Discover the top 2 trends in employee referral programs, as well as benchmark your program against those that participated in the 2014 Meritage Talent Solutions' Referral Trends survey
The Employee Engagement Event - 2015 trends in recognition Manners and Murphy
This document discusses trends in employee recognition and engagement for 2015. It notes that the workforce is changing significantly, with people working, engaging, and being motivated differently. Three key trends in recognition are identified: 1) increased peer-to-peer recognition to amplify desired behaviors, 2) a shift to results-based recognition focused on performance over presence, and 3) greater use of social recognition by sharing achievements on social networks. The presentation provides strategies for organizations to leverage recognition to improve employee engagement.
The document discusses the results of a survey about analytics usage in customer service centers. 45% of respondents said they were exploring the potential of analytics, while 26% said they used analytics for customer service. The top perceived benefits of analytics were improving business processes (52%) and increasing market intelligence (24%). The main barrier to utilizing analytics was seen as unproven return on investment (47%). The survey also found that 49% of organizations expect a large increase (15%+) in customer service/management roles over the next decade. 94% anticipated that these roles will require higher skill levels in the coming years. Improving management skills was seen as having the most impact on employment (39%).
Heinz Marketing and OnTarget Consulting and Research conducted the 2014 Marketing Automation Effectiveness Survey. We are sharing the data points from the survey in this document.
Ah, the dreaded CSR report. Every year, you must report upon your CSR efforts and demonstrate your impact to your stakeholders, shareholders, and the general public. It’s important to not only communicate those statistics that your supporters expect but also those statistics that express the uniqueness of your CSR programs. Not sure where to start, or need to freshen up your annual report? Take a look at our presentation, the keys to impactful CSR reporting.
Platform-as-a-Service is a revolutionary technology that offers rapid application development and deployment directly to the cloud. But does PaaS really pay off? Research group Vanson Bourne recently conducted a survey of 700 IT decision-makers and asked that very question.
Advisors report that their current technology platforms hinder productivity and client service. Manual work takes up significant time preparing for client meetings, accessing multiple systems. Over 20% rate their platform's ability to generate reports and audit trails as poor. Inadequate technology is also a recruitment and retention issue, as 76% of advisors say a poor platform would factor into a decision to change employers.
The Employee Engagement Event - 2015 trends in recognition Manners and Murphy
This document discusses trends in employee recognition and engagement for 2015. It notes that the workforce is changing significantly, with people working, engaging, and being motivated differently. Three key trends in recognition are identified: 1) increased peer-to-peer recognition to amplify desired behaviors, 2) a shift to results-based recognition focused on performance over presence, and 3) greater use of social recognition by sharing achievements on social networks. The presentation provides strategies for organizations to leverage recognition to improve employee engagement.
The document discusses the results of a survey about analytics usage in customer service centers. 45% of respondents said they were exploring the potential of analytics, while 26% said they used analytics for customer service. The top perceived benefits of analytics were improving business processes (52%) and increasing market intelligence (24%). The main barrier to utilizing analytics was seen as unproven return on investment (47%). The survey also found that 49% of organizations expect a large increase (15%+) in customer service/management roles over the next decade. 94% anticipated that these roles will require higher skill levels in the coming years. Improving management skills was seen as having the most impact on employment (39%).
Heinz Marketing and OnTarget Consulting and Research conducted the 2014 Marketing Automation Effectiveness Survey. We are sharing the data points from the survey in this document.
Ah, the dreaded CSR report. Every year, you must report upon your CSR efforts and demonstrate your impact to your stakeholders, shareholders, and the general public. It’s important to not only communicate those statistics that your supporters expect but also those statistics that express the uniqueness of your CSR programs. Not sure where to start, or need to freshen up your annual report? Take a look at our presentation, the keys to impactful CSR reporting.
Platform-as-a-Service is a revolutionary technology that offers rapid application development and deployment directly to the cloud. But does PaaS really pay off? Research group Vanson Bourne recently conducted a survey of 700 IT decision-makers and asked that very question.
Advisors report that their current technology platforms hinder productivity and client service. Manual work takes up significant time preparing for client meetings, accessing multiple systems. Over 20% rate their platform's ability to generate reports and audit trails as poor. Inadequate technology is also a recruitment and retention issue, as 76% of advisors say a poor platform would factor into a decision to change employers.
Digital Optimisation Infographic - Forrester ReportOmer Celep
Did you know that 78% of the companies cannot deliver and optimised digital customer experience across the customer life cycle. Check out Forrester's report for more information about optimisation of digital approach and benchmark yourself with industry
The document discusses what metrics should be included in a measurement dashboard for public relations and communications. It provides examples of goals, suggested metrics, and sample dashboards that track metrics related to sales targets, risk reduction, market share increases, employee engagement, customer engagement, brand advocacy, and media coverage. The dashboards would allow practitioners to monitor performance against benchmarks and goals on a quarterly or monthly basis.
Dan Faciana provides tips for revamping the candidate experience. He notes that many candidates have negative experiences with the hiring process and will share those experiences online. To improve the candidate experience, companies should put themselves out there, re-engage candidates over time, and implement technology like one-way interviews and automated feedback surveys. Companies can also use tools like an interview scheduler to streamline the hiring process.
The document discusses improving employee engagement and recognition in organizations. It notes that employee turnover, engagement, and succession planning are top issues for HR. Values-based recognition programs are seen as contributing to organizational metrics and creating a stronger culture. Such programs aim to appreciate employees and typically budget $10-20 for each year of service. Recognition positively impacts engagement, safety, and other outcomes. Common concerns about anniversary programs include inadequate rewards and a lack of impact. Enhancements could include a more inspiring experience and better quality awards.
DATIS CEO, Erik Marsh, reveals the preliminary findings from our 2019 Executive Priorities Survey. Find out how Health and Human Services (HHS) executives are addressing their current workforce management initiatives and which strategies they’re implementing to overcome common industry challenges related to employee engagement, recruiting and retention, and the drive towards digital.
The document summarizes the results of a survey of third party promotional partners of WDSHE. The key findings are:
1) Over 70% of partners are satisfied with their relationship with WDSHE and the Disney brand is the most important factor for partners in deciding to collaborate.
2) Partners found that collaborating with WDSHE significantly increased their brand perception.
3) While most partners are satisfied, some processes like contract finalization and creative approval were identified as areas for improvement.
4) The local WDSHE teams are seen as a major asset for partnerships.
Do your leaders miss the big picture?
Discover the insight and actions you need to take for your leaders to drive stronger business results.
For more information visit cebglobal.com/leadership
The document discusses perceptions of HR from CEOs and CHROs based on surveys. CEOs generally view HR as more transactional and process-oriented rather than strategic. While some organizations are exploring or piloting the use of social tools, regular and consistent use is still low. The document also discusses how workforce analytics can help organizations address challenges like talent retention, employee engagement, and performance management when consistently used. Organizations that are "analytic outperformers" are more likely to be effective in these areas compared to others.
SEMPO state of search report by Chad CroweAnton Shulke
This document is a 2015 State of Search Industry Report from the SEMPO Research Committee. It provides results from a survey of marketers and agencies regarding their digital marketing activities and investments. Some key findings include:
- Most respondents work for organizations that operate in both B2B and B2C equally.
- Marketers organize in larger firms than agencies and have limited dedicated staff, allocating personnel based on average ROI.
- Agencies prefer fee structures like flat fees while marketers lean toward pay-for-performance models.
This document discusses reward and recognition programs within HR. It begins by defining reward and the components of incentives and recognition. It then discusses current practices, with 45% of HR professionals having programs in place while 55% do not. Common challenges include insufficient communication and measuring impact. The document recommends leveraging tools to effectively manage programs and determine if objectives are being achieved. It argues that reward programs can achieve business goals like higher revenues and engage employees. Finally, it promotes defining a strategic reward approach that considers short, medium and long-term rewards.
The document discusses a lack of effective leadership in many organizations. Only 27% of organizations believe they have the leaders needed for the future. It introduces the concept of "enterprise leaders" - leaders who achieve their own goals while also improving performance across their organization by building connections between teams. True enterprise leaders are still rare, comprising just 10% of leaders. The document advocates for assessing leaders on their network performance and benchmarking against peers to identify enterprise leaders, as well as training programs to develop more leaders with this mindset.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Evaluation Tools and Techniques to Measure and Evaluate your Impact in CSR Pr...Good Done Great
After your giving campaign concludes, it’s important to evaluate your program’s performance and your progress toward your CSR goals. This presentation dives into traditional CSR metrics to track, industry standards, and much more!
October Measurement Hour -- Summit Recap EditionPaine Publishing
This document summarizes key points from a presentation on measurement and communications metrics. It discusses defining objectives, key performance indicators, and dashboards to measure progress. Integrated dashboards were shown for a Defense department example to track metrics like perceptions of joining the military. The presentation emphasized consulting stakeholders on objectives, keeping insights simple, and highlighting successes to get buy-in for measurement programs.
The document summarizes key findings from PwC's 2014 Global CEO Survey for Mongolia. It discusses what Mongolian CEOs think about the global and local economies in 2014, their revenue expectations, and top threats. It also outlines actions CEOs plan for 2014-2015 like pursuing growth in existing markets and innovation. While many CEOs see a need for change, over a quarter think no change is needed in areas like governance and supply chains. Recruiting skilled workers is also a challenge.
CompTIA's Trends in Help Desk survey explores the areas businesses are focusing on as they manage their help desk function, including IT priorities, required skills, and emerging technologies.
Innovations in Employee Referral ProgramsKara Yarnot
An in-depth review of Meritage Talent Solutions's 2014 Employee Referral Trends Report, include a review of benchmarks and the 2 newest trends in referral programs.
Survey of talent acquisition organizations reveals:
* How to get 28% more hires from referrals by doing this one thing
* Percentage of organizations with formal ERPs and what results they get
* Ways organizations manage and track referrals today, and what challenges they face
* Most popular incentives used to reward successful referrals
* What you can do to generate more hires from referrals without sacrificing quality of candidates
The survey was conducted in April 2015 by SmashFly Technologies, the leading Recruitment Marketing Platform provider: http://smashfly.com
Digital Optimisation Infographic - Forrester ReportOmer Celep
Did you know that 78% of the companies cannot deliver and optimised digital customer experience across the customer life cycle. Check out Forrester's report for more information about optimisation of digital approach and benchmark yourself with industry
The document discusses what metrics should be included in a measurement dashboard for public relations and communications. It provides examples of goals, suggested metrics, and sample dashboards that track metrics related to sales targets, risk reduction, market share increases, employee engagement, customer engagement, brand advocacy, and media coverage. The dashboards would allow practitioners to monitor performance against benchmarks and goals on a quarterly or monthly basis.
Dan Faciana provides tips for revamping the candidate experience. He notes that many candidates have negative experiences with the hiring process and will share those experiences online. To improve the candidate experience, companies should put themselves out there, re-engage candidates over time, and implement technology like one-way interviews and automated feedback surveys. Companies can also use tools like an interview scheduler to streamline the hiring process.
The document discusses improving employee engagement and recognition in organizations. It notes that employee turnover, engagement, and succession planning are top issues for HR. Values-based recognition programs are seen as contributing to organizational metrics and creating a stronger culture. Such programs aim to appreciate employees and typically budget $10-20 for each year of service. Recognition positively impacts engagement, safety, and other outcomes. Common concerns about anniversary programs include inadequate rewards and a lack of impact. Enhancements could include a more inspiring experience and better quality awards.
DATIS CEO, Erik Marsh, reveals the preliminary findings from our 2019 Executive Priorities Survey. Find out how Health and Human Services (HHS) executives are addressing their current workforce management initiatives and which strategies they’re implementing to overcome common industry challenges related to employee engagement, recruiting and retention, and the drive towards digital.
The document summarizes the results of a survey of third party promotional partners of WDSHE. The key findings are:
1) Over 70% of partners are satisfied with their relationship with WDSHE and the Disney brand is the most important factor for partners in deciding to collaborate.
2) Partners found that collaborating with WDSHE significantly increased their brand perception.
3) While most partners are satisfied, some processes like contract finalization and creative approval were identified as areas for improvement.
4) The local WDSHE teams are seen as a major asset for partnerships.
Do your leaders miss the big picture?
Discover the insight and actions you need to take for your leaders to drive stronger business results.
For more information visit cebglobal.com/leadership
The document discusses perceptions of HR from CEOs and CHROs based on surveys. CEOs generally view HR as more transactional and process-oriented rather than strategic. While some organizations are exploring or piloting the use of social tools, regular and consistent use is still low. The document also discusses how workforce analytics can help organizations address challenges like talent retention, employee engagement, and performance management when consistently used. Organizations that are "analytic outperformers" are more likely to be effective in these areas compared to others.
SEMPO state of search report by Chad CroweAnton Shulke
This document is a 2015 State of Search Industry Report from the SEMPO Research Committee. It provides results from a survey of marketers and agencies regarding their digital marketing activities and investments. Some key findings include:
- Most respondents work for organizations that operate in both B2B and B2C equally.
- Marketers organize in larger firms than agencies and have limited dedicated staff, allocating personnel based on average ROI.
- Agencies prefer fee structures like flat fees while marketers lean toward pay-for-performance models.
This document discusses reward and recognition programs within HR. It begins by defining reward and the components of incentives and recognition. It then discusses current practices, with 45% of HR professionals having programs in place while 55% do not. Common challenges include insufficient communication and measuring impact. The document recommends leveraging tools to effectively manage programs and determine if objectives are being achieved. It argues that reward programs can achieve business goals like higher revenues and engage employees. Finally, it promotes defining a strategic reward approach that considers short, medium and long-term rewards.
The document discusses a lack of effective leadership in many organizations. Only 27% of organizations believe they have the leaders needed for the future. It introduces the concept of "enterprise leaders" - leaders who achieve their own goals while also improving performance across their organization by building connections between teams. True enterprise leaders are still rare, comprising just 10% of leaders. The document advocates for assessing leaders on their network performance and benchmarking against peers to identify enterprise leaders, as well as training programs to develop more leaders with this mindset.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Evaluation Tools and Techniques to Measure and Evaluate your Impact in CSR Pr...Good Done Great
After your giving campaign concludes, it’s important to evaluate your program’s performance and your progress toward your CSR goals. This presentation dives into traditional CSR metrics to track, industry standards, and much more!
October Measurement Hour -- Summit Recap EditionPaine Publishing
This document summarizes key points from a presentation on measurement and communications metrics. It discusses defining objectives, key performance indicators, and dashboards to measure progress. Integrated dashboards were shown for a Defense department example to track metrics like perceptions of joining the military. The presentation emphasized consulting stakeholders on objectives, keeping insights simple, and highlighting successes to get buy-in for measurement programs.
The document summarizes key findings from PwC's 2014 Global CEO Survey for Mongolia. It discusses what Mongolian CEOs think about the global and local economies in 2014, their revenue expectations, and top threats. It also outlines actions CEOs plan for 2014-2015 like pursuing growth in existing markets and innovation. While many CEOs see a need for change, over a quarter think no change is needed in areas like governance and supply chains. Recruiting skilled workers is also a challenge.
CompTIA's Trends in Help Desk survey explores the areas businesses are focusing on as they manage their help desk function, including IT priorities, required skills, and emerging technologies.
Innovations in Employee Referral ProgramsKara Yarnot
An in-depth review of Meritage Talent Solutions's 2014 Employee Referral Trends Report, include a review of benchmarks and the 2 newest trends in referral programs.
Survey of talent acquisition organizations reveals:
* How to get 28% more hires from referrals by doing this one thing
* Percentage of organizations with formal ERPs and what results they get
* Ways organizations manage and track referrals today, and what challenges they face
* Most popular incentives used to reward successful referrals
* What you can do to generate more hires from referrals without sacrificing quality of candidates
The survey was conducted in April 2015 by SmashFly Technologies, the leading Recruitment Marketing Platform provider: http://smashfly.com
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
To truly influence business decisions, you
need to understand where the industry is
going. This 5th annual report uncovers
worldwide recruiting trends that will move
your organization forward, and help position
you as a strategic business partner.
Truly influence business decisions with emerging recruiting trends worldwide.
Learn top recruiting priorities, upcoming challenges and opportunities ahead in LinkedIn’s annual report.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends highlighted include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends highlighted include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand strategy.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more cross-functional approach to managing it. Relationship building and partnerships across functions like marketing are seen as important to employer brand success.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more cross-functional approach to managing it. Relationship building and partnerships across functions like marketing are seen as important to employer brand success.
To truly influence business decisions, you need to understand where the industry is going. This 5th annual report uncovers worldwide recruiting trends that will move your organization forward, and help position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
The document summarizes key findings from LinkedIn's 2016 Global Recruiting Trends report. Some of the top trends highlighted include quality of hire continuing to be the most important recruiting metric, employee referrals growing as an important hiring source, and employer branding emerging as a higher priority. While employee retention is a top concern, internal mobility programs are still lacking. Overall, the report finds relationships will be critical for talent acquisition success going forward.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand strategy.
Global recruiting trends 2016 by LinkedIn Pierre Bernard
To truly influence business decisions, you need to understand where the industry is going. This 5th annual report uncovers worldwide recruiting trends that will move your organization forward, and help position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand through channels like social media and online professional networks. Overall, the report finds that relationships are becoming a more critical factor in talent acquisition.
Les tendances 2016 du recrutement en FrancePierre Bernard
To truly influence business decisions, you need to understand where the industry is going. This annual report uncovers recruiting trends in France that will move your organization forward, and position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
1) The document discusses staffing trends in India that will influence recruitment firms in 2016 and beyond. Key trends include a focus on building relationships with clients, candidates, and colleagues.
2) Top priorities for recruitment firms in India include growing their client base, being strategic partners to clients, and improving sourcing techniques. There is also increased focus on improving quality of hire.
3) Relationships are seen as important to driving business development and growth. Competition is increasing from both other recruitment firms and in-house recruiting. Developing a strong brand is seen as important to differentiating from competitors.
In April 2014, Lee Hecht Harrison surveyed 334 HR practitioners in North America to better understand and gain insight into: (1) Talent needs of organizations; (2) Best practices in the creation and execution of Corporate Alumni Programs; and (3) What organizations can do to build lifelong relationships with employees.
The document summarizes recruiting trends in India for 2016 and beyond. Some key findings include:
- Quality of hire is considered the most valuable performance metric by talent leaders. It is primarily measured through new hire performance evaluations and time to productivity.
- Employee referrals have re-emerged as the top source of quality hires. India leverages referrals extremely well compared to other countries.
- Employer brand is growing as a shared priority and responsibility between talent acquisition and marketing. Social professional networks remain effective for employer branding.
- Employee retention has become a top priority, but internal hiring is not prioritized at the same level. Many companies lack formal internal hiring programs.
Similar to Innovations in Employee Referral Programs_recruitDC May 2015 (20)
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
4. Who Has Formal Employee Referral
Programs?
of companies report
having a formal
employee referral
program
71%
4
86%
plan to launch a
program in the next 18
months.
36%
5. Referrals Continue to be a Primary Source of
Hire for Employers with Referral Programs
5
% of External Hires that are Referrals
27%
0 - 25%
26 – 50%
51 – 75%
76 – 100%
Don’t know
47%
38%
4%
4%
7%
of companies with referral programs
report that more than half of their
external hires come from their
referral program.
8%
of companies report meeting or
exceeding their referral program
hiring goals.
25%
of companies don’t actually have
hiring goals for their program25%
6. 6
Increasing the Quality of the Candidate pool is
the top goal for companies.
GOALS OF REFERRAL PROGRAMS
10%
0%
30%
20%
50%
40%
70%
60%
90%
80%
100%
Increase Quality Increase Quantity Decrease Time
to Hire
Increase Retention Increase
Diversity
Other Don’t Know
Currently have program
Planning to launch program
93%
67% 61%
36%
58%
27% 27%
49%
32%
18% 9%
2% 2%
7. Referral Program Structure
REFERRALPROGRAM MANAGEMENT
Centralized
program
management is the
most common
management
structure.
76%
64%
Centralized
70%
60%
50%
40%
30%
20%
10%
0%
80%
9% 0%
16%
9%
27%
Decentralized Hybrid Not yet
decided
Currently have program
Planning to launch program
7
8. 8
Tools Used to Manage Program
Currently have
program
Planning to launch
program
64%
55%
50%
18%
14%
27%
3%
0% 18%
Spreadsheets ATS 3rd Party Other Not
Decided
9. 9
Referral Program Incentives – Cash is King
of companies offer
or plan to offer cash
incentives for
referral hires.
59%
Cash awards to
employees for referral
hires are the most
common incentives
employed.
Average Cash Incentive Paid for Referral Hires
Less than $1000
26%
73%
69%
2% 0%
18%
4%9%
$
$
Currently have program
Planning to launch program
Between $1000 and
$4999
$5000 or greater Don’t know
18%
10. 10
Thinking Beyond Cash
of companies offer or plan
to offer non-cash
incentives for referral
hires.
25%
54%
Prize
Drawings
35% Others
27%
Company
Logo Items
15%
Vacation
Days
11. 11
Referral Program Enhancements
Social Referrals
Mobile
Accessibility
Improved
Marketing
Non-Employees
Improved
metrics
Complete Overhaul
13. 13
Social Referrals - Driven by the
implementation of 3rd party
Referral Technology
TREND # 1
14. Types of Social Referral Tools
Broadcast
Broadcast
&
Discovery
14
15. 15
All of the 3rd party referral
tools are based on social
referral functionality.
Companies
planning to launch
referral programs
are more likely to
use 3rd Party
Referral Tools.
Currently
have
program
14%
Planning to
launch
program
27%
27%
3rd Party Referral Tools
16. How Satisfied Are You With Your Current
Referral Tools?
SATISFACTION WITH CURRENT REFERRAL TOOLS
16
of respondents who are Very
Satisfied use a 3rd party
solution.
Very
Satisfied
Partially
Satisfied
Neither Satisfied or Dissatisfied
Partially Dissatisfied
Very
Dissatisfied
of respondents who are Partially
Satisfied use ATS Solution,
63%
83%
18. 18
Individuals Beyond Employees Included
in Program
Customer
48%
100%
Social Media
Connections
48%
60%
Other
26%
20%
Alumni
70%
80%
Planning
to launch program
Currently have
program
Vendor
35%
40%
of respondents with programs already
include non-employees in their programs.
22
%
An additional 17%
plan to expand their
programs to include
non-employees.
17%
of respondents planning to launch
programs with include non-employees in
their programs.
45
%
19. Keys
to
an
Effective
Program
• Make
it
easy
for
employees
to
refer
• Educate
your
employees
one
what
makes
a
good
hire
• Get
execuOves
involved
• Thank
everyone
who
parOcipates
• Avoid
the
“black
hole”
-‐
provide
updates
• Recognize
individuals
with
referral
hires
• Pay
bonuses
when
the
new
hire
starts
• Track
and
report
referral
metrics
19
20. 2015
REFERRAL
SURVEY
IS
NOW
OPEN
Hand
me
your
business
card
and
I’ll
send
you
the
link
20
21. THANK
YOU
Kara
Yarnot
President,
Meritage
Talent
SoluOons
@klyarnot
LinkedIn.com/in/karayarnot
21