they have an effective manager intend to stay on the
job
• Only 17% of employees who said they have an ineffective manager said they
intend to stay
2. Based on a survey of 10,000 US workers and 1,000 workers each in India, China,
Brazil, the UK, and Germany 25% rated their managers as neither effective nor
ineffective.
3. Studies of people in high-IQ professions that require advanced degrees, like PhDs or
MBAs, for entry into a field or groups of highly intelligent and trained professionals,
find that IQ and training do not differentiate star performers. Emotional intelligence
accounts for as much as 80% of the variance in differentiating star performers from
average performers in these populations.
14
15. ② The Human Capital Risk Factors
i. The Cost of Human
Capital
ii. Competency
iii. Motivation Risk
iv. Culture
• The cost of replacing a senior
manager is up to 1.5x the annual
salary plus benefits
• The leader has a an impact of
30%
• An investment is an investment
on a team delivering a project
and upwards of 90% of all
projects fail
15
16. Human capital assessments across investment process
Pre-Investment Due Diligence
Post-Investment
Management
Exit
Appraise and Value
Acquisition Target
Validate:
Target Evaluation
(Financial and Human
Due-Diligence)
Define:
Post-Investment
Priorities
Define:
Strategic Roadmap
Optimize:
Management
Structure and
Effectiveness
With Investor Team:
• Interview Workshops
• Building Job Analysis
Process
• Structuring Interviews
• Evaluating Human Capital
Dimensions
• Executive Search for CEOs/
COOs
With Investment Targets:
• Reference Interviews
With Investment Target:
• Management Appraisal
(Evaluate target company
senior management to
provide buyer with effective
understanding of core
capacities)
With Investment Target:
• Executive Search search for
CEO, COO, CTO, Head of
Marketing & Sales, etc.
• Management Appraisal
Assess and benchmark top
and middle management
• Board Consulting and
Advisory Search Identify
non-executive directors and
fund advisors to ensure
perspective and integrity in
strategy oversight
16
17. The return on human capital investment creates can
differentiator real portfolio return
1. High scoring consulting partners delivered $1.2 million more profit from their accounts than
their peers
2. In a study of 300 top-level executives from 15 global companies 85-90% of leadership success
was linked to human capital skills
3. In a multinational study of 515 senior executives human capital scores were high in 74% of
successful hires, but only high in 24% of failed hires
4. After supervisors in a manufacturing plant received training in emotional competencies, how
to listen better and help employees resolve problems on their own, reported:
• lost-time accidents were reduced by 50%,
• formal grievances were reduced from 15 to 3 per year, and
• the plant exceeded productivity goals by $250,000Studies into the doctor-patient
relationship show that doctors’ demonstration of empathy reduces hospital litigation
issues.
5. In most complex jobs a top performer is 127% more productive than an average performer.
6. Competency research in over 200 organizations worldwide attributes 33% of this difference to
technical and cognitive ability, and 66% to human capital capability
7. At L’Oreal, sales professional with high emotional scores sold $91,370 more than lower-
scoring peers
8. Schools whose head teachers have high human capital scores demonstrate the best national
inspection results
9. Nurses and nurse managers with higher scores are responsible for:
• lower staff turnover
• higher frequency of professional practice behaviors
• higher staff, patient and doctor satisfaction
17
18. ② The Human Capital Risk Factors
1. The Cost of Human
Capital
2. Competency
3. Motivation Risk
4. Culture
1. IQ
2. Technical Skills
3. Emotional influence
18
19. What are Competencies?
§ “Competency” is the name given to the specific characteristics necessary to perform
a given job well. They differentiate levels of performance in a given job, role,
organization, or culture.
§ Any characteristic—cognitive, physical, or emotional—that leads to outstanding
performance in a given job is considered a competency !
for that job.
19
20. What enables a person to exhibit competency behaviors?
§ Skills - things a person knows how to do well (e.g., reading a profit-and-loss statement).
§ Knowledge - what a person knows about a particular substantive area (e.g., basic accounting
principles).
§ Values – what behaviors a person sees as important or not important (e.g., coaching less
important than getting the task done)
§ Self-image - the way a person sees him or herself—the “inner self”, or internal concept of
identity (e.g., seeing oneself as an expert or leader).
§ Traits - relatively enduring characteristics of a person’s behavior (e.g., being a good listener,
conscientious, outgoing).
§ Motives – focuses the individual on behaviors that he/she finds intrinsically satisfying. Motives
are non-conscious (e.g. we are not necessarily aware of them – auto-pilot).
20
21. What skills are important when you evaluate a person or
when you evaluate a team that you are investing in?
Realistic self-image
Self-confidence
Self-control
Adaptability
Stress management
Motivation
Optimism
Empathy
Reality testing
Social responsibility
Trust
Honesty
Communication
Assertiveness
Cooperation
Collaboration
Conflict management
Negotiation
Influence on others
Development of others
• How you
manage
yourself and
others
• How you
work and
collaborate
with others
• IQ?
• Technical
Skill?
• Market
Knowledge?
• Business
Acumen?
21
22. Some methods to assess human capital include the
following
Method Hours
Median SD Low High
Work samples 63.9 60.6 4.0 290.0
Reference interviewing 19.8 22.1 0.0 134.5
Past-oriented interviewing 16.8 19.9 0.0 100.0
Documentation analysis 3.7 4.4 0.0 22.0
Job analysis 3.6 15.8 0.0 100.0
Psychological testing 0.1 0.9 0.0 8.0
Total time allocated to human capital
evaluation methods
120.1 110.2 14.9 448.0
Summary of Time Allocated to Human Capital Evaluation Methods by Venture Capitalists (N = 86)
Note: Respondents performed written job analyses in 21.4% of the cases. Psychological tests were used in 3.0% of the
cases.
22
23. The evaluation on an individual relies on how he motivates
himself and others
Technical
Skill
IQ
Your cognitive intelligence
and your personality are two
traits that theorists believe
you are born with and these
traits do not change much.
Technical skills are an
accumulation of skills
acquired over time – there
is not shortcut for
experience and there is no
capability to have 100% of
technical skill
23
24. Technical
Skill
IQ
The current default assessment for human capital is to
measure technical skills and IQ to project success
IQ is a very poor predictor
of job success. Various
studies estimate that IQ
alone accounts for as little
as 4% to 10% of success at
work.
Only 10% of job
terminations result
from technical
deficiencies, that is,
the inability to do
the job. 90% of
terminations are
due to attitude or
behavior problems
or difficulties with
relationships on
the job.Studies show IQ and training do not
differentiate star performers of people
in high-IQ professions that require
advanced degrees, such as Ph.D.’s and
M.B.A.’s for entry into a field, groups
made up of highly intelligent and
trained professionals.
The higher people rise in the ranks of
management, the more likely they are to
have distorted self-perceptions. Senior
level managers are likely to rate
themselves as much higher on self-
awareness and social competencies than
their peers and direct reports rate them.
24
25. There is something more than IQ or technical skill is critical
to top performers and for high-performing teams
?
Technical
SkillIQ
Communication: being
able to listen, converse, and
present
Adaptability: creative
responses to setbacks and
obstacles
Personal management:
motivation to work, pride, a
desire to develop
Interpersonal
effectiveness: teamwork,
co-operation, the skills to
negotiate
Organizational
effectiveness: leadership
potential, the desire to make
a contribution
25
26. People are born with a set IQ that can not change over their
lifetime and a person’s technical skill is acquired through study
and experience
Personality?
Leadership?
Disposition?
Technical
SkillIQ
How do
others
view me?
IQ is
measured
Technical skill is
accumulated
• VCs allocate 3 times more to work samples, than
to reference interviews and past-oriented
interviews.
• VCs invest an average of 120 hours to assess
talent in each deal.
26
27. Ability and personality can not be developed, but we can
measure and develop emotional intelligence
Emotional
Intelligence
Technical
SkillIQ
27
28. ② The Human Capital Risk Factors
i. The Cost of Human
Capital
ii. Competency
iii. Motivation Risk
iv. Culture
• Achievement
• Quality
• Performance
• Delivery
28
29. The single best predictor of overall excellence was a
company's ability to attract, motivate, and retain talent
“The more I study organizational profitability,
the more I am convinced of the power of
culture….” Bruce Pfau, the Hay Group
The contrast between cultural priorities in the
top companies in the Fortune survey versus
average performers:
Top Performer Priorities
1. Teamwork
2. Customer focus
3. Fair treatment of employees
4. Initiative and innovation
Average Performer Priorities
1. Minimizing risk
2. Respecting the chain of command
3. Supporting the boss
4. Making budget
The top performers consciously manage their
corporate culture and attempt to link it with
systems into a congruent, mutually
reinforcing package.
• Many scholars in entrepreneurship have
focused on examining relationships
between salient characteristics of
entrepreneurs and the performance of new
ventures and these individual attributes
can be viewed as aspects of the
entrepreneur's human capital.
• An entrepreneurial team is a group
working together to launch a new business
venture often resembles a more
established firm and include several people
with diverse experience and skills in a
variety of functional areas.
• High potential, high growth firms are
typically launched and grown by teams of
entrepreneurs, not individuals.
• Employees with high human capital (i.e.,
more education and experience) help firms
implement new technologies more
effectively.
29
30. Human capital risk to deliver a goal in a finite time period
with an expected level of quality is project risk
Motivation
1. Intrinsic
2. External
Satisfaction
1. Achievement
2. Recognition
3. Work itself
4. Responsibility
5. Advancement
6. Growth
This investment is on a
team to deliver a project.
The risk is for a team to
have the motivation and
ability to deliver:
• On time,
• In scope,
• On budget
While managing:
• Cost,
• Risk,
• Customer Satisfaction
30
31. Human capital risk is motivation risk and job satisfaction risk
Source: http://maaw.info/ArticleSummaries/ArtSumHerzberg6803.htm
Factors that lead to extreme dissatisfaction Factors that led to extreme satisfaction
Self-Actualization
Esteem
Belonging
Safety
Physiology
31
32. ② The Human Capital Risk Factors
i. The Cost of Human
Capital
ii. Competency
iii. Motivation Risk
iv. Culture
• The way things get done
• Internal focus and
integration
• Flexibility and discretion
• External Focus and
differentiation
• Stability and control
32
33. The second investment is on a team can deliver and teams
rely on culture to get things done
Emotional
Intelligence
Technical
SkillIQ
What is culture?
1. Ethics: Dominant
characteristics of
the organization
2. Risk: The explicit
values
foundational for
decisions and
actions
3. Trust: The
dominant work
environment
4. Accountability:
The unwritten
performance
expectations
5. Integrity: Specific
behaviors that are
valued
6. Alignment:
Leaders who walk
the walk and who
talk the talk
7. Rewards: Criteria
of success
?
33
34. How do I work
the best?
How do I
handle stress?
What
environment
do I excel in?
How do I expect
others to
perform?
91% of 1,200 senior executives at global companies surveyed
agreed that “culture is as important as strategy for business
success.”*
34
35. What is the culture, how does culture affect performance, will
CEO / Executive Team
Founder / Executive Team CFO / Executive Team
VC / Executive Team
1. As is
Organizational
Culture - by the
employees;
2. As desired
Organizational
Culture - by the
employees;
3. As required
Organizational
Culture - by
management
35
36. Culture
The second investment is on a team can deliver and teams
rely on culture to get things done
Emotional
Intelligence
Technical
SkillIQ
What is culture?
1. Ethics: Dominant
characteristics of
the organization
2. Risk: The explicit
values
foundational for
decisions and
actions
3. Trust: The
dominant work
environment
4. Accountability:
The unwritten
performance
expectations
5. Integrity: Specific
behaviors that are
valued
6. Alignment:
Leaders who walk
the walk and who
talk the talk
7. Rewards: Criteria
of success
Culture
36
37. ① The Financial Projection
② What are the Human Capital
Risk Factors
③ The Evaluation
of Human
Capital
④ Identifying and Managing
Risk
i. Self-awareness
ii. Management
iii. Measure Human
Capital
37
38. ③ The Evaluation of Human Capital
• How you manage and motivate
yourself
• How your intentions are
perceived
• How you motivate others
i. Self-awareness
ii. Management
iii. Culture
38
39. High-IQ professions that require advanced degrees for entry into
a field, such as PhDs and MBAs, reveal IQ and training are not
what differentiates star performers
How one manages their self-
awareness and their relationships
matters in:
• Conflict
Management
• Coaching and Mentoring
• Influence
• Inspirational Leadership
• Teamwork
39
40. Social
Awareness
Self-
Management
Relationship
Management
Emotional intelligence is the distinguishing factor that draws
others to us or repels them from us and the key to this begins
with self-awareness
Self-Awareness
We can assess and measure the four
quadrants and we can assess the
impact emotional intelligence has on
productivity and bottom line results.
Competencies are measured as an
assessment of observed behaviors.
40
41. Emotional Intelligence is the term for how you manage yourself
and others and how you react and adapt to challenge
Personal Competence Social Competence
Awareness Self-Awareness
• Emotional Self-Awareness
Social Awareness
• Empathy
• Organizational Awareness
Actions
Self-Management
• Achievement Orientation
• Adaptability
• Emotional Self-Control
• Positive Outlook
Relationship
Management
• Conflict Management
• Coach and Mentor
• Influence
• Inspirational Leadership
• Teamwork
Competencies measured by Emotional Intelligence (EI)
41
42. ③ The Evaluation of Human Capital
i. Self-awareness
ii. Management
iii. Culture
• Communication
• Self-perception
• Alignment
• Drive
• Delivery
42
43. What is leadership and can we measure it?
Strategy:
• Vision: Inspired leaders take their employees and the organization in new directions. This requires the ability
to envision a new reality for others that they can see and they want to pursue.
• Business Acumen: Reflect an up to date understanding of the broader business world, the industry, and the
organization by watching how the organization’s current strategy impacts its marketplace position.
• Courage to Lead: Stand strong in the face of adversity and take necessary risks to achieve results.
• Planning: Anticipate upcoming events in order to set appropriate goals and get things done.
Action:
• Decision-Making: Effective leaders make sound decisions that consider multiple options, seek input from
others when appropriate, and that are reached in a timely manner.
• Communication: When leaders create an open environment where thoughts are expressed freely and
information flows easily they increase the potential of their organization.
• Mobilizing Others: It is essential that leaders are able to motivate and influence those around them. By
mobilizing others, leaders move the organization as a whole towards obtainable and, sometimes seemingly,
unobtainable results.
Results:
• Risk-Taking: Leaders must be able to maneuver through situations that require them to “push the envelope”
and risk their status in the organization. Leaders who are willing to stand behind a chosen course achieve
results.
• Results-Focus: Leaders who produce results keep their "eyes on the prize"; they focus on the end result and
do what it takes to get there.
• Agility Leaders: Consistently produce results and constantly adapting to their surroundings. The business
world requires leaders to respond quickly to uncertainty and change in order to function effectively.
A technical ability does not have a positive correlation to
effective leadership
43
44. What do I think
of myself?
How do I work
best?
How do I
work with
others?
How do I
influence
others?
Ultimately, any investment is an investment on an individual and
their ability to motivate themselves and their team
How do
others
view me?
What
motivates me?
44
48. ③ The Evaluation of Human Capital
i. Self-awareness
ii. Management
iii. Culture
• How things get done
• Tolerance
• Standards
• Expectations
• Rewards
48
49. Culture is an attribute of the organization measured
separately from other organizational phenomena
3 strategies are available:
1. Holistic Approach where the
investigator becomes immersed in the
culture and engages in in-depth
participant observation or tries to become
"native" in the organization;
2. Metaphorical or Language
Approaches in which the investigator
uses language patterns in documents,
reports, stories, and conversations to
uncover cultural patterns, just as
detectives use fingerprints, voice prints,
or word prints to detect personal identity;
and
3. Quantitative approaches in which the
investigator uses questionnaires or
interviews to assess particular
dimensions of culture. A quantitative
approach allows multiple viewpoints to
be considered in evaluating the attributes
of an organization's culture. To discuss
comparisons quantitative approaches
must be used.
Competing Values Framework adopts the
definition of culture represented by the
functional, sociologic tradition. Culture is an
attribute very useful for predicting which
organizations succeed and which do not.
• Focus: collective behavior
• Investigator: Diagnostician, stays neutral
• Observation: Objective factors
• Variable: Independent (culture predicts
other outcomes) not dependent
(understand culture by itself)
• Assumption: organizations have cultures
as opposed to organizations are cultures
49
50. Teams rely on an ability to work within a specific
environment and an ability to collaborate with others
Flexibility and Discretion
InternalFocusandIntegration
Clan
An organization
that focuses on
internal maintenance
with flexibility,
concern for people,
and sensitivity to
customers
Adhocracy
An organization
that focuses on
external positioning
with a high degree of
flexibility and
individuality
ExternalFocusandDifferentiation
Hierarchy
An organization
that focuses on
internal maintenance
with a need for
stability and control
Market
An organization
that focuses on
external positioning
with a need for
stability and control
Stability and Control
*According to Bain & Company in an article published in Harvard Management
Update (January 2008),
How you work and collaborate with others:How you manage yourself and others:
Emotional Intelligence Competing Values Framework
50
52. Value creation requires recognizing the inherent tensions
that exist in different forms of value creation
Irresponsible
country club
Oppressive
sweatshop
Stifling
bureaucracy
Tumultuous
anarchy
Orientation: Control
Attributes: • Micromanagement
• Procedural rigidity
• Over-regulation
• Ironbound tradition
Individuality
Flexibility
Discretion
External Focus
Positioning
Differentiation
Internal Focus
Integration
Maintenance
Stability
Control
Orientation: Collaborate
Attributes: • Excessive discussion
• Unproductive
participation
• Emotional dominance
• Individualism
Orientation: Create
Attributes: • Unguided
opportunism
• Ungrounded vision
• Program of the week
• Premature responses
Orientation: Compete
Attributes: • Over-exertion
• Tyrannical goal focus
• Unproductive conflict
• Blind ambition
Slow death
Catastrophic failure Irrelevance and Extinction
Stagnation
Ignore
52
53. An organizational culture assessment looks at an organization’s
strength, congruence, and type to understand where there are
areas of concern or areas of success
The Competing Values
Framework:
1. Evaluates organizations
by values of leadership,
effectiveness, and
organizational theory
2. Categorizes organizations
by degree of:
• Internal focus and
integration
• Flexibility and discretion
• External Focus and
differentiation
• Stability and control
53
54. Most measurement devices used to assess organizational
performance do not account for the inherent tensions
Competing Values takes these tensions
into account:
• Dominant Characteristics of the
Organization
• Organizational Leadership
• Management of Employees
• Organizational Glue
• Strategic Emphases
• Criteria of Success
Disparate tensions in a firm
• Managing for the short-run as well as the
long-run
• Managing predictability as well as
innovation
• Managing for fast pay out as well as future
strength
54
57. Map and find disconnect, review, identify what should be
continued, what should be stopped, what should be started, and
what should be continued
57
61. ① The Financial Projection
② Human Capital Risk Factors
③ The Evaluation of Human
Capital
④ Identifying and
Managing Risk
i. As is
ii. As required
iii. As desired
61
62. ④ Identifying and Managing Risk
i. As is
ii. As required
iii. As desired
• Technical Skills
• Work Samples
• References
• Interviews
• Due Diligence
62
63. Poor human capital shows up in business and operations
areas are an impact on real costs
1. Compliance costs:
• Employment Liability
• Organization and team loss
of institutional knowledge
• Remaining personnel are
overworked
• Remaining employee’s being
poaching
• Delay in Services/Production
• Dissatisfied Customers
• Employee Theft
• Improper Use of Equipment
3. Productivity Costs:
• Candidate Interviews
(Multiple)
• Candidate Screening
• Candidate Testing
• Time to market
• Product quality
• Testing
• Budget costs
• Opportunity costs
• Institutional momentum
• Knowledge management
2. Growth costs:
• Inventory Anomalies
• Job Errors
• Lost Intellectual Capital
• Lost Sales
• Potentially Unrealized
Sales
• Reduced Morale
• Reduced Reputation
• Executive Search Fees
• Lost Training Expenses
• New Hire Processing
• New Hire Training
• New Hire Orientation
• Personnel Costs
• Recruiter’s Salary
• Recruiting Bonuses
• Relocation Fees
• Separation Pay
63
64. ④ Identifying and Managing Risk
i. As is
ii. As required
iii. As desired
• Identify talent
• Integrate talent
• Continuous training
• Constant motivation
64
65. Talent life cycle ways to leverage Emotional Intelligence
and Competing Values Framework
Recruit:
• Candidate hire from external job post to start date (by day)
• Annual recruiting FTE (include announcement, interviews, and on-boarding)
• Candidate competing value primary and secondary score
• Total hours job open, by title, to replace a position
• Total hours job open, to recruit for a job requisition
• Current Organization Culture Assessment Instrument score
• Emotional Intelligence behavioral interview assessment
Train:
• Emotional and Social Competency Inventory score
• Percentage of hiring managers with job competency assessment method (JCA) training
• Percentage of human resource staff with JCA
• Management Skills Assessment Instrument score
• Competing value primary and secondary score of every employee
• Preferred Organization Culture Assessment Instrument score
• Return on training investment by employee: 1 month after training, 3 months after training, 1 year after
training, measured against training goals
Retain:
• Turnover per year
• Tenure of talent departing, measured against current staff
• Time in position (grade) of talent departing, against current staff
• Average training hours of talent departing, measured against current staff
• Emotional and Social Competency Inventory score
65
66. ④ Identifying and Managing Risk
i. As is
ii. As required
iii. As desired
• How you integrate
• How you collaborate
• How you motivate
• How you produce
• How you meet uncertainty
• Emotional intelligence
• Social intelligence
• Cognitive intelligence
66
67. Making a good organizational marriage currently seems to
be a matter of chance and luck.
How private equity organizations raise money based on “gut feel” is beyond my
understanding of risk.
To change human capital from a risk to an organization competitive advantage
happens from a greater awareness of the people issues involved, and
consequently, a more informed integration strategy.
Some basic guidelines for more effective management include:
1. Extension of the due diligence process to incorporate issues of cultural fit;
2. Greater involvement of human resource professionals;
3. Conduct culture audits before the introduction of change management
initiatives;
4. Increased communication and involvement of employees at all levels in the
integration process;
5. The introduction of mechanisms to monitor employee stress levels;
6. Fair and objective reselection processes and role allocation;
7. Provide management with the skills and training to sensitively handle M&A
issues such as insecurity and job loss;
8. Create a super ordinate goal that will unify work efforts.
67
68. Some human capital assessment milestones
Pre-Investment Due Diligence
Post-Investment
Management
Exit
Appraise and Value
Acquisition Target
Validate:
Target Evaluation
(Financial and Human
Due-Diligence)
Define:
Post-Investment
Priorities
Define: Strategic
Roadmap
Optimize:
Management
Structure and
Effectiveness
With Investor Team:
• Emotional and Social
Competency Inventory
• Organizational Culture
Assessment Inventory
With Investment Targets:
• Organizational Culture
Assessment Inventory
analysis by reference, resume
assessment
With Investment Target:
• Organizational Culture
Assessment Inventory “now”
• Management Skills
Assessment Instrument
• Emotional Intelligence
observations
With Investment Target:
• Emotional Skills Competency
Inventory
• Emotional Intelligence
Coaching
With Investor Team
• Emotional Intelligence
coaching
Combined Teams
• Organizational Skills
Assessment Instrument
“preferred” strategy
68
69. Appendix – Sources 1 of 4
Title Source
Looking for The Return of Unassisted M&A Deloitte Consulting
A Review of the Competing Values Framework International Journal of Business and Management
Why HR Can Make or Break Your M&A Towers Perrin
M&A In Challenging Times CFO Research Services
The validity of employment interviews: A comprehensive review and meta-analysis. Journal of Applied Psychology
Structured and unstructured selection interviews: Beyond the job-fit model. G.R. Ferris, Research in personnel and human resources management: Vol. 4
A meta-analytic investigation of the impact of interview format and degree of structure
on the validity of the employment interview. Journal of Occupational Psychology, 61 (4),
275-290.
Wiesner, W.H., & Cronshaw, S.F. (1988).
The structured interview: Additional studies and a meta- analysis. Journal of
Occupational Psychology, 62 (3), 191-199.]
Wright, P.M, Lichtenfels, P.A., & Pursell, E.D. (1989).
Criteria used by venture capitalists to evaluate new venture proposals. Journal of
Business Venturing, 1, 119-128.
MacMillan, I.C., Siegel, R., & Narasimha, P.N. (1985).
Venture capital at the crossroads. Bygrave, W.D. & Timmons, J.A.
The Art and Science of Human Capital Valuation Geoffrey H. Smart
Venture Capitalists Valuations of Start-up Teams Entrepreneurship Theory and Practice
69
70. Appendix – Sources 2 of 4
Title Source
Venture Capital a 27 Year Perspective Gary Kalbach, El Dorado Ventures
Human Capital Risk Mitigation and Investment Protection VPI Strategies and Conduit Careers
Why Mergers Fail and How to Prevent It Susan Cartwright
Surviving Due Diligence Steven Kopits
Politics of Valuation Steven Kopits
Trends in Terms of Venture Financings in Silicon Valley Fenwick & West LLP
Experienced entrepreneurial founders organizational capital and venture capital funding Science Direct
Who are the Active Investors in the VC Human Capital Journal of Financial Economics
When Do Incumbents Learn from Entrepreneurial Ventures? Corporate Venture Capital
and Investing Firm Innovation Rates
Gary Dushnitsky & Michael Lenox
Personnel Selection and Assessment Warren Bobrow, PhD
The Validity and Utility of Selection Methods in Personnel Psychology: Practical and
Theoretical Implications of 85 Years of Research Findings
Psychological Bulletin, 1998, Vol. 124
The Global War on Talent Journal of International Management
The nature of information and overconfidence on venture capitalists' decision making Andrew L. Zacharakis and Dean A. Shepherd
70
71. Appendix – Sources 3 of 4
Title Source
A lack of insight: do venture capitalists really understand their own decision process? Andrew L. Zacharakisa and G. Dale Meyerb
What Drives Private Equity Fund Performance? Ludovic Phalippou and Maurizio Zollo
Navigating your portfolio through turbulent waters Grant Thornton
Minimizing Legal Risk in Private Equity Investments – Key Protections Holding Redlich
Human capital theory and venture capital firms: Exploring "home runs" and "strike outs” Journal of Business Venturing 20
Survey of the Economic and Social Impact of Venture Capital in Europe Quarterly Review and annual European Buy-out Review
Quarterly Review and annual European Buy-out Review Ernst & Young
Lessons learned from past mistakes - the cost of failure and under-performance. European Venture Capital Association'
Venture Capital Investment Increases In Q2 2009 But Remains At Mid 1990 Levels PriceWaterhouseCoopers and National Venture Capital Association
Management Assessment Methods in Venture Capital: Towards a Theory of Human
Capital Valuation
Geoffrey H. Smart
Venture Capitalists’ Evaluations of Start-up Teams: Trade-offs, Knock-out Criteria, and
the Impact of VC Experience
Entrepreneurship Theory & Practice
Using repertory grid to identify intangibles in business plans Enrique Diacuteaz De Leoacute; Paul Guild
71
72. Appendix – Sources 4 of 4
Title Source
Evaluating Talent in Private Equity Jason Associates
Venture Capitalists Decision Criteria in New Venture Evaluation Journal of Business Venturing
The ROI of Human Capital: Measuring the Economic Value of Employee Performance Jac Fitz-enz
Dance With The One That Brought You? Venture Capital Firms And The Retention Of
Founder-CEOs
Strategic Entrepreneurship Journal
Valuation of the Venture Evaluation in Korea Korea Advanced Institute of Science and Technology
Creation of Innovation Firms a Human Capital Perspective Eduardo Couto and José Bilau
Human Capital Study Accenture, Dr. Nick Bontics
Human Capital Benchmarking PriceWaterhouseCoopers
Hay Group, Competing Values Company,
Diagnosing and changing organizational culture. Cameron & Quinn
The role of the CFO in an active M&A Market Deloitte
The Biggest Risk of All London Business School
Richard Boyatzis
72
75. @TobyElwin
email@TobyElwin.com
http://TobyElwin.com
75
q Community Persona design
q Scope: or how to manage projects for organization success
q How to launch and manage your social media identity
Blog Resources @TobyElwin.com
Contact
But I don’t want to go among mad people,” Alice remarked
“Oh, you can’t help that”, said the Cat: “we’re all mad here.
I’m mad. You’re mad.”
“How do you know I’m mad?” said Alice
“You must be,” said the Cat, “or you wouldn’t have come here.”
Alice’s Adventures in Wonderland, by Lewis Carroll
Editor's Notes
The role of human capital in the growth and development of new technology-based ventures, based on longitudinaldata from 198 high-tech ventures implies strong relationship between strategy and team experience is a key determinant of the long-term performance of high-techentrepreneurial ventures. For small, technology-based new ventures, the team's technological experience appears to be themost important determinant of the success of a differentiation strategy.Among new ventures, neither innovation nor entrepreneurial teamheterogeneity was directly related to performance. However, the authors found that the interaction of innovation and teamheterogeneity had a profound influence on multiple measures of firm performance. Characteristics such as job tenure, age, education, or functional expertise are conjectured to be determinants ofstrategy and performance because they influence decision making. Furthermore, they may constitute critical intangibleresources, which can be valuable to the firm.The analysis of individual managers, especially those employed by entrepreneurial firms, can also be related to the economictheory of human capital (Becker, 1964; Rosen, 1987). This theory begins with the realization that wage differentials are due todifferences in productivity. Labor economists used this theory to reach a fundamental conclusion: labor is heterogeneous andan individual's human capital consists of his/her productive skills and technical knowledge and any other skills that might beuseful to the firm (i.e., the full set of characteristics that may enhance his or her salary).Assessing the relationship between human capital and firmperformance: evidence from technology-based new ventures.By Rod Shrader & Donald S. Siegel | Nov, 2007Numerous scholars in strategic management have assessed the relationship between the characteristics of managers and theperformance of large firms (e.g., Bantel & Jackson, 1989; Finkelstein & Hambrick, 1990, 1996; Gupta, 1984, 1988; Hambrick,1982, 1994; Hambrick, Cho, & Chen, 1996; Hambrick & Mason, 1984; Norburn & Birley, 1988; Szilagyi & Schweiger, 1984;Wiersema & Bantel, 1992; Amason et al., 2006 ). Much of this research is grounded in Upper Echelons theory (Hambrick & Mason, 1984), whichasserts that organizational outcomes (strategic choices and performance levels) are partially determined by key attributes oftop managers.In the entrepreneurship literature, it is well established that the strategies pursued by new ventures have a direct and stronginfluence on the financial performance of those firms (e.g., Lambkin, 1988; McDougall, 1987; Sandberg & Hofer, 1987). Forexample, new ventures offering differentiated products to niche markets often outperform other new ventures.In the strategy literature, strong links have also been found between the characteristics of TMTs and strategies pursued byestablished firms (e.g., Bantel & Jackson, 1989; Hambrick, 1982; Wiersema & Bantel, 1992). However, these insights have notyet been applied to research on new ventures. While these studies imply that managers and strategies each directly influencedperformance, another body of literature suggests that performance was best explained by the fit between managerialcharacteristics and strategies (e.g., Litschert & Ramaswami, 1991; Norburn & Birley, 1988; Pettigrew, 1992). In other words,superior performance results when managers have backgrounds and experience that are especially relevant to the particularstrategies of the firm. For example, a firm pursuing a strategy of radical innovation might require younger, more educatedmanagers (who might be willing to assume more risk), as well as executives with significant technical and marketingexperience, which would be useful in product development and commercialization.Given the theoretic reasoning outlined above, it is logical to conjecture that among high-performing new ventures there shouldbe a link between the backgrounds of team members and the competitive strategies of these firms. Furthermore, based ontheory and the consensus of the entrepreneurship literature, we expect to observe a positive connection between strategy-experience fit and performance, but not a direct link between team experience and performance.human capital theorysuggests that an experienced entrepreneurial team should be more productive than a less experienced team, since experienceis a valuable asset that has been shown to increase worker productivity and the economic value of the firm, as well asmanagerial compensation. Experience also allows managers to make more informed strategic choices.Such experience would provide insights into technical advances that might enhance product features.Copyright 2007, Gale Group. All rights reserved. Gale Group is a Thomson Corporation Company.
Traditionally, financial capital has been the primary perspective in assessing venture viability. To expand the venture evaluation horizon, we examined the effects of human capital, organizational demography, and interpersonal processes on partner evaluations of venture performance, defined as the presence of profit and growth. The results support this approach in analyzing venture teams, and we propose that this perspective be included in future venture viability assessment, and used for intervention to enhance venture success.Criteria that screen out ventures where there is a risk of failure due to unqualified managementCriteria that screen out management that may well be qualified but lack experience;Criteria that screen out ventures where basic viability of the project is in doubt;Criteria that screen out ventures where there is high exposure to competitive attack and profit erosion before the investment can be recouped;Finally, criteria that avoid ventures that lock up the investment so that it cannot be cashed out for long periods of time. [Criteria distinguishing successful from unsuccessful ventures in the venture screening processJournal of Business Venturing, Volume 2, Issue 2, Spring 1987, Pages 123-137Ian C. Macmillan, LauriannZemann, P. N. Subbanarasimha]Many business ventures are started by entrepreneurial teams, and an extensive theoretical literature suggests that the interpersonal process of these teams impact venture performance. Whereas some work has been done to identify key issues in how well such teams work together, there has been no in-depth research to develop an instrument to measure specific dimensions of interpersonal process effectiveness. This article documents the importance of venture business, develops a measure to evaluate venture team interpersonal process effectiveness, and shows the relationship of interpersonal process effectiveness and partner agreement on specific aspects of interpersonal process to reports of venture success. Over 190 venture dyads were surveyed such that each partner evaluated themselves and their partner on items describing team interpersonal process.We found four dimensions for team interpersonal process: leadership, interpersonal flexibility, team commitment, and helpfulness. Leadership involved partners who contributed to the leadership functions of problem-solving, setting quality standards, continually improving, and setting goals. Interpersonal flexibility described partner exchange with the other partner. Team commitment meant having enthusiasm for team performance and focusing on common team goals. The final element was helpfulness, which involved helping their partner beyond what was required and being friendly and cooperative.We defined successfully perceived ventures as those in which the two partners independently agreed on evaluating the business to be both growing and profitable.Venture businesses that were described by the partners as not growing and/or not profitable were defined as less successfully perceived ventures. Teams that evaluated themselves as more effective on team interpersonal process also regarded themselves as more successful venture businesses. The factors that were evaluated as more effective in successfully perceived ventures were leadership, team commitment, and their mutual interaction.Our agreement hypothesis held for all three interpersonal perception perspectives. The first agreement correlation is a comparison of partner self-evaluations. The more successfully perceived ventures rated themselves similarly; the less successfully perceived ventures did not.The second agreement correlation was a comparison of what partners thought of each other and is the source of many interpersonal assumptions (Wilmot 1979). Partners from successfully perceived ventures agreed with each other, whereas the less successfully perceived ventures did not.The third agreement involved a comparison of one partner's self-rating with how the other partner rated him/her. In addition to mere agreement, this represents an interpersonal verification or validity check between separate perceptual systems. As partners, this correlation suggests that you understand my contribution to the team in the same way that I understand my contribution to the team. When there is agreement on this perspective, miscommunication and interpersonal conflict may become less likely. As with the other two agreement indices, partners from successfully perceived ventures showed more agreement than partners in less successfully perceived ventures. An important notion is the use of these three perspectives to more fully utilize the team effectiveness instrument. Each of the perceptual perspectives is different, and a breakdown in one perspective may not always show in the others. However each view is critical to maintaining effective team interpersonal process.When using an interpersonal method with ventures, there are several issues we should consider. First team interpersonal process issues can be sensitive topics for discussion. In some cases, relationship building with a third party may be needed for this approach to be constructive.Second, a third party, familiar with team interpersonal process, should have a team meeting with the participants to establish a common vocabulary regarding our team concepts. Third, additional team interpersonal process items could be provided by the team to better fit the idiosyncrasies of each dyad. Team interpersonal process effectiveness in venture partnerships and its connection to perceived successJournal of Business Venturing, Volume 10, Issue 5, September 1995, Pages 393-411Warren E. Watson, Louis D. Ponthieu, Joseph W. Critelli]Specific human capital was negatively associated with the proportion of portfolio companies that went bankrupt [Human capital theory and venture capital firms: exploring “home runs” and “strike outs” Dimo P. Dimov, a, , and Dean A. Shepherd, b, 1aInstituto de Empresa, Department of Entrepreneurship, Pinar 7, 1°28006, Madrid, Spainb Leeds School of Business, University of Colorado, Campus Box 419, Boulder, CO 80309-0419, USAReceived 1 November 2002; Revised 1 October 2003; accepted 1 December 2003. Available online 13 April 2004. ]
http://www.qfinance.com/mergers-and-acquisitions-best-practice/why-mergers-fail-and-how-to-prevent-it?page=2According to a multitude of studies conducted over a 30 year period covering more than 7,000 mergers and acquisitions, 55-77% failed to deliver on their financial promise. Carleton and Lineberry
http://altassetshedgefunds.net/private-equity-knowledge-bank/country-focus/europe/central-eastern-europe/article/nz3225.htmlPrice Waterhouseventure capitalists accept occasional investment failures and a certain degree of poor performance in their portfolio as two unavoidable hazards of operating in the venture capital world. Furthermore, it is a common view that time is more efficiently spent on maximising the gain from investments which perform well, and searching for new opportunities, rather than trying to save money already lost in companies that are performing badly or near to failure. Nevertheless it cannot be forgotten that two per cent of the European venture capital portfolio is written off every year, which means that the other investments have to work harder to deliver returns on target. What causes a deal to fail?Most venture capitalists believe that the major causes of failure and under-performance relate to misjudgement of the marketplace for the investee companies' products or problems with the management of the investee business. Sometimes the two issues are combined because management is unable to cope with change in their market place.(Bray et al., 1974; Boyatzis, 1982; Kotter, 1982; Thornton and Byham, 1982; Luthans et al., 1988; Howard and Bray, 1988; Campbell et al., 1970; Spencer and Spencer, 1993; Goleman, 1998; Goleman et al., 2002; Rosier, 1994; Boyatzis, 2008; Hopkins and Bilimoria, 2008; Koman and Wolff, 2008; Dreyfus, 2008; Williams, 2008; Sternberg, 1996; and the other papers in this issue)
Governance, decision making, culture; relationship (brand value, customers, suppliers, joint-venture), human capital (leadership, individuals, management capability, skills, knowledge, initiatives, decision making, and understanding)Hay Group assess about 70% of any organization’s value is made up of the human capital or intangible assets, the same group identified that only 25% of due diligence time was spent on quantify and assessing intangible assets.Majority of CEOs wish they had done more due diligence in the human capital if they were to ever truly realize share-holder growth or cost synergies Intangible assets include (governance: autonomy/control are real barriers to integration, leadership, culture, and the customer base)IQ: problem solving, pattern recognition, and memory. IQ is a limited subset of abilities needed to develop a successful careerIQ has a limited predictive value Person-jobPerson-organizationPerson-groupPerson-supervisorThere is little evidence that perceived fit during preentry periods is an accurate reflection of objective fit relationships. http://www.allbusiness.com/trends-events/investigations/11505132-1.htmlWhy should I work for youWhy should I continue to work for you
For all companies, the initial venture capital investment has been followed by a sharp increase in spending on research & development. Half the seed/start-up companies multiplied their efforts in this area by more than four times (median increase 370%), while half the expansion stage companies almost doubled the amount invested (median increase 95%). The median value of marketing expenditure for the seed/ start-up companies more than tripled after the investment. For the expansion stage companies, the median value of spending in this strategic area grew by almost the same amount – which makes marketing the type of expenditure with the largest post-investment growth for companies at this stage of development. Median training expenditure after the venture capital funding multiplied by a factor of more than four for the seed/ start-up companies and more than two for the expansion stage companies. Fig. 2.3.a: Percentage increases in expenditure between the time of the initial investment and the time of the survey – seed/start-upstage companies (source: NUBS/EVCA)
http://www.qfinance.com/mergers-and-acquisitions-best-practice/why-mergers-fail-and-how-to-prevent-it?page=2According to a multitude of studies conducted over a 30 year period covering more than 7,000 mergers and acquisitions, 55-77% failed to deliver on their financial promise. Carleton and Lineberry
Ultimately investment risk is a risk for a team to deliver as much as a market or financial projectionJust as financial capital is intended to reflect underlying or expected enterprise value. Valuation models have as much intangible as tangible. In reality market projections and discounted cash flow are fuzzy and flawed if not a greater leap of faith than an assessment of human capital. Human capital, like all capital, is an asset that can be depleted or enhanced, with the same upside and downside risk commonly associated with other capital. High human capital valuations positively relate to venture valuation.Because human capital is an asset that cannot be controlled, it must be managed wisely.Human capital represents a huge operating cost that must be managed efficiently because of its sheer magnitude; in the United States, for example, nearly 70% of all operating costs are ultimately attributable to people. At the same time—because human capital is also the only asset that cannot be owned—it must be managed wisely, but also with humanity. Consequently, a strategy that focuses exclusively on efficiency and cost containment can, at best, only be successful in the short-run. This creates a fundamental paradox. http://www.linezine.com/7.2/articles/lbhca.htmRisk management and innovationPeople in organizations are often afraid to take risks, because, in spite of what is said in the organization's values statement about encouraging innovation, they know that it is only acceptable to take risks as long as they ‘get it right’People with strong empathy who more accurately perceive the emotions of other people are better at handling change and build stronger social networks.Human capital can be measure, but like financial statements they measurements capture a snapshot in time
Proxy: a figure that can be used to represent the value of something in a calculation
Table built from “Validation of the Venture Evaluation Model in Korea” Rah, Joongdoug; Jung, Kyungjin; Lee JinjooVenture capitalists employ a sometimes haphazard process for assessing senior managers of prospective new venture investments prior to making a final investment decision. There is a crying need for empirical research and practical theory to examine the assessment methods for human capital, and thereby assist the venture capital due diligence process.There are three clusters of competencies that differentiate outstanding from average performers in many countries of the world. They are: Cognitive competencies, such as systems thinking and pattern recognition.Emotional intelligence competencies, including self - awareness and self-management competencies, such as emotional self-awareness and emotional self-control.Social intelligence competencies, including social awareness and relationship management competencies, such as empathy and teamwork. (Bray et al., 1974; Boyatzis, 1982; Kotter, 1982; Thornton and Byham, 1982; Luthans et al., 1988; Howard and Bray, 1988; Campbell et al., 1970; Spencer and Spencer, 1993; Goleman, 1998; Goleman et al., 2002; Rosier, 1994; Boyatzis, 2008; Hopkins and Bilimoria, 2008; Koman and Wolff, 2008; Dreyfus, 2008; Williams, 2008; Sternberg, 1996; and the other papers in this issue)The entrepreneur/founding management team must be willing to work closely with the venture capitalists after the initial investment has been made. As a consequence, one of the factors carefully considered in the final stages of project evaluation is the entrepreneur’s willingness and ability to do this and whether or not the “chemistry” between the entrepreneur and the venture capitalist is right.
Total Risk = Financial Risk + Performance Loss Risk is 80% EQ Most of the Peformance Risk must also be EQTherefore, to analyze Performance Risk, we analyze EQthen we quantify performance risk as EQ and Culture fitSo we can quantify the risk attributable to performance by measuring EQ and culture fitwe are saying that polar opposite culture match equals 100 % risk and minimal EQ = 100% performance risk. So, if EQ is low and culture is mismatched then performance risk is highwe need to know how badly performance can be affected by culture fit and EQfor example, if the company can produce 100 widgets/hour at the time of the financial risk analysis, how low could production go if EQ and culture fit are the worst possible?Maybe the current beta is only capturing 20% of the total risk. If the financial is low it does not account for performance risk. Doesn’t the performance beta need a higher impact on risk? you are not taking into account 80% of the perfomance.Larry Bird exampleWhat Does Weighted Average Mean?An average in which each quantity to be averaged is assigned a weight. These weightings determine the relative importance of each quantity on the average. Weightings are the equivalent of having that many like items with the same value involved in the average. Investopedia explains Weighted AverageTo demonstrate, let's take the value of letter tiles in the popular game Scrabble. Value: 10 8 5 4 3 2 1 0Occurrences: 2 2 1 10 8 7 68 2 To average these values, do a weighted average using the number of occurrences of each value as the weight. To calculate a weighted average:1. Multiply each value by its weight. (Ans: 20, 16, 5, 40, 24, 14, 68, and 0)2. Add up the products of value times weight to get the total value. (Ans: Sum=187)3. Add the weight themselves to get the total weight. (Ans: Sum=100)4. Divide the total value by the total weight. (Ans: 187/100 = 1.87 = average value of a Scrabble tile)Organizations have cultures (sociological – culture emerges from collective behavior) and organizations are cultures (anthropological – culture resides in individual interpretations)What are Competencies“Competency” is the name given to the specific characteristics necessary to perform a given job well. They differentiate levels of performance in a given job, role, organization, or culture. Any characteristic—cognitive, physical, or emotional—that leads to outstanding performance in a given job is considered a competency for that job.What enables a person to exhibit competency behaviors include:Skills - things a person knows how to do well (e.g., reading a profit-and-loss statement).Knowledge - what a person knows about a particular substantive area (e.g., basic accounting principles).Values – what behaviors a person sees as important or not important (e.g., coaching less important than getting the task done)Self-image - the way a person sees him or herself—the “inner self”, or internal concept of identity (e.g., seeing oneself as an expert or leader).Traits - relatively enduring characteristics of a person’s behavior (e.g., being a good listener, conscientious, outgoing).Motives – focuses the individual on behaviors that he/she finds intrinsically satisfying. Motives are non-conscious (e.g. we are not necessarily aware of them – auto-pilot).
Culture"the single best predictor of overall excellence was a company's ability to attract, motivate and retain talent. CEOs said that corporate culture was their most important lever in enhancing this key capability."7“The more I study organizational profitability, the more I am convinced of the power of culture….” Bruce Pfau of the Hay Group, who led the study, In a follow-up, in-depth study, the contrast between cultural priorities in the top companies in the Fortune survey versus average performers studied by Hay was remarkable:Top Performer Priorities1. Teamwork2. Customer focus3. Fair treatment of employees4. Initiative and innovationAverage Performer Priorities1. Minimizing risk2. Respecting the chain of command3. Supporting the boss4. Making budgetThe top performers consciously manage their corporate culture and attempt to link it with systems into a congruent, mutually reinforcing package. This is the same thing we found in our study of 110 top performers reported in The 8 Practices of Exceptional CompaniesUsing this method, Boyatzis (2006) replicated significant findings regarding tipping points in an international consulting firm. The profits from accounts of senior partners were analyzed for seven quarters following assessment of their competencies. Senior partners using competencies above the tipping point more than doubled the operating profits from their accounts as compared to the senior partners below the tipping point. The measure of competencies was the average perceived frequency of use of each competency by others around the senior partner, using a 360-degree competency questionnaire. He showed that this method was superior to a simple median split or continuous analysis of the relationship between the frequency of competencies shown and financial performance of the senior partners, leaders, of this firm.Knowing the point at which a person’s use of a competency tips them into outstanding performance and provides vital guidance to managers and leaders. It helps those coaching others know which competencies are the closest to added value in stimulating outstanding performance. The tipping point is sometimes referred to as a trigger point. The tipping point for each competency would be a function of the organization environment. For example, the manager of an office of a strategy consulting company would have a tipping point of Adaptability at the maximum level. To show sufficient ability he/she would have to be using it “frequently and consistently.” Their business, projects, and clients change each year. They typically have high turnover in consulting staff as well. Meanwhile, the manager of a basic chemical processing plant may have a tipping point of only “occasional or often” of adaptability. The certainty of their product line and predictability of their production processes does not create as much uncertainty as the consulting business. They probably have less turnover in the chemical plant as well, requiring even less adaptation to new staff. Analysis of tipping points should become a standard feature of competency assessment studies in the future. Boyatzis (2006) also confirmed the earlier argument about the importance of clusters. It was shown that the dramatic increase in profit contributed to the company occurred when senior partners were using an assortment of the competencies from each cluster above the tipping point. It did not seem to matter which of the competencies were being using above the tipping point form each cluster. This allows for the differences in style observed from outstanding leaders while confirming the importance of competencies as predictors of performance.
Source: Daniel Goleman, “What Makes a Leader?”, Harvard Business Review 1998Human capital represents a huge operating cost that must be managed efficiently because of its sheer magnitude; in the United States, for example, nearly 70% of all operating costs are ultimately attributable to people. At the same time—because human capital is also the only asset that cannot be owned—it must be managed wisely, but also with humanity. Consequently, a strategy that focuses exclusively on efficiency and cost containment can, at best, only be successful in the short-run. This creates a fundamental paradox. http://www.linezine.com/7.2/articles/lbhca.htmRisk management and innovationPeople in organizations are often afraid to take risks, because, in spite of what is said in the organization's values statement about encouraging innovation, they know that it is only acceptable to take risks as long as they ‘get it right’People with strong empathy who more accurately perceive the emotions of other people are better at handling change and build stronger social networks.Human capital can be measure, but like financial statements they measurements capture a snapshot in timeThe quality of the management team is on of the most important criteria in predicting new companies’ success (Timmons and Gumpert 1982)Capable of sustained intense effortEvaluates and reacts to risk wellArticulate in discussing ventureFamiliarity with target marketAttention to detail“Criteria Distinquishing Successful Venture in the Venture Screening Process”, MacMillan, Ian; Zemann, Lauriann; Subbanarasimha, P.N.Top 5 criteria commonly essential that the responding venture capitalist would reject the plan regardless of any other characteristics, no matter how redeeming.Capable of sustained intense effort 5-10 years 64%Thoroughly familiar with market 62%At least 10 times return in 5-10 years 50%Demonstrated leadership in past 50%Evaluates and reacts to risk well 48%Two most significant rejections as critically flawedCapable of sustained intense effort 5-10 AND At least 10 times return in 5-10 years 84%Capable of effort AND Functionally balanced management team 80%Demonstrated leadership in past AND Familiar with target market 80%Capable of effort AND Demonstrated leadership 79%Able to evaluate risk AND Familiar with target market 77%“Criteria Used By Venture Capitalists to Evaluate New Venture Proposals”, MacMillan, Ian; Siegel, Robin; Subbanarasimha, P.N.
Not to mention the lost productivity that impacts the team and product when viewed as a project: quality, the budget, scheduleOn performanceIf we look at an investment as an investment into a project, not operations, then 90% of all projects fail and we see VCs have a portfolio failure of 25% and another 25% as underperforming and unlikely to get much attention, some figures estimate 38 of 40 investments private equity portfolio
Original CapCorp Portugal 2006 and Jason Associate, Expert Talent Advisory, Evaluating+talent+in+private+equity.pdf
Spencer, L.M., Jr,. 1997Egon Zehnder InternationalOngoing Hay Group researchHay Group nursing leadership studies, 2003 & 2006Hunter, Schmidt & Judiesch, 1990Goleman, 1998Spencer & Spencer, 1993Boyatzis, 1999Pesuric & Byham, 1996
Evaluating+talent+in+private+equity.pdf Source: Management Assessment Methods In Venture Capital, Geoffrey H. Smart, Claremont Graduate UniversityJob Analysis •Job analyses are typically conducted prior to an interaction with the candidate. •The purpose of job analysis is to answer the question, “What human capital is specifically needed for this venture to survive and grow?” •Subsequent methods are used to collect data to evaluate whether target managers have the human capital attributes that result from the job analysis.Documentation Analysis •Documentation analysis refers to the collection and review of written documentation about the target managers. •Includes resumes, legal records, tax information, and publications written by or about the managers. Past-Oriented Interviews •A past-oriented interview is a structured interview in which the interviewer discusses specific accomplishments and failures in the candidate’s career history. •Structured interviews lead to mean validity coefficients over three times as high as unstructured interviews Reference Interviews •Reference interviews are discussions with those who have observed the behaviour of the target managers: –personal references, –supervisors, –co-workers, –industry players, –current employees, –lawyers, –accountants, –bankers, or other investors. Assessment Centres •Assessment centres are multi-day sessions where candidates are tested on their skills relative to the job for which they are applying. •This Method has never been used. It is possible to be used in seed capital operations, with the managers consent. Work Samples •Work samples provide insights into “hypothetical”behaviour. The venture capitalist “quizzes”the target managers on various aspects of the business: –“What would you do if...” –“How would you...?” –“What do you know about this industry?” –“What are your plans for...?” •This format measures how target managers behave on their best behaviour, not how they typically act.Psychological Testing •Occasionally administered to candidates for lower-level or middle-level positions. •For senior-level positions, the use of psychological testing is more problematic.
IQ: problem solving, pattern recognition, and memory. IQ is a limited subset of abilities needed to develop a successful careerIQ has a limited predictive value Technical skills and IQ make up only 1/3 of the variance, the remaining 2/3 emotional intelligenceWhat is a competency? A competency is defined as a capability or ability (Boyatzis, 1982, 2008; McClelland, 1973, 1985). It is a set of related but different sets of behavior organized around an underlying construct called the “intent.” The behaviors are alternate manifestations of the intent, as appropriate in various situations or times. Self-awareness: This set includes the skills of emotion identification, accurate self assessment, and self-confidenceSelf-management: This set includes the skills of emotional self-control, adaptability, stress management, and motivation/optimismSocial awareness: This set includes the skills of empathy, reality testing, and social responsibilityRelationship management: trust honest, communication and assertiveness, cooperation and collaboration, conflict management and negotiation, and influence on and development of others.Before you can use your self-awareness and social awareness before you can fully use your self-management and relationship management to meet your goalsEach area leads to development and achievement in the next areaCompetence is the collective power of your self-awareness and self-management skills. It's how you use emotional intelligence in situations that are more about you personally. Self-Awareness. Can I accurately identify my own emotions and tendencies as they happen? Self-Management: Can I manage my emotions and behavior to a positive outcome? Social Competence is the combination of your social awareness and relationship management skills. It's more about how you are with other people. Social Awareness: Can I accurately identify your emotions and tendencies as I interact with you? Relationship Management: Can I manage the interaction I have with others constructively and to a positive outcome? Emotional IntelligenceWhat do they love about their jobs?What changes would they like to see made?What is working well?What is going on beneath the surface?What problems are obvious to everyone but are not being addressed?List executives and managers, by name, to understand the culture and effectiveness. Need to know how people in management positions are doing. What do they do well and what could they do differently that would make them more effective? EQ requires high intelligence, engage people in complex work, or bring people into frequent contact with others in doing their work.Jobs of medium complexity, clerical or mechanical are 12xs better than the bottom and 85% more productive than the average. More complex jobs: insurance, sales, and management of financial accounts top performers are 175% more productive than those considered average. Bobwallonlien.com simons management systems/studies/commentsKnowing your feelings and using them to make life decisions you can live with. Being able to manage your emotional life without being hijacked by it -- not being paralyzed by depression or worry, or swept away by anger. Persisting in the face of setbacks and channeling your impulses in order to pursue your goals. Empathy -- reading other people's emotions without their having to tell you what they are feeling. Handling feelings in relationships with skill and harmony -- being able to articulate the unspoken pulse of a group, for example.The EQi provides a good sense of how people assess their own EI, the MSCEIT measures ones EI abilities, and the ECI measures how others assess one's EI.Emotional Competence Inventory 360, from Daniel Goleman EQi, the BarOn Emotional Quotient Inventory, from Dr. BarOnThe MSCEIT, from John Mayer, Peter Salovey, and David CarusoEmotional Intelligence Appraisal, Me Edition Index of Emotional Intelligence SEI, Six Seconds Emotional Intelligence Assessment
The primary cause of career derailment in executives are attributable to deficits in emotional competencies. The three most important “derailers” are the inability to adapt to change, difficulties working as a member of a team, and poor interpersonal relationships.In leadership, almost 90% of what distinguishes “outstanding leaders” from the rest is attributable to emotional intelligence. It is becoming referred to as “The 90% Factor” in discussions of leadership success.62% of employees who said they have an effective manager intend to stay on the job. Only 17% of employees who said they have an ineffective manager said they intend to stay. Based on a survey of 10,000 US workers and 1000 workers each in India, China, Brazil, the UK, and Germany. 25% rated their managers as neither effective nor ineffective.Studies of people in high-IQ professions that require advanced degrees such as Ph.D.’s and M.B.A.’s for entry into a field, groups up of highly intelligent and trained professionals, IQ and training do not differentiate star performers. Emotional intelligence accounts for as much as 80% of the variance in differentiating star performers from average performers in these populations. A long-term study of Ph.D. scientists found that social and emotional abilities were four times more important than IQ and training in determining overall career success and level of personal prestige in the scientists’ chosen field of study.At Met Life, a group of job candidates were hired who had failed the normal screening process but score high on optimism. The outsold a group of pessimists by 21% the first year and 57% the second year. They even outsold average agents by 27%.Sales reps for a computer company who were hired for emotional competence were 90% more likely to finish their training than reps hired on the basis of other criteria.A study of military leaders found that their individual emotional intelligence where highly related to the presence of emotionally intelligent group norms in the teams they led and that those norms were significantly related to the team’s performance.The most effective leaders in the US Navy are warmer, more outgoing, expressive emotionally, and sociable.Supervisors in a manufacturing environment were trained in emotional competencies. This resulted in a 50% decrease in time lost due to accidents; formal grievances dropped from 15 to 3 per year; and, the plant exceeded its annual financial goals by more than a quarter of a million dollars.Accurate self-awareness, a core emotional competency, was associated with superior performance in several hundred managers in a dozen companies.
1993 post-merger
Without EI, a person with high IQ, great experience and smart ideas won’t be a great leaderIQ itself is not a great predictor of job performance. IQ represents just 4–25% of variance Technical skill is acquired through study and experience and is usually the top criteria for promotionWhile IQ intelligence is being smart about ideas, processes, facts, tests and techniques, Emotional Intelligence (EI) is being smart about people.
Without EI, a person with high IQ, great experience and smart ideas won’t be a great leaderIQ itself is not a great predictor of job performance. IQ represents just 4–25% of varianceYou are born with a set IQ, that can not change over your lifetimeTechnical skill is acquired through study and experience and is usually the top criteria for promotion, Technical skill is acquired through study and experience and is usually the top criteria for promotion, Theoretical Framework — An Overview of Emotional IntelligenceTwentieth-century research in emotional intelligence began with the 1920’s when Edward Thorndike identified his concept of social intelligence. This concept of social intelligence is one of three groups of intelligences (abstract, concrete, and social) identified by psychologists of that time. Thorndike (1920) defined social intelligence as “the ability to understand and manage men and women, boys and girls—to act wisely in human relations” (p. 228). Thorndike’s definition included interpersonal and intrapersonal intelligences in the definition of social intelligence. Psychologist David Wechsler, a student of Thorndike and developer of one of the first IQ measurement instruments – the Wechsler Adult Intelligence Scale – recognized the importance of studying non-cognitive factors. In 1943, Wechsler proposed that non-intellective abilities are crucial in predicting one’s ability to succeed in life. Wechsler referred to “non-intellective” and “intellective” factors as meaning affective, personal, and social factors. Wechsler wrote (as cited by http://www.a2zpshchology.com, 2002):The main question is whether non-intellective, that is affective and cognitive abilities, are admissible as factors of general intelligence. (My contention) has been that such factors are not only admissible but necessary. I have tried to show that in addition to intellective there are also definite non-intellective factors that determine intelligent behavior. If the foregoing observations are correct, it follows that we cannot expect to measure total intelligence until our tests also include some measures of the non-intellective factors.In the past 20 years, the field of psychology broadened the “non-intellective” paradigm of these early psychologists. Howard Gardner (1983) introduced the idea of multiple intelligences including “personal intelligences” which encompasses intrapersonal intelligence (knowing yourself) and interpersonal intelligence (knowing how to get along with others). In the past five years, emotional intelligence has received much attention as an aspect that is potentially useful in understanding and predicting individual performance and success in the workplace. Miller (2000) stated that emotional intelligence is the complex and multifaceted ability to be effective in all the critical domains of life, including job success. Daniel Goleman has been one of the leaders in defining the competencies related to emotional intelligence. Goleman (1998) described emotional competence as “a learned capability based on emotional intelligence that results in outstanding performance at work” (p. 4). Further, emotional competencies are job skills that can be learned, and thus people have the potential to become skilled at these competencies (Cherniss & Goleman, 2001).The emotional intelligence framework Goleman first designed in 1998 consisted of five domains of emotional intelligence that included 25 competencies. His framework of emotional competencies in the workplace reflects statistical analyses by his colleague Richard Boyatzis that collapse the 25 competencies into 20 and the five domains into four: Self-Awareness, Self-Management, Social Awareness, and Relationship Management (Boyatzis, Goleman, & Rhee, 2000; see Figure 1). Primal Leadership: Realizing the Power of Emotional Intelligence (Goleman, Boyatzi, and McKee, 2002) reduced the 20 competencies to 18 competencies that focused on upper-level leadership and management roles, versus the 20 competencies that reflect those needed by the typical employee.Experienced partners in a multinational company who scored above the median on nine or more of the 20 emotional intelligence competencies delivered $1.2 million more profit from their accounts than did other partners.An analysis of more than 300 top-level executives from 15 global companies showed that six emotional competencies distinguish stars from the average: influence, team leadership, organizational awareness, self-confidence, achievement drive, and leadership.Competence research in over 200 companies and organizations worldwide suggests that about one-third of the difference in productivity of top performers was due to technical skill and cognitive ability, while two-thirds was due to emotional competence.At L’Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company’s old selection procedure.In a national insurance company, insurance sales agents who were weak in emotional competencies such as self confidence, initiative and empathy sold policies with an average premium value half of those who were very strong in at least five of eight key emotional competencies.In a large beverage firm, when they began selecting employees based on emotional competencies such as initiative, self-confidence, and leadership, two-year defection rates dropped from 50% to only 6%.Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence (handling change, teamwork, and interpersonal relations).Emotional competence training of supervisors in a manufacturing plant resulted in a reduction of lost-time accidents by 50 percent, for grievances from an average of 15 per year to three per year, and the plant exceeded productivity goals by $250,000.The most successful store managers in a retail chain were those best able to handle stress. Success was based on net profits, sales per square foot, sales per employee, and per dollar inventory investment.New sales representatives at Met Life who scored high on a test of “learned optimism” sold 37% more life insurance in their first two years than pessimists.A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them.For sales representatives at a computer company, those hired based on their emotional competence were 90% more likely to finish their training than those hired on other criteria.At a national furniture retailer, sales people hired based on emotional competence had half the dropout rate their first year.14. For sales reps at a computer company, those hired based on their emotional competence were 90% more likely to finish their training than those hired on other criteria (Hay/McBer Research and Innovation Group, 1997). 15. At a national furniture retailer, sales people hired based on emotional competence had half the dropout rate during their first year (Hay/McBer Research and Innovation Group, 1997). 16. For 515 senior executives analyzed by the search firm Egon Zehnder International, those who were primarily strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. In other words, emotional intelligence was a better predictor of success than either relevant previous experience or high IQ. More specifically, the executive was high in emotional intelligence in 74 percent of the successes and only in 24 percent of the failures. The study included executives in Latin America, Germany, and Japan, and the results were almost identical in all three cultures. 17. The following description of a “star” performer reveals how several emotional competencies (noted in italics) were critical in his success: Michael Iem worked at Tandem Computers. Shortly after joining the company as a junior staff analyst, he became aware of the market trend away from mainframe computers to networks that linked workstations and personal computers (Service Orientation). Iem realized that unless Tandem responded to the trend, its products would become obsolete (Initiative and Innovation). He had to convince Tandem’s managers that their old emphasis on mainframes was no longer appropriate (Influence) and then develop a system using new technology (Leadership, Change Catalyst). He spent four years showing off his new system to customers and company sales personnel before the new network applications were fully accepted (Self-confidence, Self-Control, Achievement Drive) (from Richman, L. S., “How to get ahead in America,” Fortune, May 16, 1994, pp. 46-54). 18. Financial advisors at American Express whose managers completed the Emotional Competence training program were compared to an equal number whose managers had not. During the year following training, the advisors of trained managers grew their businesses by 18.1% compared to 16.2% for those whose managers were untrained. 19. The most successful debt collectors in a large collection agency had an average goal attainment of 163 percent over a three-month period. They were compared with a group of collectors who achieved an average of only 80 percent over the same time period. The most successful collectors scored significantly higher in the emotional intelligence competencies of self-actualization, independence, and optimism. (Self- actualization refers to a well-developed, inner knowledge of one's own goals and a sense of pride in one's work.) (Bachman et al., 2000). Talisayon (2001-2002), in a discussion of schools of the future, cited the importance of emotional intelligence in the curricula and believes that in the near future the schools will teach the fundamentals along with teaching people how to live life. Goleman (1995) cited educational follow-up studies that found emotional intelligence as an important variable:The careers and lives of 95 Harvard students were followed to middle age. The researchers found that success (measured by salary, productivity, and status), life satisfaction, and happiness with friendships, family, and romantic relationships were not correlated with their collegiate grades.The careers and lives of 450 boys from a slum near Harvard were followed to middle age. The researchers found that IQ was generally correlated with socioeconomic status but emotional skills (such as the ability to handle frustrations, control emotions, and relate to other people) were even more highly correlated.Valedictorians from Illinois high schools in 1981 were studied. By their late twenties, the group’s performance was only average; only one-fourth were performing at par with successful young people their age, and many of the rest were not doing as well.
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This is the same thing we found in our study of 110 top performers reported in The 8 Practices of Exceptional Companies
MOTIVATION: Something that energizes, direct, and sustains behaviors. The following are traits of human nature: To be curious To be active To initiate thought and behaviorTo make meaning from experienceTo be effective at what we valueINTRINSIC MOTIVATION: Internal desires to perform a particular task, people do Certain activities because it gives them pleasure, develops a particular skill, or It’s morally the right thing to do. Intrinsic motivation occurs when the learning activity and the learning environment elicit motivation in the student.We do not motivate students but rather create, through our teaching, opportunities that can evoke motivation in students.The following help to create intrinsic motivation:When the goals and rewards of the learning are meaningful to the learnerWhen the learning is important to the studentWhen the learning assists the learner in obtaining valued accomplishmentsWhen the learning assists the learners in integrating themselves with the world, with others, and promotes self-awarenessEXTRINSIC MOTIVATION: Factors external to the individual and unrelated to the Task they are performing. Examples include money, good grades, and other Rewards. · Intrinsically motivated students are bound to do much better in classroom activities, because they are willing and eager to learn new material. Their learning experience is more meaningful, and they go deeper into the subject to fully understand it. On the other hand, extrinsically motivated students may have to be bribed to perform the same tasks. · How can we motivate students intrinsically?
Harvard Business School psychologist Teresa Amabile observed, “Intrinsic motivation is conducive to creativity, but extrinsic motivation is detrimental.The Motivation to WorkHerzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.Achievement without recognitionRecognition to last it has to be attached to achievementWhile at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed. 1st, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. 2nd, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow.
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Culture are: values, norms, assumptions, expectations, and definitions that characterize organizations, “how things are done around here”Sustained success has less to do with market forces than company values; less to do with competitive position than personal beliefs; less to do with resource advantages than vision – culture is sometimes created by the initial founder, sometimes developed consciously by management teams who decide to improve their company’s performance in systemic ways, and sometimes, in the absence of direction, a culture becomes becomes the way to manage the mismanagement.Organizations have cultures (sociological – culture emerges from collective behavior) and organizations are cultures (anthropological – culture resides in individual interpretations
Mental mapsHardwiringStress effectBrain (amygdala highjack)Managing in a matrix – everything is a matrixWith over twenty of years of research there are a number of assessments that have been created based on the Competing Values Framework. The Culture and Management Competency assessments have well over 100,000 data points and have been used with thousands of organizations going through culture change.
Cameron and Quinn identified four types of organizational cultureThe Clan CultureThe Adhocrary CultureThe Market CultureThe Hierarchy CultureEvaluates organizations by values ofLeadership, effectiveness, organizational theory, and Total Quality Management programsCategorizes organizations by degree ofInternal focus and integrationFlexibility and discretionExternal Focus and differentiationStability and controlcurrent Organisational Culture (by the employees); - the desired Organisational Culture (by the employees); - the required Organisational Culture (by management). Map and find disconnect, like most you can baseline, you talk about what should be continued, what should be startedCompeting Value Framework. It is a very useful model in interpreting awide variety of organisational phenomena. The authors have chosen this model for studyingorganisational culture because the Competing Value Framework is also the foundation of theOrganizational Culture Assessment Instrument (Cameron and Quinn, 2006). The last one is avery agile instrument to analyse the organisational culture in the case study research.Quinn
Culture are: values, norms, assumptions, expectations, and definitions that characterize organizations, “how things are done around here”Sustained success has less to do with market forces than company values; less to do with competitive position than personal beliefs; less to do with resource advantages than vision – culture is sometimes created by the initial founder, sometimes developed consciously by management teams who decide to improve their company’s performance in systemic ways, and sometimes, in the absence of direction, a culture becomes becomes the way to manage the mismanagement.Organizations have cultures (sociological – culture emerges from collective behavior) and organizations are cultures (anthropological – culture resides in individual interpretations)
For all companies, the initial venture capital investment has been followed by a sharp increase in spending on research & development. Half the seed/start-up companies multiplied their efforts in this area by more than four times (median increase 370%), while half the expansion stage companies almost doubled the amount invested (median increase 95%). The median value of marketing expenditure for the seed/ start-up companies more than tripled after the investment. For the expansion stage companies, the median value of spending in this strategic area grew by almost the same amount – which makes marketing the type of expenditure with the largest post-investment growth for companies at this stage of development. Median training expenditure after the venture capital funding multiplied by a factor of more than four for the seed/ start-up companies and more than two for the expansion stage companies. Fig. 2.3.a: Percentage increases in expenditure between the time of the initial investment and the time of the survey – seed/start-upstage companies (source: NUBS/EVCA)
software developers with high EI levels can develop effective software three times faster than otherssales consultants with high EI generate twice the revenue of colleagueshiring sales staff with high EI rates halved the first-year dropout rate for a national furniture retailerexperienced partners in a multinational consulting firm who were assessed on their EI levels delivered 139 per cent more profit from their accounts than other partnersoil refinery managers who participated in the Hay Group EI development program over two years showed a 20 per cent increase in performance compared to colleagues.
the team development process is predominantly teleological (focused on a specific end) and non-linear. For example, if the relationship between team practice and team performance were linear, each practice session would be followed by a noticeable and predictable improvement in performance. But in reality, any team member knows that you may see no improvement over three sessions and then, in the fourth, everything comes together perfectly. This teleological and non-linear model is a major departure from psychodynamic or progressive theories of group development that were heavily influenced by evolution theories (Akrivou, McLeod, and Boyatzis, 2006). complex systems that move through phases of equilibrium and disequilibrium. Three specific features characterize complex systems: 1) they are self-organizing—emergent events start a new dynamic process through the pull of PEA; 2) they are non-linear and discontinuous—Gersick (1991) called this discontinuity “punctuated equilibrium,” described as moments of discontinuous, revolutionary change interspersed with periods of equilibrium-seeking behavior; 3) they move through degrees of “multileveledness” through interaction among social levels (Boyatzis, 2006 a). 2006a and 2006b in references: which is this? OKThe desire to maintain the current state requires deliberate investment of energy in the exercise—it must also be intentional. Desired sustainable changes in a team’s norms, shared beliefs, purpose, roles, and identity are, on the whole, discontinuous. That is, they appear as emergent or catastrophic changes. This is a property of complex systems (Casti, 1994). The experience of these changes may be one of surprise or discovery (Boyatzis, 2006a). If a team member is mindful of the group’s dynamics, changes may be anticipated and so appear more as a set of smooth transitions. For example, an observant team member may notice a particularly close, personal relationship developing among three team members and not be surprised when these three people begin to act toward team issues as a coalition (with the same perspective on issues). But to a less observant team member, the appearance of a coalition within the team may seem puzzling and sudden. As a complex system, team development has moments of surprise even for the most observant members or coaches.A resonant relationship between the head coach and the owner helps intentional change processes at community and organization levels. In the multi-level context in which a football team plays, one owner, Robert Kraft, enjoyed the media and worked with the press. As a result the community was behind the team (Halberstam, 2005). The other, Art Modell, ran into conflicts and eventually the hatred of the community when he decided to move the team to Baltimore. Many say it was a decision based, in part, on Modell’s lack of connection to the community.In this example, we observe a chain of resonant relationships that link desired change from the individual player level to the community level. If any one of those is missing, the team performance suffers and their ability to improve performance or sustain current performance is dramatically reduced.Teams need leaders, both formal and informal. They need leaders within the team to create purpose and excitement, and provide social glue. They need leaders outside the team to help communicate and link across levels, as I discussed earlier in this chapter, a task that Hackman (2003) called “bracketing.” Team researchers, such as Hackman and Wageman (2005), even contend that many teams need rotating leaders for leadership development purposes, equanimity a feeling of equality within the team, and shared responsibility for team norms and performance.Resonant leaders are able to build trusting, engaged, and energizing relationships with others around them (Boyatzis and McKee, 2005). Just as teams need resonant or effective leaders to perform and develop, and multiple resonant leaders to function across the multi-level system within which they operate, it is also clear that teams need coaches who are resonant and can help move information, emotions, and relationships across levels. The leaders can be the coaches, but it is likely that the team needs both resonant leaders and coaches. If team has no resonant leadership, it is adrift in many ways. Dissonance can become its modus operandi. Then the team begins to dissolve. Meaning “mental composure”? How would this be helped by rotating leadership? Does he mean “equality”? OK
What is EI?What is Emotional Intelligence (EI) ? Daniel Goleman is one of the most recognized authors and experts in the area of Emotional Intelligence. In his 1995 book he defines Emotional Intelligence as: ...the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.In other words, Emotional and Social Intelligence is being smart about yourself and about other people. It includes both understanding people and doing something with that understanding. EI measures behavioral competencies, not ability; behavior, not personality or propensityLeft side or our own emotionsRight other the emotions of othersTop emotional awareness Bottom the actions and responses of manage ourselves and our relationship with othersEnables us to meet tough challengesEQ is the distinguishing factor that draws others to us or repels themThe higher people rise in the ranks of management, the more likely they are to have distorted self-perceptions. Senior level managers are likely to rate themselves as much higher on emotional and social competencies than their peers and direct reports rate them.
The personal qualities you bring to work influence what you do and say, what you do and say and how you go about it has an impact on people around you and this impact, positive and negative, makes a difference to business results“In most complex jobs a top performer is 127% more productive than an average performer, competency research in over 200 organizations worldwide attributes 1/3 of this difference to technical and cognitive ability, and 2/3 to emotional competence.” Hunter, schmidt & Judiesch, 1990 and Goleman, 1998“High scoring consulting partners delivered $1.2 million more profit from their accounts than their peers” Boyatzis, 1999“After supervisors in a manufacturing plant received training in emotional competencies –how to listen better and help employees resolve problems on their own – lost-time accidents were reduced by 50%, formal grievances were reduced from 15 to 3 per year, and the plant exceeded productivity goals by $250,000."Pesuric & Byham, 1996Left side or our own emotionsRight other the emotions of othersTop emotional awareness Bottom the actions and responses of manage ourselves and our relationship with othersEnables us to meet tough challengesEQ is the distinguishing factor that draws others to us or repels themAdaptive Leadership: Who you are on the job Emotional Intelligence: Self-Awareness: The ability to be aware of how one's own emotions and behavior are influenced by and impact others enhances everything that leaders take on. Self-Management: Leaders who are able to control their own reactions to their environment have a bigger impact. This means they use their awareness to turn situations to their benefit. Social Awareness: Leaders who recognize and respond to the emotions, feelings, and others' experience operate more effectively in the workplace. Relationship Management: Leaders with adequate social skills model and improve the way in which individuals treat one another. This boosts performance by serving as a relationship catalyst in their organizations. Conditions that allow others to perform at their best
What is EI?What is Emotional Intelligence (EI) ? Daniel Goleman is one of the most recognized authors and experts in the area of Emotional Intelligence. In his 1995 book he defines Emotional Intelligence as: ...the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.In other words, Emotional and Social Intelligence is being smart about yourself and about other people. It includes both understanding people and doing something with that understanding. EI measures behavioral competencies, not ability; behavior, not personality or propensityThe higher people rise in the ranks of management, the more likely they are to have distorted self-perceptions. Senior level managers are likely to rate themselves as much higher on emotional and social competencies than their peers and direct reports rate them.
They know what they can handle and what they can’tAble to motivate themselves and improve their own performanceManage disruptive emotions to behave more effectivelyThey take an active interest in others and understand individual perspective and group dynamicsThey bring out the best in others, whether as a leader or an individual team memberHelps bring out the best in yourselfHave a positive impact on your organizationContribute to organizationIt enables you to choose different behaviors depending on the situation, your strengths, and your role
Self-Awareness 1/1Self-Management ¼Social Awareness1/2Relationship Management 1/5More items below average What is EI?What is Emotional Intelligence (EI) ? Daniel Goleman is one of the most recognized authors and experts in the area of Emotional Intelligence. In his 1995 book he defines Emotional Intelligence as: ...the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.In other words, Emotional and Social Intelligence is being smart about yourself and about other people. It includes both understanding people and doing something with that understanding. EI measures behavioral competencies, not ability; behavior, not personality or propensityThe higher people rise in the ranks of management, the more likely they are to have distorted self-perceptions. Senior level managers are likely to rate themselves as much higher on emotional and social competencies than their peers and direct reports rate them.
What is the project cost to human capitalReplacementWorkload adjustmentQuality, timeInterview: person-job, person-team, person-manager, and another one we’ll get to later: person-cultureon-boardingTrainingCoachingScalability
MSCEIT– performance measure, assessing how a person managers their emotions, but really a measure of how a person processes internally. Didn’t see it relevant to connected to job and live outcomesRuevan Bar-On (EQI) mainly self-assessment – personality theory to come up with how a person handles their emotions, scales and items are very internallyESCI – history of McBurr’s/Hay Group’s work on competency theory on inductive by performance distinction, than back into what are these things or competency. Start from performance, not personality. The competency should be directed to job outcomes (EI: play well with others) application is the real value addPersonality theory (stress, anxiety are things that are harder to sort out), EI is neuro-endocrine circuit and biological basis for these clustersIntelligent but don’t seem play well with others, people who play well, but can’t manage their own emotions, people who do both, and people who do neither
This is the same thing we found in our study of 110 top performers reported in The 8 Practices of Exceptional Companies
Evaluates organizations by values ofLeadership, effectiveness, organizational theory, and Total Quality Management programsCategorizes organizations by degree ofInternal focus and integrationFlexibility and discretionExternal Focus and differentiationStability and control“The single-best predictor of overall excellence was a company’s ability to attract, motivate and retain talent.” CEOs, in referring to this study, said that corporate culture was their most important lever in enhancing this key capability.Identify the team culture is an insight into norms, values, work styles, communication, and work environment1 Clarity They are clear about where the organization is going and what their contribution is 2 Standards There is a continual emphasis on improvement and excellence 3 Flexibility There are no unnecessary rules and procedures and good ideas are acted upon 4 Responsibility They are empowered to get on with their job and held accountable for it 5 Rewards They receive appropriate recognition for their level of contribution 6 Team Commitment There is pride and trust in the organizationEvaluates organizations by values ofLeadership, effectiveness, organizational theory, and Total Quality Management programsCategorizes organizations by degree ofInternal focus and integrationFlexibility and discretionExternal Focus and differentiationStability and controlMap and find disconnect, like most you can baseline, you talk about what should be continued, what should be startedCompeting Value Framework. It is a very useful model in interpreting awide variety of organisational phenomena. The authors have chosen this model for studyingorganisational culture because the Competing Value Framework is also the foundation of theOrganizational Culture Assessment Instrument (Cameron and Quinn, 2006). The last one is avery agile instrument to analyse the organisational culture in the case study research.Quinn
The framework consists of 2 dimensions, discretion, and dynamism from a focus on stability, order, and control. For example, some organization are effective because they are changing, adaptable, and organic, whereas other organizations are effective because they are stable, predictable, and mechanistic. This dimension ranges from versatility and pliability on one end to steadiness and durability on the other end.The second dimension differentiates a focus on an internal orientation, integration, and unity from a focus on an external orientation, differentiation, and rivalry. That is, some organizations are effective because they have a harmonious internal characteristics, whereas others are effective because they focus on interacting or competing with others outside their boundaries. This dimension ranges from cohesion and consonance on one end to separation and independence on the other.Together these two dimension form four quadrants, each representing a a distinct set of effectiveness indicators and represent what people value about an organization’s performance and what they define as good, right, and appropriate. However, these dimension have also been found to accurately describe how people process information, what core values are used for forming judgments and taking actions. They represent opposite or competing assumptions, each continuum highlights a core value that is opposite from the value on the other end of the continuum and also contradictory on the diagonalCorrelation between the clan and market quadrants is -.43The correlation between the adhocracy and hierarchy quadrants is -.68Adhocracy to market -.10; market to hierarchy -.18; clan to hierarchy -.34; clan to adhocracy -.23
Focusing too little or too much in a particular value creation quadrant will impede effective value creation.It is quite common however for organization to fall into the trap of either focusing inadequately or excessively on one quadrant at the expanse of other quadrants.
Reach consensus on the current cultureReach consensus on the desired future cultureDetermine what the changes will and will not meanIdentify illustrative storiesdevelop a strategic action plandevelop an implementation planOrganizations have cultures (sociological – culture emerges from collective behavior) and organizations are cultures (anthropological – culture resides in individual interpretationsBrief Description: The tool consists of 6 questions, each with 4 alternative answers, used to assess 6 key dimensions of the organization: Length of Administration: 10 to 15 minutes to complete and controlThe analysis of integration values jointly OCAI is made up of 16 items, one for eachintegration value, excepted for solidarity and trust which have 3 items. For each ones therespondent must indicate the level of importance of each integration values in his/herorganizational culture on Likert scale from 1 to 5.
Current Organizational Culture (by the employees)The desired Organizational Culture (by the employees)The required Organizational Culture (by management). Map and find disconnectDevelop strategy: what should be continued, what should be startedEvaluates organizations by values ofLeadership, effectiveness, organizational theory, and Total Quality Management programsCategorizes organizations by degree ofInternal focus and integrationFlexibility and discretionExternal Focus and differentiationStability and controlcurrentCompeting Value Framework. It is a very useful model in interpreting awide variety of organizational phenomena. The authors have chosen this model for studyingorganizational culture because the Competing Value Framework is also the foundation of theOrganizational Culture Assessment Instrument (Cameron and Quinn, 2006). The last one is avery agile instrument to analyze the organizational culture in the case study research.Quinn
The OCAI questionnaire is made up of 6 items; each of these has 4 alternatives. Each itemanalyses one of the following aspects: dominant characteristics, organisational leadership,management of employees, organisational glue, strategic emphases, and criteria of success. The4 alternatives describe the characteristic behaviour of every type of organisational culture forevery item. The score is expressed dividing 100 point among the 4 alternatives. The alternativemost similar to the organisation is given the higher number of points for each item. This is theipsative rating scale.The Measurement Skill Assessment Instrument (MSAI) of Whetten and Cameron (2005) isthe instrument used for the analysis of competencies for managing diversity. The original MSAIhas been modified appropriately for the research about diversity. MSAI is linked with OCAI. Infact, it identifies 3 clusters of competencies, for a total of 12 clusters, for each type oforganisational culture (figure 3). The original objective of MSAI was to verify if the currentcompetencies of management were useful to shape the current organisational culture to the idealone.These competencies are very general, so they can be valid also to implement the integrationvalues. This is the reason for which, in the theoretical model, the competencies proposed by18Whetten and Cameron have been grouped into the seven individual areas in which developcompetencies for managing diversity, proposed by Cox and Beale (1997). Collett and Mora(1996) have shown in a study with about 40.000 executives in more than 8.500 enterprises thatthe instrument matches the Competing Value Framework.
Organizational Culture Assessment Instrument (OCAI). The purpose of the OCAI is to assess six key dimensions of organizational culture. In completing the instrument, you will be providing a picture of how your organization operates and the values that characterize it. No right or wrong answers exist for these questions, just as there is no right or wrong culture. Every organization will most likely produce a different set of responses. Therefore, be as accurate as you can in responding to the questions so that your resulting cultural diagnosis will be as precise as possible. You are asked to rate your organization in the questions. To determine which organization to rate, you will want to consider the organization that is managed by your boss, the strategic business unit to which you belong, or the organizational unit in which you are a member that has clearly identifiable boundaries. Because the instrument is most helpful for determining ways to change the culture, you’ll want to focus on the cultural unit that is the target for change. Therefore, as you answer the questions, keep in mind the organization that can be affected by the change strategy you develop. The OCAI consists of six questions. Each question has four alternatives. Divide 100 points among these four alternatives depending on the extent to which each alternative is similar to your own organization. Give a higher number of points to the alternative that is most similar to your organization. For example, in question one, if you think alternative A is very similar to your organization, alternative B and C are somewhat similar, and alternative D is hardly similar at all, you might give 55 points to A, 20 points to B and C, and five points to D. Just be sure your total equals 100 points for each question. Note, that the first pass through the six questions is labeled “Now”. This refers to the culture, as it exists today. After you complete the “Now”, you will find the questions repeated under a heading of “Preferred”. Your answers to these questions should be based on how you would like the organization to look five years from now.Scores given to each quadrant are totalled and the averages are transposed onto the graph. The graphs are a visual representation that can be easily interpreted and compared with other outcomes. In order to be able to determine not only the current Organisational Culture, but the Organisational Culture that is desired by the employees as well, a set of two questionnaires has been handed out. One to fill out bearing in mind the situation as it has been for the last couple of years. The second and identical questionnaire, to complete when thinking of what would be the perfect working environment as the respondent would like to experience it. The questionnaire has been distributed amongst IS personnel at the six DHL IS entities: Danzas NL, Danzas Belux, VGL NL, VGL Belux, DHL NL, DHL Belux. Or locationwise: Rotterdam Boompjes, Grimbergen, Driebergen, Ternat, Hoofddorp en Diegem. A total number of 222 sets of questionnaires were handed out throughout the Benelux IS departments. When analysing the outcome there are three different kinds: - the current Organisational Culture (by the employees); - the desired Organisational Culture (by the employees); - the required Organisational Culture (by management).
The Competing Values Framework Assessment 2:The Measurement Skill Assessment Instrument (MSAI) Concept Measured: management competencies. The Objective of MSAI was to verify if the current competencies of management useful to shape the current organizational culture to the ideal needs. Brief Description:The tool consists of 87 Questions. MSAI is linked with OCAI. Infact, it identifies 3 clusters of competencies, for a total of 12 clusters, for each type of organizational culture.Length of Administration 30 minutes 2 self-assessment and per person 360 degree feedbackMeasurement Skill Assessment Instrument (MSAI) of Whetten and Cameron (2005) isthe instrument used for the analysis of competencies for managing diversity. The original MSAIhas been modified appropriately for the research about diversity. MSAI is linked with OCAI. Infact, it identifies 3 clusters of competencies, for a total of 12 clusters, for each type oforganisational culture (figure 3). The original objective of MSAI was to verify if the currentcompetencies of management were useful to shape the current organisational culture to the idealone.
For all companies, the initial venture capital investment has been followed by a sharp increase in spending on research & development. Half the seed/start-up companies multiplied their efforts in this area by more than four times (median increase 370%), while half the expansion stage companies almost doubled the amount invested (median increase 95%). The median value of marketing expenditure for the seed/ start-up companies more than tripled after the investment. For the expansion stage companies, the median value of spending in this strategic area grew by almost the same amount – which makes marketing the type of expenditure with the largest post-investment growth for companies at this stage of development. Median training expenditure after the venture capital funding multiplied by a factor of more than four for the seed/ start-up companies and more than two for the expansion stage companies. Fig. 2.3.a: Percentage increases in expenditure between the time of the initial investment and the time of the survey – seed/start-upstage companies (source: NUBS/EVCA)
• Management Assessment Methods In Venture Capital, Geoffrey H. Smart, Claremont Graduate University • Management Appraisals in the Private Equity Industry-Joe Haim- EgonZehnder International in The role of EgonZehnderin due diligence for “bankable management” • “Win With A Players”–GHSmartfor Private Equity InvestorsThe CEO says, “Okay, prove to me EI works”What do I do?I say: “Do you have an employee that you wish you could clone? Somebody who’s great.”They usually say yes immediately. So I ask them: “Tell me about this person. What makes them different? What kind of impact do they have on the people around them?”Their description proves the case.I never have to justify emotional or social intelligence competencies. All I have to do is label them.Richard Boyatzis, 2008
Competing Values:OCAI16,406 executives, 13% top managers, 45% upper middle; 39% middle1,600 (334 higher education, 86 public utilities, the rest made up of businesses that included many Fortune 500)MSAI 40,000-person data set, 8,816 casesESCI 7 years of data42,000 respondents, 4,014 participants, 273 organizations55% males, 34% female51% 30-49, 15% 50+Since the 60s 6million assessment, 555,000 individuals, 52,000 executives, 4,900 organizations, 50 countries, 40 languagesQuantityESCI/ECI 1 - 200$225200 – 499$200500-999$1751,000-4,999$1605,000-9,999$14010,000+$120 Additional Services Workforce AuditsSpecial composites or data analyses are available. They range in price from $225 to $1,000 depending on the complexity and scope of the request. We will provide you with an estimate for all requests. Data Re-runs or ReprintsPDF Report: $35Hard Copy Report: $60 plus shipping and handling Rush OrdersRush Fee: 35% of total order Payment Policy We accept Master Card, Visa and American Express. We also accept Purchase Orders (minimum order requirements apply). Orders are not refunded once a participant has been registered in our database (e-mail invitations have been sent). Full Service Administration The prices above are based on Full Service administration managed by our processing center in Boston. Services include: Project set-up including e-mail communications, project timelines and means of notification and deliveryRegister participants Send invite e-mails to participants to begin the processTrack survey responses; communicate survey response rate and survey statusSend reminder e-mailsRespond to inquires from participants and ratersScore, generate and produce reportsDeliver 1 color hardcopy and/or PDF reports to designated contactGenerate composite reports for all orders of 5 or more participants (no extra charge)
Organizational Culture Assessment Instrument (OCAI). The purpose of the OCAI is to assess six key dimensions of organizational culture. In completing the instrument, you will be providing a picture of how your organization operates and the values that characterize it. No right or wrong answers exist for these questions, just as there is no right or wrong culture. Every organization will most likely produce a different set of responses. Therefore, be as accurate as you can in responding to the questions so that your resulting cultural diagnosis will be as precise as possible. You are asked to rate your organization in the questions. To determine which organization to rate, you will want to consider the organization that is managed by your boss, the strategic business unit to which you belong, or the organizational unit in which you are a member that has clearly identifiable boundaries. Because the instrument is most helpful for determining ways to change the culture, you’ll want to focus on the cultural unit that is the target for change. Therefore, as you answer the questions, keep in mind the organization that can be affected by the change strategy you develop. The OCAI consists of six questions. Each question has four alternatives. Divide 100 points among these four alternatives depending on the extent to which each alternative is similar to your own organization. Give a higher number of points to the alternative that is most similar to your organization. For example, in question one, if you think alternative A is very similar to your organization, alternative B and C are somewhat similar, and alternative D is hardly similar at all, you might give 55 points to A, 20 points to B and C, and five points to D. Just be sure your total equals 100 points for each question. Note, that the first pass through the six questions is labeled “Now”. This refers to the culture, as it exists today. After you complete the “Now”, you will find the questions repeated under a heading of “Preferred”. Your answers to these questions should be based on how you would like the organization to look five years from now.Scores given to each quadrant are totalled and the averages are transposed onto the graph. The graphs are a visual representation that can be easily interpreted and compared with other outcomes. In order to be able to determine not only the current Organisational Culture, but the Organisational Culture that is desired by the employees as well, a set of two questionnaires has been handed out. One to fill out bearing in mind the situation as it has been for the last couple of years. The second and identical questionnaire, to complete when thinking of what would be the perfect working environment as the respondent would like to experience it. The questionnaire has been distributed amongst IS personnel at the six DHL IS entities: Danzas NL, Danzas Belux, VGL NL, VGL Belux, DHL NL, DHL Belux. Or locationwise: Rotterdam Boompjes, Grimbergen, Driebergen, Ternat, Hoofddorp en Diegem. A total number of 222 sets of questionnaires were handed out throughout the Benelux IS departments. When analysing the outcome there are three different kinds: - the current Organisational Culture (by the employees); - the desired Organisational Culture (by the employees); - the required Organisational Culture (by management).
Organizational Culture Assessment Instrument (OCAI). The purpose of the OCAI is to assess six key dimensions of organizational culture. In completing the instrument, you will be providing a picture of how your organization operates and the values that characterize it. No right or wrong answers exist for these questions, just as there is no right or wrong culture. Every organization will most likely produce a different set of responses. Therefore, be as accurate as you can in responding to the questions so that your resulting cultural diagnosis will be as precise as possible. You are asked to rate your organization in the questions. To determine which organization to rate, you will want to consider the organization that is managed by your boss, the strategic business unit to which you belong, or the organizational unit in which you are a member that has clearly identifiable boundaries. Because the instrument is most helpful for determining ways to change the culture, you’ll want to focus on the cultural unit that is the target for change. Therefore, as you answer the questions, keep in mind the organization that can be affected by the change strategy you develop. The OCAI consists of six questions. Each question has four alternatives. Divide 100 points among these four alternatives depending on the extent to which each alternative is similar to your own organization. Give a higher number of points to the alternative that is most similar to your organization. For example, in question one, if you think alternative A is very similar to your organization, alternative B and C are somewhat similar, and alternative D is hardly similar at all, you might give 55 points to A, 20 points to B and C, and five points to D. Just be sure your total equals 100 points for each question. Note, that the first pass through the six questions is labeled “Now”. This refers to the culture, as it exists today. After you complete the “Now”, you will find the questions repeated under a heading of “Preferred”. Your answers to these questions should be based on how you would like the organization to look five years from now.Scores given to each quadrant are totalled and the averages are transposed onto the graph. The graphs are a visual representation that can be easily interpreted and compared with other outcomes. In order to be able to determine not only the current Organisational Culture, but the Organisational Culture that is desired by the employees as well, a set of two questionnaires has been handed out. One to fill out bearing in mind the situation as it has been for the last couple of years. The second and identical questionnaire, to complete when thinking of what would be the perfect working environment as the respondent would like to experience it. The questionnaire has been distributed amongst IS personnel at the six DHL IS entities: Danzas NL, Danzas Belux, VGL NL, VGL Belux, DHL NL, DHL Belux. Or locationwise: Rotterdam Boompjes, Grimbergen, Driebergen, Ternat, Hoofddorp en Diegem. A total number of 222 sets of questionnaires were handed out throughout the Benelux IS departments. When analysing the outcome there are three different kinds: - the current Organisational Culture (by the employees); - the desired Organisational Culture (by the employees); - the required Organisational Culture (by management).
Organizational Culture Assessment Instrument (OCAI). The purpose of the OCAI is to assess six key dimensions of organizational culture. In completing the instrument, you will be providing a picture of how your organization operates and the values that characterize it. No right or wrong answers exist for these questions, just as there is no right or wrong culture. Every organization will most likely produce a different set of responses. Therefore, be as accurate as you can in responding to the questions so that your resulting cultural diagnosis will be as precise as possible. You are asked to rate your organization in the questions. To determine which organization to rate, you will want to consider the organization that is managed by your boss, the strategic business unit to which you belong, or the organizational unit in which you are a member that has clearly identifiable boundaries. Because the instrument is most helpful for determining ways to change the culture, you’ll want to focus on the cultural unit that is the target for change. Therefore, as you answer the questions, keep in mind the organization that can be affected by the change strategy you develop. The OCAI consists of six questions. Each question has four alternatives. Divide 100 points among these four alternatives depending on the extent to which each alternative is similar to your own organization. Give a higher number of points to the alternative that is most similar to your organization. For example, in question one, if you think alternative A is very similar to your organization, alternative B and C are somewhat similar, and alternative D is hardly similar at all, you might give 55 points to A, 20 points to B and C, and five points to D. Just be sure your total equals 100 points for each question. Note, that the first pass through the six questions is labeled “Now”. This refers to the culture, as it exists today. After you complete the “Now”, you will find the questions repeated under a heading of “Preferred”. Your answers to these questions should be based on how you would like the organization to look five years from now.Scores given to each quadrant are totalled and the averages are transposed onto the graph. The graphs are a visual representation that can be easily interpreted and compared with other outcomes. In order to be able to determine not only the current Organisational Culture, but the Organisational Culture that is desired by the employees as well, a set of two questionnaires has been handed out. One to fill out bearing in mind the situation as it has been for the last couple of years. The second and identical questionnaire, to complete when thinking of what would be the perfect working environment as the respondent would like to experience it. The questionnaire has been distributed amongst IS personnel at the six DHL IS entities: Danzas NL, Danzas Belux, VGL NL, VGL Belux, DHL NL, DHL Belux. Or locationwise: Rotterdam Boompjes, Grimbergen, Driebergen, Ternat, Hoofddorp en Diegem. A total number of 222 sets of questionnaires were handed out throughout the Benelux IS departments. When analysing the outcome there are three different kinds: - the current Organisational Culture (by the employees); - the desired Organisational Culture (by the employees); - the required Organisational Culture (by management).
Organizational Culture Assessment Instrument (OCAI). The purpose of the OCAI is to assess six key dimensions of organizational culture. In completing the instrument, you will be providing a picture of how your organization operates and the values that characterize it. No right or wrong answers exist for these questions, just as there is no right or wrong culture. Every organization will most likely produce a different set of responses. Therefore, be as accurate as you can in responding to the questions so that your resulting cultural diagnosis will be as precise as possible. You are asked to rate your organization in the questions. To determine which organization to rate, you will want to consider the organization that is managed by your boss, the strategic business unit to which you belong, or the organizational unit in which you are a member that has clearly identifiable boundaries. Because the instrument is most helpful for determining ways to change the culture, you’ll want to focus on the cultural unit that is the target for change. Therefore, as you answer the questions, keep in mind the organization that can be affected by the change strategy you develop. The OCAI consists of six questions. Each question has four alternatives. Divide 100 points among these four alternatives depending on the extent to which each alternative is similar to your own organization. Give a higher number of points to the alternative that is most similar to your organization. For example, in question one, if you think alternative A is very similar to your organization, alternative B and C are somewhat similar, and alternative D is hardly similar at all, you might give 55 points to A, 20 points to B and C, and five points to D. Just be sure your total equals 100 points for each question. Note, that the first pass through the six questions is labeled “Now”. This refers to the culture, as it exists today. After you complete the “Now”, you will find the questions repeated under a heading of “Preferred”. Your answers to these questions should be based on how you would like the organization to look five years from now.Scores given to each quadrant are totalled and the averages are transposed onto the graph. The graphs are a visual representation that can be easily interpreted and compared with other outcomes. In order to be able to determine not only the current Organisational Culture, but the Organisational Culture that is desired by the employees as well, a set of two questionnaires has been handed out. One to fill out bearing in mind the situation as it has been for the last couple of years. The second and identical questionnaire, to complete when thinking of what would be the perfect working environment as the respondent would like to experience it. The questionnaire has been distributed amongst IS personnel at the six DHL IS entities: Danzas NL, Danzas Belux, VGL NL, VGL Belux, DHL NL, DHL Belux. Or locationwise: Rotterdam Boompjes, Grimbergen, Driebergen, Ternat, Hoofddorp en Diegem. A total number of 222 sets of questionnaires were handed out throughout the Benelux IS departments. When analysing the outcome there are three different kinds: - the current Organisational Culture (by the employees); - the desired Organisational Culture (by the employees); - the required Organisational Culture (by management).