Leveraging new starter experience and insightsNick Murphy
Do you understand and act upon the diversity of insights a new team member can provide your organisation? NJM Consulting has solved this for you in a way that will promote organisational improvement and engagement with your new team members.
1) The document discusses a study on the role of middle management in implementing lean practices in financial service firms.
2) The study used vignettes to test hypotheses about whether implementing continuous improvement (CI) as a management philosophy versus an efficiency program leads to different outcomes.
3) The results provided support that implementing CI as a management philosophy rather than just for efficiency makes the practices more likely to become part of the organizational culture and increases the focus on customers.
This document discusses performance appraisals, including their purpose, process, and challenges. Performance appraisals are a collaborative process between employees and supervisors to plan performance, set goals, provide feedback, and discuss career development. They help facilitate communication, determine salary and promotions, and address performance issues. The performance review should occur at least annually and involve documenting performance against set standards, measuring actual performance, and making decisions. However, effective performance appraisals face challenges such as determining evaluation criteria, creating an objective rating system, rater competence, errors, and employee resistance.
This document discusses key performance indicators (KPIs) for human resources departments. It provides information on developing KPIs, including identifying operational objectives, key result areas, tasks, and methods for measuring results. The document also discusses common mistakes in creating KPIs, such as having too many KPIs, and ensuring KPIs change based on goals. Examples of different types of KPIs are provided, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found on the listed website.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining metrics. The document outlines common mistakes to avoid, such as creating too many KPIs. It also describes how to design effective KPIs that are linked to strategy and empower employees. Finally, the document discusses different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative.
Alec Millman has over 10 years of experience in product management, operations, and analytics roles. He has worked at startups like TaskRabbit and helped the company scale from 5 employees to over 60. At TaskRabbit, he created processes to optimize the vetting of contractors that improved conversion rates 50x. He also established weekly scorecards and analytics to measure product performance and identify areas for improvement. More recently, he has advised other companies as a consultant on business intelligence and optimization strategies. Millman's experience spans the full product life cycle from requirements and design to implementation, analytics, and ongoing optimization.
Leveraging new starter experience and insightsNick Murphy
Do you understand and act upon the diversity of insights a new team member can provide your organisation? NJM Consulting has solved this for you in a way that will promote organisational improvement and engagement with your new team members.
1) The document discusses a study on the role of middle management in implementing lean practices in financial service firms.
2) The study used vignettes to test hypotheses about whether implementing continuous improvement (CI) as a management philosophy versus an efficiency program leads to different outcomes.
3) The results provided support that implementing CI as a management philosophy rather than just for efficiency makes the practices more likely to become part of the organizational culture and increases the focus on customers.
This document discusses performance appraisals, including their purpose, process, and challenges. Performance appraisals are a collaborative process between employees and supervisors to plan performance, set goals, provide feedback, and discuss career development. They help facilitate communication, determine salary and promotions, and address performance issues. The performance review should occur at least annually and involve documenting performance against set standards, measuring actual performance, and making decisions. However, effective performance appraisals face challenges such as determining evaluation criteria, creating an objective rating system, rater competence, errors, and employee resistance.
This document discusses key performance indicators (KPIs) for human resources departments. It provides information on developing KPIs, including identifying operational objectives, key result areas, tasks, and methods for measuring results. The document also discusses common mistakes in creating KPIs, such as having too many KPIs, and ensuring KPIs change based on goals. Examples of different types of KPIs are provided, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found on the listed website.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining metrics. The document outlines common mistakes to avoid, such as creating too many KPIs. It also describes how to design effective KPIs that are linked to strategy and empower employees. Finally, the document discusses different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative.
Alec Millman has over 10 years of experience in product management, operations, and analytics roles. He has worked at startups like TaskRabbit and helped the company scale from 5 employees to over 60. At TaskRabbit, he created processes to optimize the vetting of contractors that improved conversion rates 50x. He also established weekly scorecards and analytics to measure product performance and identify areas for improvement. More recently, he has advised other companies as a consultant on business intelligence and optimization strategies. Millman's experience spans the full product life cycle from requirements and design to implementation, analytics, and ongoing optimization.
The document discusses performance appraisal, which is defined as an ongoing process of identifying, observing, measuring and developing talent in an organization. It is one component of performance management. The key objectives of performance appraisal are to enhance communication between supervisors and staff, clarify job duties and expectations, determine skill levels, recognize good performance, and identify areas for development, training, and long-term career paths. Common methods include rating scales, essays, behavioral observations, management by objectives, and 360 degree feedback. Performance appraisal is linked to other HR functions like manpower planning, recruitment, compensation, learning and development, promotions, and corrective actions.
This document discusses key performance indicators (KPIs) and teamwork. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against common mistakes like creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
The document outlines the agenda and goals for a planning workshop to re-envision library services for the next 5-10 years. It discusses benchmarking current performance against standards, findings from the benchmarks, the importance of data collection and reporting, and quality service to customers. The workshop aims to generate ideas, encourage collaboration and begin documenting a new strategic plan through group discussions on key topics like extensions, information, collections, and service quality.
The document provides an overview of Epson's problem-solving toolkit called the Innovation Engine. It describes Epson's DMAIC problem-solving approach and provides details on the core problem-solving tools used in each phase of DMAIC. These tools include project charters, SIPOC diagrams, process maps, voice of the customer analysis, cause-and-effect diagrams, prioritization matrices, and control plans/charts. It also outlines the typical roles and responsibilities in a problem-solving project and provides links to additional learning resources. The overall toolkit is part of Epson's effort to drive innovation and performance through a structured problem-solving methodology.
Hayes Group is a management consulting firm that helps clients improve operating performance through customized management systems and hands-on implementation. The firm was founded in 2006 by Brent Hayes who has 18 years of experience in process improvement. Hayes Group offers comprehensive assessments and projects to identify opportunities for improvement, as well as workshops, team tune-ups, and sustainability audits to ensure continuous performance enhancement. Their goal is to partner with clients to design and deploy systems that drive bottom-line results through effective management of processes, people, and resources.
Darshan S.S. seeks a challenging position utilizing his people management and administrative skills. He has over 8 years of experience as a Team Leader in BPO operations. Currently the Team Leader at Taxi For Sure, he is responsible for meeting KPIs and motivating associates. Previously he held similar roles at Minacs, Cogent E-Services, and Allsec Technologies, handling teams of 20-30 agents and ensuring quality service. Darshan aims to achieve goals efficiently through strong planning, administration, and developing people. He has received awards including Star Certification and Top Gun for consistent high performance.
This document discusses key performance indicator (KPI) examples for CEOs. It provides links to free resources on KPIs, including lists of KPIs, performance appraisal forms and methods. It also outlines steps for creating KPIs for specific job roles, common mistakes to avoid, how to design effective KPIs, and different types of KPIs such as leading, lagging, qualitative and quantitative.
To offer skills and abilities to improve organizational culture and seek a challenging career providing solutions and continuous self-improvement. The candidate has problem solving, analytical, and people management skills along with experience in operations management, quality management, and people management. Most recently the candidate worked as a team leader at Trizetto India Pvt. Ltd. where they handled a team of 17 employees, managed SLAs and reports, and was involved in the hiring process.
What you must know about training & how to measure its effectivenessSCS universal
this presentation is talk about to know all about training, how to give training, what be taken care how the training will be given. Training different methods. How to monitor training effectiveness. How to prepare training feedback forms etc.
OCA Sept 2014: Measuring Organization Development Interventionsmyjobtolearn
This document discusses measuring the success of organization development interventions. It provides an example case study of an organization called Agua that underwent an OD intervention including leadership development training and strategic planning sessions. Data was collected before and after the intervention using tools like a culture assessment, surveys, and key business metrics. The results showed improvements in areas like error rates, time to fulfill orders, turnover, and customer satisfaction. The document calculates the monetary benefits of the changes and the costs of the intervention to determine it provided a 49% ROI.
The document outlines the journey to design an HR strategy for Afrisam. It discusses engaging stakeholders like the CEO and board members. It presents the need to transform HR from reactive and transactional to being proactive partners to the business. The strategy alignment framework and HR value chain are displayed. An iterative process for signing off the strategy with HR leadership, executive committee, and board is described. Principles for leadership engagement are provided. Benefits for HR professionals, employees, and line leaders from the new HR strategy and delivery model are presented. Next steps include communicating the approved strategy and developing detailed plans.
Just-In-Time training sample (conducted pre-Quality/Process Improvement initiative). The goal is to prep the project team for the work ahead, introduce team members to intro level Quality Management concepts, begin to shift the team into a thoughtful, mindful approach i.e. Quality mindset!
As a leader, the document outlines core values and expectations to effectively manage resources and meet objectives. These include leadership skills like resolving conflicts, analyzing team results to develop action plans, and maintaining a positive attitude. Internal controls, productivity standards, decision making, time management, delegation, goal setting, communication, organizational skills, and coaching skills are also identified as important leadership responsibilities. The leader is expected to adhere to guidelines, implement process improvements, monitor results, make strategic decisions, manage their time and calendar, clearly delegate tasks, focus on goals, conduct meetings, prioritize work, and provide feedback to coach resources.
This document provides information on Janet Kaul, a project manager and quality process improvement consultant. It outlines her professional experience and qualifications, which include over 15 years of experience leading business process improvements and quality management initiatives. She is a certified Lean and Six Sigma Black Belt with expertise in process design, performance metrics, and facilitating organizational change. The document promotes Janet Kaul as an experienced consultant able to assess processes, implement improvements, and help organizations achieve operational excellence and efficiency goals.
This document discusses key performance indicators (KPIs) for HR managers. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and methods. It also discusses best practices for creating effective KPIs, such as linking them to organizational strategies and ensuring they empower employees. Finally, it outlines different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative metrics.
This 30/60/90 day action plan outlines goals and tasks for success over the first 3 months. The 30 day plan focuses on meeting staff, learning policies and priorities. The 60 day plan involves reviewing finances, contracts and identifying issues. The 90 day plan focuses on implementing solutions, streamlining procedures and evaluating performance to increase efficiency and revenue.
This document discusses key performance indicators (KPIs) for human resource dashboards. It provides lists of common KPIs, performance appraisal metrics, and resources for creating HR dashboards and KPI systems. Steps are outlined for defining objectives, key result areas, tasks, and metrics for tracking employee performance. Common mistakes to avoid when developing KPIs are also discussed, such as creating too many KPIs or not linking them to organizational strategy. Finally, different types of KPIs are defined such as leading vs lagging indicators and qualitative vs quantitative measures.
This document discusses human resources key performance indicators (KPIs) and provides examples. It lists top materials for KPIs, including a list of over 2,400 free KPIs, top 28 performance appraisal forms, and 11 performance appraisal methods. The document also discusses how to create KPIs, common mistakes in KPI development, how to design effective KPIs, and different types of KPIs such as leading indicators, lagging indicators, qualitative and quantitative measures.
Teamwise is a collaboration and decision control service for business and organizations. Teamwise helps people make better decisions by structuring the process of communication, collaboration, and risk management.
The Operations Manager will be responsible for managing the customer vetting and processing operations to ensure effectiveness and meet targets. Key responsibilities include developing strategies to improve productivity, monitoring system performance and resolving issues, analyzing performance reports, managing resources and budgets, developing staff through coaching and training, and reducing attrition.
Enterprises operating in India, like their global counterparts face a uniquely challenging set of circumstances. Global economy and market uncertainties reaffirm the importance of strong and responsive management, whatever is the nature of business.
This ever-changing environment requires complete transformation in the way organizations of yesteryears have worked. Enterprises and people need to possess an entirely different set of competencies to sustain, compete and grow. LEADẄYNN aims to help in this crucial requirement.
The document discusses performance appraisal, which is defined as an ongoing process of identifying, observing, measuring and developing talent in an organization. It is one component of performance management. The key objectives of performance appraisal are to enhance communication between supervisors and staff, clarify job duties and expectations, determine skill levels, recognize good performance, and identify areas for development, training, and long-term career paths. Common methods include rating scales, essays, behavioral observations, management by objectives, and 360 degree feedback. Performance appraisal is linked to other HR functions like manpower planning, recruitment, compensation, learning and development, promotions, and corrective actions.
This document discusses key performance indicators (KPIs) and teamwork. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against common mistakes like creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
The document outlines the agenda and goals for a planning workshop to re-envision library services for the next 5-10 years. It discusses benchmarking current performance against standards, findings from the benchmarks, the importance of data collection and reporting, and quality service to customers. The workshop aims to generate ideas, encourage collaboration and begin documenting a new strategic plan through group discussions on key topics like extensions, information, collections, and service quality.
The document provides an overview of Epson's problem-solving toolkit called the Innovation Engine. It describes Epson's DMAIC problem-solving approach and provides details on the core problem-solving tools used in each phase of DMAIC. These tools include project charters, SIPOC diagrams, process maps, voice of the customer analysis, cause-and-effect diagrams, prioritization matrices, and control plans/charts. It also outlines the typical roles and responsibilities in a problem-solving project and provides links to additional learning resources. The overall toolkit is part of Epson's effort to drive innovation and performance through a structured problem-solving methodology.
Hayes Group is a management consulting firm that helps clients improve operating performance through customized management systems and hands-on implementation. The firm was founded in 2006 by Brent Hayes who has 18 years of experience in process improvement. Hayes Group offers comprehensive assessments and projects to identify opportunities for improvement, as well as workshops, team tune-ups, and sustainability audits to ensure continuous performance enhancement. Their goal is to partner with clients to design and deploy systems that drive bottom-line results through effective management of processes, people, and resources.
Darshan S.S. seeks a challenging position utilizing his people management and administrative skills. He has over 8 years of experience as a Team Leader in BPO operations. Currently the Team Leader at Taxi For Sure, he is responsible for meeting KPIs and motivating associates. Previously he held similar roles at Minacs, Cogent E-Services, and Allsec Technologies, handling teams of 20-30 agents and ensuring quality service. Darshan aims to achieve goals efficiently through strong planning, administration, and developing people. He has received awards including Star Certification and Top Gun for consistent high performance.
This document discusses key performance indicator (KPI) examples for CEOs. It provides links to free resources on KPIs, including lists of KPIs, performance appraisal forms and methods. It also outlines steps for creating KPIs for specific job roles, common mistakes to avoid, how to design effective KPIs, and different types of KPIs such as leading, lagging, qualitative and quantitative.
To offer skills and abilities to improve organizational culture and seek a challenging career providing solutions and continuous self-improvement. The candidate has problem solving, analytical, and people management skills along with experience in operations management, quality management, and people management. Most recently the candidate worked as a team leader at Trizetto India Pvt. Ltd. where they handled a team of 17 employees, managed SLAs and reports, and was involved in the hiring process.
What you must know about training & how to measure its effectivenessSCS universal
this presentation is talk about to know all about training, how to give training, what be taken care how the training will be given. Training different methods. How to monitor training effectiveness. How to prepare training feedback forms etc.
OCA Sept 2014: Measuring Organization Development Interventionsmyjobtolearn
This document discusses measuring the success of organization development interventions. It provides an example case study of an organization called Agua that underwent an OD intervention including leadership development training and strategic planning sessions. Data was collected before and after the intervention using tools like a culture assessment, surveys, and key business metrics. The results showed improvements in areas like error rates, time to fulfill orders, turnover, and customer satisfaction. The document calculates the monetary benefits of the changes and the costs of the intervention to determine it provided a 49% ROI.
The document outlines the journey to design an HR strategy for Afrisam. It discusses engaging stakeholders like the CEO and board members. It presents the need to transform HR from reactive and transactional to being proactive partners to the business. The strategy alignment framework and HR value chain are displayed. An iterative process for signing off the strategy with HR leadership, executive committee, and board is described. Principles for leadership engagement are provided. Benefits for HR professionals, employees, and line leaders from the new HR strategy and delivery model are presented. Next steps include communicating the approved strategy and developing detailed plans.
Just-In-Time training sample (conducted pre-Quality/Process Improvement initiative). The goal is to prep the project team for the work ahead, introduce team members to intro level Quality Management concepts, begin to shift the team into a thoughtful, mindful approach i.e. Quality mindset!
As a leader, the document outlines core values and expectations to effectively manage resources and meet objectives. These include leadership skills like resolving conflicts, analyzing team results to develop action plans, and maintaining a positive attitude. Internal controls, productivity standards, decision making, time management, delegation, goal setting, communication, organizational skills, and coaching skills are also identified as important leadership responsibilities. The leader is expected to adhere to guidelines, implement process improvements, monitor results, make strategic decisions, manage their time and calendar, clearly delegate tasks, focus on goals, conduct meetings, prioritize work, and provide feedback to coach resources.
This document provides information on Janet Kaul, a project manager and quality process improvement consultant. It outlines her professional experience and qualifications, which include over 15 years of experience leading business process improvements and quality management initiatives. She is a certified Lean and Six Sigma Black Belt with expertise in process design, performance metrics, and facilitating organizational change. The document promotes Janet Kaul as an experienced consultant able to assess processes, implement improvements, and help organizations achieve operational excellence and efficiency goals.
This document discusses key performance indicators (KPIs) for HR managers. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and methods. It also discusses best practices for creating effective KPIs, such as linking them to organizational strategies and ensuring they empower employees. Finally, it outlines different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative metrics.
This 30/60/90 day action plan outlines goals and tasks for success over the first 3 months. The 30 day plan focuses on meeting staff, learning policies and priorities. The 60 day plan involves reviewing finances, contracts and identifying issues. The 90 day plan focuses on implementing solutions, streamlining procedures and evaluating performance to increase efficiency and revenue.
This document discusses key performance indicators (KPIs) for human resource dashboards. It provides lists of common KPIs, performance appraisal metrics, and resources for creating HR dashboards and KPI systems. Steps are outlined for defining objectives, key result areas, tasks, and metrics for tracking employee performance. Common mistakes to avoid when developing KPIs are also discussed, such as creating too many KPIs or not linking them to organizational strategy. Finally, different types of KPIs are defined such as leading vs lagging indicators and qualitative vs quantitative measures.
This document discusses human resources key performance indicators (KPIs) and provides examples. It lists top materials for KPIs, including a list of over 2,400 free KPIs, top 28 performance appraisal forms, and 11 performance appraisal methods. The document also discusses how to create KPIs, common mistakes in KPI development, how to design effective KPIs, and different types of KPIs such as leading indicators, lagging indicators, qualitative and quantitative measures.
Teamwise is a collaboration and decision control service for business and organizations. Teamwise helps people make better decisions by structuring the process of communication, collaboration, and risk management.
The Operations Manager will be responsible for managing the customer vetting and processing operations to ensure effectiveness and meet targets. Key responsibilities include developing strategies to improve productivity, monitoring system performance and resolving issues, analyzing performance reports, managing resources and budgets, developing staff through coaching and training, and reducing attrition.
Enterprises operating in India, like their global counterparts face a uniquely challenging set of circumstances. Global economy and market uncertainties reaffirm the importance of strong and responsive management, whatever is the nature of business.
This ever-changing environment requires complete transformation in the way organizations of yesteryears have worked. Enterprises and people need to possess an entirely different set of competencies to sustain, compete and grow. LEADẄYNN aims to help in this crucial requirement.
Kriate HR Consultants provides various HR consulting services including performance management, learning and development, competency mapping, and leadership development. They have experience working with large companies across various industries.
The document outlines 12 case studies of projects Kriate HR has worked on. The case studies describe the client, scope of work, deliverables, and key results for projects involving developing performance management systems, competency frameworks, leadership development programs, and more.
Kriate HR has expertise in areas like change management, organizational development, and building high performance cultures. They take a data-driven approach and aim to help clients exceed business expectations through innovative HR solutions.
At Achieve Performance, We help you maximize the productivity of your human resources – the people who carry the real responsibility for your company’s reputation, relationships and performance.
We are aiming at increasing your efficiencies in processes and human resource utilization and help you build a more efficient high performing change capable workforce.
Operations Head from HP with 22 + years of exp seeking senior level assignmentsHariharavenkataraman V
HARIHARAVENKATARAMAN V
Address: 2A, Andavar Nagar 4th Street, Kodambakkam, Chennai–600024
Contact: +91-9940409674, +91- 9176639696;
Email: hariharv@yahoo.co.in, hariharavishal@gmail.com
https://hariharavishal.wixsite.com/hari
Joining Time: Immediate
Dear Sir/Madam,
I take this opportunity to propose my candidature for "Suitable Opportunity".
Review of my credentials would confirm my association with renowned organizations of diversified business roles for the past more than 22 years. Lastly, I spearheaded as Functional/Operations Head (Manager - Business Operations) with Hewlett Packard (HP), Chennai.
My core competencies are in the domain of Business Operations, Project Management, Transition Management, Employee Engagement, Change Management, Vendor Management, Business Development, Human Resource, General Administration, Customer Satisfaction, Contingency Planning, Budgetary & Cost Control, Financial Operations, Workforce Management and P&L Accountability.
A team builder to the core and a natural motivator, I have constantly instilled confidence among team members to achieve improved levels.
Focused and goal oriented in approach, I have always been able to deliver under challenging work schedules. With fine-tuned technical and managerial skills I feel groomed enough to stake my claim for a senior level assignment.
My enclosed resume shall familiarize you with the details and I shall much appreciate if an occasion is set up for a personal / telephonic interview to explore the possibilities of our further association.
With best regards,
HARIHARAVENKATARAMAN V
The Webinar on “Top CIO Priorities of 2018” was by Mr. Paul Robles who is the Chief Information Officer for Residential & Dinning Enterprises at Stanford University.
About the Presenter:
Paul holds a BS in Engineering from Texas A&M and has worked in the technology industry for 20+ years. Previously he worked at UC Berkeley where he worked as the Associate Chief Information Officer with Student Affairs. Throughout his career he has oversaw technology solutions for 32 departments within the university, including Residential and Dining services. Paul has a great passion for technology and believes that it fulfills our imaginations in ways that improve our lives.
Syed Imran Haider Zaidi is seeking a challenging role leveraging his 19 years of experience in finance and administration roles in the UAE. He has extensive experience managing finances and administration for sports clubs in Sharjah, with competencies including budgeting, accounting, client relationships, and team management. The document outlines his educational and professional background, skills, and career accomplishments to demonstrate his qualifications for financial and administrative management positions.
Establishing measurable performance expectations Feb 2019 Criterion Conferenc...Mark Hocknell
Setting measurable performance expectations; involves using a methodology and :
1 Ensuring the outcome/result is written so it can be measured
2 Measures are designed for the result
3 Targets are set sensible
The document discusses operational excellence and continuous improvement. It defines operational excellence as developing a culture of continuous improvement through applying principles and tools to sustainably improve key performance metrics. The vision is for operational excellence to become the way the organization does business. The mission is to enable value delivery through operational excellence principles and innovative process improvements. Strategic objectives include educating employees on concepts, supporting objectives, identifying opportunities, and developing measures to validate results.
Full resume outlining 20+ years experience in law and healthcare. Legal and program management experience is explained. Emphasis on staff training and development.
Kiran Agrawal has over 11 years of experience in delivery operations and 4 years in marketing, sales, and client servicing. He currently works as a Deputy Manager of Operations at Concentrix, where he leads a team of 85-90 associates. Some of his responsibilities include SLA management, operational efficiency, client relationship management, performance reviews, and process improvement projects. He has received several awards for his work, including the Presidents Club Award in 2015.
Organizational Behavior And Employee Relationship Management PowerPoint Prese...SlideTeam
This Organizational management PowerPoint presentation will be useful for the managers in bringing together people on a common platform to make them work towards a common predefined objective. This ppt presentation helpful for managers to perform optimal resource usage by careful workforce preparation and monitoring. This presentation covers an effective communication plan that includes reasons for communication, activity, channels, timing, audience, and responsible person and is useful in Determining organizational structure and design. It also includes strategies that involve employee training, promotional activities, and operations efficiency. This PowerPoint presentation focuses on the current situation of the company including problem areas and Company Performance Indicators. It also covers Organization Readiness assessment for Development, management by objectives including present level and target level task responsibility, monitoring and tracking improvements, Organizational Development Action Plan, process, and framework. In this PPT presentation, we have listed some of the management styles with its features impact on the organization and success rate, Management Styles Selection Matrix, and employees skills enhancing training program. It also covers the leadership goals and control along with criteria and responsible persons who will keep a check on all the activities and organizations cultural improvement plan for the employees such as supportive management, growth opportunity, and trust in leadership. This presentation covers the common threats faced by the organization such as data misused, insider threats, strict compliance regulations, third party threats, and cyber threats. Here we have listed some of the organization ethics and policies that are to be followed by the employees through which internal threats to the company can be prevented. It also includes the responsibilities of key team members involved in the organization management process. This PowerPoint presentation focuses on Role of HR Consulting in Redesigning Organizational Structure, new circular organizational structure design for the company, new hierarchical org structure for the company, organizations workflow stream such as engaging stakeholders, developing new strategy and plans, transition and continues improvement and Employee Engagement activities in the Organization. This PPT presentation covers the factors influencing organizational culture and behavior. Every company has different factors some examples are mentioned below for software and technology companies and manufacturing organizations and the impact after implementing organization management such as improved customer satisfaction, profitable business results, and improvement of company financial performance. https://bit.ly/3e6SajY
This document outlines an L&D roadmap for 2023-2026. It includes components of the L&D framework, scope for different levels of employees, and the ADDIE process for outcome analysis. Yearly milestones include needs assessments, induction programs, and linking competencies to performance reviews. The roadmap aims to attract and retain talent, develop capabilities, create a values-based culture, build an employer brand, and engage employees through learning opportunities.
Human Network is a leading edge leadership and talent development consulting firm. Our core areas of expertise include Leadership
development, Executive Coaching and Custom interventions designed to build critical competencies for success and accelerate performance.
To know more about how we can partner with you to build the right
capability building architecture to drive performance,
log on to www.human-network.in
The document outlines a 3-step process to develop a target operating model for an organization:
1. Create a current operating model by evaluating the customer journey, value chain, organization skills, mindsets and behaviors, and key metrics to baseline current performance.
2. Use the current operating model and input from stakeholders to develop a target operating model that provides a blueprint for the future and prioritizes improvement activities.
3. Deliver targeted projects to move the organization toward the objectives laid out in the target operating model, aligning limited resources to drive effective and efficient change.
Extending business performance within the organisation - The role of FinanceMehdi J. Alaoui
Finance dpt and particularly the CFO has a key role to play in the business performance implementation:
- Performance Management needs a frame: Process Management
- Momentum must be led by top management: Lead by example
- All the company need to be aligned: Integrated performance management systems rely on a comprehensive,
- Involvement and commitment of People is a key success factor
- Integrated set of Key Performance Indicators (KPIs) that manage performance throughout and across all levels of an organization
- Continuous improvement by increasing understanding of the core issues driving the performance
- Company must be leaner to be stronger and faster
This document provides a summary of Santhosh V Mateti's work experience and qualifications. It summarizes that he has over 10 years of experience in HR and operations management in the IT/BPO industries in India. He is currently working as an HR and Administration Manager for a real estate company, where his responsibilities include recruitment, training, performance management, and ensuring compliance with government regulations.
Bishan Chakraborty has over 16 years of experience in human resource development, leadership hiring, and senior consulting. He specializes in areas such as performance management, employee engagement, change management, leadership development, and talent acquisition. Bishan has worked with various organizations helping them solve business problems through training, development, and engagement of employees. He has a proven track record of successfully hiring leaders and developing high-performing teams.
This document contains Himanshu Pant's resume. The following key points are highlighted:
- Himanshu Pant has over 11 years of experience in operations management, quality, customer relationship management, and coordination.
- He is skilled in people management, problem solving, and communication.
- His most recent role was as an Account Manager for Quality at H.Y.P.E.R.Q.U.A.L.I.T.Y, where he led a team and was the primary client contact.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
2. OUR PANEL
STEVE MASON, Ph.D.
President LETU
StevenMason@letu.edu
SHERRY CHANCE, Ed.D.
Associate Provost Non- Traditional Education
On- Line Learning LETU
SherryChance@letu.edu
JOSEPH GARCIA
President, Mindstream
jgarcia@mindstreamco.com
3. • LETU engaged Mindstream in August 2019 to conduct an organizational
review for the leadership
• The organizational review included deep dives into administrative,
operational, advancement, marketing, admissions and enrollment and
student support
• The organizational review produced recommendations for transforming
the university
ORGANIZATIONAL REVIEW
4. • INSTITUTIONAL TRANSFORMATION: simplify, refocus and strengthen the
university to pursue growth and provide a better student, faculty and
staff experience
• ACADEMIC TRANSFORMATION: use data to drive decisions about which
academic programs to invest in, and which instructional methods are
most effective in driving student success
• ADMISSIONS and ENROLLMENT TRANSFORMATION: drive stable and
sustained enrollments by understanding and meeting the needs of
current and future students in meaningful ways
TRANSFORMATION
5. • NON- TRADITIONAL EDUCATION TRANSFORMATION meant re- imagining
how Non- Traditional education was managed, supported, and delivered
• CHALLENGES included cultural resistance, organizational inertia, turmoil,
churn
NON- TRADITIONAL TRANSFORMATION
6. • REDESIGNED policies and procedures
• RDEFINED organization
• REDEPLOYED personnel and the creation of new job descriptions
• RE ENGINEERED/ REDESIGNED processes in Admissions and Enrollment
• OPTIMIZED Technology
NON- TRADITIONAL TRANSFORMATION
7. • Operating model design: The right operating model serves as a bridge between strategy and
execution. We help you build an operating model that unlocks the full potential of your faculty and
staff so they can effectively execute your strategy and embody your purpose.
• Zero based redesign: Rethink what work gets done, and how it gets done, with zero-based
redesign. We’ll help you take a clean-sheet approach that transforms your operating model to
simplify your college or university, streamline work processes, reveal digital opportunities and
unlock massive savings.
• Zero- based budgeting: Make sure that every dollar you spend serves your institution’s
strategy. Zero-based budgeting creates an ownership mindset that reduces costs by 20 to 40% and
keeps costs out.
MINDSTREAM SERVICES DELIVERED TO LETU
8. • Process Redesign: Don’t settle for incremental improvements to your business processes. We
think boldly about your processes and focus on the areas of greatest opportunity to improve your
competitive advantage.
• Advanced Analytics: We help you extract maximum value from all your data assets, no matter
their location or format. We apply the latest analytics techniques and tools to help you generate
insights that yield better, faster decisions.
• Change Management: Change isn’t just constant, it’s intensifying—in frequency and
importance. The ability to continuously change, at speed and at scale, is essential to high
performance.
MINDSTREAM SERVICES DELIVERED TO LETU
9. What to expect from Mindstream:
• Confidence to commit: Not sure if your institution is optimally designed to execute on your strategy?
We provide a detailed view across all relevant parameters, so you can adjust as needed.
• An action plan: Use our insights to make better organizational design and operating model choices,
and to highlight best practices to be preserved and disseminated. Generate significantly better results
across your institution by ensuring that your school possesses all the traits of high-performing colleges
and universities.
• Improved perspective: Gain a deeper understanding of important differences of opinion or sentiment
among faculty and staff and detect any leadership biases that may hamper performance.
• Baseline reference: We provide a useful baseline that can support not only immediate transformation
but provide a point of reference for future efforts or reveal cultural differences that may become
issues in the future.
OPERATING MODEL DESIGN
10. What to expect from Mindstream:
• Lower your costs: Achieve dramatic cost savings of 20- 40%
• Boost ROI: Free up resources for growth and competitiveness
• Increase productivity: become a simpler, flatter and more efficient institution
• Focus on what counts: Remove obstacles so that faculty and staff can tackle the activities that matter
most
ZERO- BASED REDESIGN
11. What to expect from MindstreAM
• Gain confidence: Be certain that every dollar supports your strategic priorities
• Change the culture: Instill an ownership mindset across the organization
• Build new capabilities: Achieve continuous improvement by changing behaviors and ways of working
• Free up cash: Channel funds to the initiatives and investments that will power growth
ZERO- BASED BUDGETING
12. What to expect from Mindstream:
• Better customer service: Get it right the first time, at speed, to improve student advocacy.
• Lower cost and impact: Reduce costs and waste, improve capacity
• Improved service quality: Improve accuracy and reduce errors, decrease processing time.
• Happier students, faculty and staff: Reduce time spent on manual tasks and exception handling to
focus on higher value activities.
PROCESS REDESIGN
13. What to expect from Mindstream:
• Deeper insights: Quickly analyze results to identify the best combination of attributes and compare
them across a variety of criteria.
• Immediate impact: Our approach ensures that successful results are rolled out quickly and achieve the
desired outcomes.
• Scalability: Develop a roadmap for long-term testing of initiatives and programs that produces
consistent, impressive ROI.
• Embedded capability: Build an internal capability so you can continue to design high-impact tests and
creative solutions.
ADANCED ANALYTICS
14. What to expect from Mindstream:
• Lead change: Facilitate leadership teaming, effective decision-making and alignment.
• Maximize the value: Set the baseline and track your progress.
• Engage your people: Inspire the adoption of new behaviors and new standards of performance.
• Choreograph the process: Anticipate and mitigate risk and orchestrate execution.
CHANGE MANAGEMENT