This document discusses investing in human capital through training and development. It first outlines the rhetoric around viewing human capital as the greatest asset but notes the reality is it is often not measured or valued properly. The document then provides a case study of a company that invested heavily in training programs from 2013-2015. This included conducting needs analyses, developing detailed training plans, budget allocation, and monitoring outcomes. The results demonstrated track records of achieving sales targets, competent staff, and a pool of future leaders. Specifically, the No. 1 sales team in a region was attributed to the training investments. The ROI included direct employment of over 200 Bahraini nationals at other companies.
This presentation by Mike Pfister was made at the session "Promoting investment in ASEAN: the role of IPAs and regional co-operation" during the 2nd ASEAN-OECD Investment Policy Conference held on 10-11 December 2014.
Find out more at: http://www.oecd.org/daf/inv/investment-policy/2014-asean-oecd-investment-policy-conference.htm
This presentation by Mike Pfister was made at the session "Promoting investment in ASEAN: the role of IPAs and regional co-operation" during the 2nd ASEAN-OECD Investment Policy Conference held on 10-11 December 2014.
Find out more at: http://www.oecd.org/daf/inv/investment-policy/2014-asean-oecd-investment-policy-conference.htm
Why People Matter - Presentation from ACN NetherlandsDarryl Judd
Highlights of Darryl Judd, Chief Operating Officer of Logistics Executive Group giving a talk on why People Matter at a conference hosted by ACN (Air Cargo Netherlands) in Amsterdam.
Financial Acumen - 'Even'-ing the odds for Non-Finance ProfessionalsAccord
Today, business finance concepts have become a need-to-know rather than good-to-know for business success.
A sound understanding of financial concepts can give an edge to professionals in their careers as well as in business.
This presentation shares 7 truths of business and their implications. It highlights the need for basic financial knowledge to make better decisions.
This gives a brief snapshot of what we can offer both employers and partners as an Independent Apprenticeship recruitment and training organisation working with people from diverse backgrounds. It highlights some of what we can do and our credentials within the sector.
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This gives a brief snapshot of what we can offer both employers and partners as an Independent Apprenticeship recruitment and training organisation working with people from diverse backgrounds. It highlights some of what we can do and our credentials within the sector.
Stimulated by a rapidly changing environment, organisations have begun to adopt
strategies to manage knowledge systematically so that they derive the best out of
their resources to gain a competitive advantage over competition. Still, knowledge
management is a new concept in the construction industry and practitioners in this
industry sometimes consider the systematic Knowledge Management as hype or a
buzzword.
This research identifies the systematic Knowledge Management concepts, tools, and
supporting strategies and technologies, and establishes channels that connect these
concepts with practice in the construction industry. Accordingly, the author develops
a framework that links the Intellectual capital model with Knowledge Management
processes in the construction industry while taking into consideration the
characteristics of the construction industry and the project-based environment. The
research discusses specific tools of Knowledge Management that are relevant to this
industry and the way to ensure a sustainable process of Knowledge Management.
This paper aims to find out whether knowledge-based and knowledge-creation
activities could exist in the construction industry without having a formal Knowledge
Management system. Therefore, this research explores construction core and
supportive activities and whether these involve knowledge-based and knowledge
creating activities in the AMA group, an organisation that did not adopt Knowledge
Management as a strategy. Having such processes without being espoused and
acknowledged as knowledge processes suggests that knowledge management and its
processes stem from the core business practices. If the knowledge processes do exist,
does the company need a strategy to manage the organisational body of knowledge?
Why People Matter - Presentation from ACN NetherlandsDarryl Judd
Highlights of Darryl Judd, Chief Operating Officer of Logistics Executive Group giving a talk on why People Matter at a conference hosted by ACN (Air Cargo Netherlands) in Amsterdam.
Financial Acumen - 'Even'-ing the odds for Non-Finance ProfessionalsAccord
Today, business finance concepts have become a need-to-know rather than good-to-know for business success.
A sound understanding of financial concepts can give an edge to professionals in their careers as well as in business.
This presentation shares 7 truths of business and their implications. It highlights the need for basic financial knowledge to make better decisions.
This gives a brief snapshot of what we can offer both employers and partners as an Independent Apprenticeship recruitment and training organisation working with people from diverse backgrounds. It highlights some of what we can do and our credentials within the sector.
Chris Lovelock shares how portfolio management thinking is evolving along with available technology to optimise a portfolio for improved strategic value from capital.
This gives a brief snapshot of what we can offer both employers and partners as an Independent Apprenticeship recruitment and training organisation working with people from diverse backgrounds. It highlights some of what we can do and our credentials within the sector.
Stimulated by a rapidly changing environment, organisations have begun to adopt
strategies to manage knowledge systematically so that they derive the best out of
their resources to gain a competitive advantage over competition. Still, knowledge
management is a new concept in the construction industry and practitioners in this
industry sometimes consider the systematic Knowledge Management as hype or a
buzzword.
This research identifies the systematic Knowledge Management concepts, tools, and
supporting strategies and technologies, and establishes channels that connect these
concepts with practice in the construction industry. Accordingly, the author develops
a framework that links the Intellectual capital model with Knowledge Management
processes in the construction industry while taking into consideration the
characteristics of the construction industry and the project-based environment. The
research discusses specific tools of Knowledge Management that are relevant to this
industry and the way to ensure a sustainable process of Knowledge Management.
This paper aims to find out whether knowledge-based and knowledge-creation
activities could exist in the construction industry without having a formal Knowledge
Management system. Therefore, this research explores construction core and
supportive activities and whether these involve knowledge-based and knowledge
creating activities in the AMA group, an organisation that did not adopt Knowledge
Management as a strategy. Having such processes without being espoused and
acknowledged as knowledge processes suggests that knowledge management and its
processes stem from the core business practices. If the knowledge processes do exist,
does the company need a strategy to manage the organisational body of knowledge?
Una tribu es aquel movimiento de gente que va en contra del status quo de la sociedad. En esta presentación analizamos a Juguetweet Perú realizando un proceso de comunicación.
Curso: Comunicación Estratégica
Profesor: Miguel Ugaz Gaviño
Alumnos:
Oreana Franchi
Jennifer Cárdenas
Julinho Miranda
Gabriela N. Denegri
Alyssa N. Denegri
Ciclo electivo: Cuarto Ciclo 2015-2
Slides used at the Manchester Alumni Meetup on 1 May 2019.
Theme: Employee Engagement and Experience
Speakers:
Aaron Saxton, UKFast
Shad Shami, Exchange Utility
Louise Marshall, Brother UK
By cultivating a positive training culture within your business, you will attract and retain valuable, skilled employees. Traineeships have the potential to improve the long-term employment prospects of your staff and deliver a range of benefits to your business. The key to a sustainable workforce is at your fingertips – a planned and structured approach to investing in your staff through existing worker traineeships.
CCI Apprenticeship Solutions helps employers every step of the way, from initial strategy development through to providing ongoing advice and support to all parties, through our apprentice and trainee mentoring services.
During this webinar session, we will showcased an employer who introduced traineeships into their business to attract and retain top talent. Their success story is one you can’t miss.
In toady's competitive and technology driven era, every organization thrives for success. For this preparedness is essential to operate both locally as well as globally. This presentation is an attempt to chalk out the guideline in brief.
Understanding the importance of an organization’s vision, mission and strategic objectives are vital, contributing factors to the success of a project.
Project strategic alignment is a method which links an organization's vision, mission, strategic goals and objectives with those of project and program management. Projects are the means by which strategies are executed and enable higher performance.
Learn more about:
» Project Management Institute (PMI)® Talent Triangle
» Business Strategy
» Strategic Planning
» Portfolio Management
» Project Strategic Alignment
» Project Strategic Communication
1. Investing in the Human Capital
The Rhetoric, the Reality and the Solutions
2. 1-Human Capital- The Rhetoric
• Human Capital is the greatest
asset
• “The Real wealth of Nations” UN
Report.
• The need to focus the Human
Capital and business case for
investing in HC.
3. 2-Human Capital- The Reality
• Human Capital is absent in the
balance sheet (Intangibility)
• The financial impact of the HR
strategy is often not measured
• The ROI in HC needs to be
established
4. 2- Valuing HC as an asset in Balance Sheet
• Are people an asset or a liability?
• Measuring People’s value through the
total employment costs.
• Focusing on the earnings
• Human capital investment realization
(objectives and growth).
5. 3- Infosys HC valuation
• Infosys Human Capital Valuation
• Levi-Schwartz Human Resources Accounting
Model.
• EV based on present value of the future
earnings
• Investment in the L & D
6. 4-Investing the HC and HR Strategy
Pay
• Base Pay
• Sales Incentives
• Collection Incentives
• Star Performers Awards
• Award for Long Service
and Persistent
Performance
• Award for Exceptional
Performance in Project
Management
• Award for Extraordinary
Achievements and
Innovation
• Sincere Cooperation,
Devotion and Dedication
Award
• Attendance Incentives
Benefits
•Medical Insurance
•Paid time off
•Corporate Wellness
Programmes
•social gatherings and
celebrations
Work Environment
•Flexible Hour
arrangement
•Tools and recourses:
•HRIS
•Training Management
System
•Physical Environment
•Employee engagement
strategies
Learning &
Development
•Training Courses and
seminars
•Performance
Management
•Career progression
•Transfers
•Coaching
• Investing in our employees is beyond investing L& D
• Investing in the HC should be a part of total reward system managed through HR policy
7. • How to measure the return of investment in HR
strategy?
• Research from the CRF institute in the HR
management of 500 companies shows that HR
policy has profound impact on the absenteeism
rate.
• Absenteeism cost and impact
• Absenteeism rate is a strong indicator of the
physical and mental well being of employees.
4-Investing the HC and HR Strategy (Cont)
8. 4- Investing the HC and HR Strategy (Cont)
• Development of the staff
• Flexible Working
• Employee counseling on
work-life Balance
9. • Company Name: Sixpence Consulting S.P.C.
• Established: Established in the Kingdom of Bahrain in
2005.
• Locations: Operating in the GCC with offices in Bahrain,
UAE & Oman.
• Total headcount: Around 600 across the GCC.
Case study : Investing in HC through L & D
12. Case study : Investing in the HC through L & D
Main deliverables:
1. Achieving the Sales targets.
2. Work with clients to make sure the
Sales team are delivering the
results. Intervene when necessary.
3. Managing the HR related activities
13. Case study : Investing in the HC through L & D
Sales management projects realities:
• Sales positions
• Demanding and competitive
• Positions that attract young
candidates.
• Do possess the employability skills
however they are often not
experienced.
14. Case study : Investing in the HC through L & D
198
318
103
39
11 18 6 6
0
50
100
150
200
250
300
350
Year 2012 Year 2013 Year 2014 Year 2015
Total No. of Bahrainis
Employed
Total No. of Bahrainis
Employed through GEP
• In the years between 2012-2015. We employed
658 Bahrainis
• 62 Through the GEP
15. Case study : Investing in the HC through L & D
1%
52%
41%
6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Under 20
Years
20 - 30 Years 30 -40 Years 40 -50 Years
Employee Age distribution
Under 20 Years
20 - 30 Years
30 -40 Years
40 -50 Years
16. Year 2013
•Investment in Facilities
•Selections from
Projects/Departments
based on nominations
•Soft Skills Courses
Year 2014
•Investment in Facilities
•TNA
• Yearly detailed Training
Plan
•+ Customized training
courses
•+ Budget Distribution and
Proper Allocation of the
Cost Drive ( No. of
Employees Per
Project/Department )
•+ Development of training
system 6T
Year 2015
•Investment in Facilities
•TNA
•Yearly Training Plan
•Customized training Courses
•Budget Distribution and
Proper Allocation of the
Cost Drive ( No. of
Employees Per
Project/Department )
•+Implementation of Training
System “6T”
•+Focus on technical training
and in line with NVQ
•+ Active monitoring of the
training delivery activities.
•Reporting training outcomes
Case study : Investing in the HC through L & D
18. Case study : Realizing the ROI in L & D
Results:
• Demonstrated track in achieving the deliverables of
the Sales Management projects.
• Maximized growth through the investment in L & D
• Competent staff who posses effective skills to
achieve the business objectives
• The ongoing training programmes ensured that there
is a pool of reserved talent who are ready to move to
the next level.
19. Case study : Realizing the ROI in L & D- cont
• Exceeding expectations: No1 sales team in
the EMEA region in Q1 2015
20. Case study : Realizing the ROI in L & D- Cont
Emergent results
• The Direct Employment of 177 young Bahraini
staff in Batelco.
• The Direct Employment of 42 staff in Standard
Chartered Bank.
• Direct Employment of 17 staff in Tamkeen.
21. What is next?
• HRA: Adopting joint Human Resources and
Accounting mechanisms to maximize the real
Human Capital value
• COPs: Exchange the practices on investing HC and
the ROI in Human capital
• The Extra Mile: finance and financial
consequences and to work with finance teams to
recognize the cost and the value of investing in
the Human Capital.
• National Framework for Human Capital Valuation