An employer brand is a company’s reputation as an employer and the value that it offers to employees. It is a company’s reputation as a place to work, as well as your employees' perception about the company.
EHRM: Entrepreneurial Human Resources Management | by Ernst & Young, People A...ArabNet ME
The SMEs of today are the future organizations of tomorrow who will set the leading practice in the market. YOU, as SMEs and Entrepreneurs, will shape the future organization and the HR of tomorrow.
PRESENTATION IS USEFUL FOR BUSINESS LEADERS CORPORATE EXECUTIVES TO DEVELOP HIGH PERFORMANCE CULTURE; THIS IS BASED ON THE RESEARCH OF MBA/BBA/PGDM STUDENTS OF RATAN GLOBAL BUSINESS SCHOOL UNDER THE GUIDANCE OF DR ARYA SRI
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Most organizations fail to recognize the important role employees play in building a brand's reputation through interactions with customers. Developing employee brand ambassadors can provide marketing benefits like improved customer service and retention. To create brand ambassadors, companies should develop awareness programs to educate employees on the brand's values and promise. This allows employees to understand how their work contributes to delivering the brand experience internally and externally. Developing a strong employee brand and company culture in turn positively impacts the external customer experience and builds brand equity.
In the early 1990’s, Michael wanted to develop a strategic process to attract the best talent and build a culture founded on the values of integrity, respect, friendship, caring and loyalty. During a conversation with a colleague discussing the direct impact talented employees had on customer relationships and company performance, he learned of the behavioral assessment tool Predictive Index® (PI), published by PI Worldwide®. More at predictiveresults.com
1. The document proposes a research study on employee branding as a tool for organizational effectiveness at Kanmani Engineering Corporation International Limited.
2. The study would assess employee branding processes, their role in maintaining the company brand image, and their impact on recruitment, organizational effectiveness, and suggestions for improvement.
3. Primary data would be collected through questionnaires distributed to a sample of employees, and secondary data collected from literature and company sources, to analyze the role of employee branding.
Employer Branding And Employee Retention....ExploredPrErN@
The document discusses employer branding and its impact on employee retention. It defines employer branding as capturing the essence of a company in a way that engages employees and conveys the company's culture and value proposition. The author aims to analyze the relationship between employer branding and employee retention through a study measuring factors like organizational values, pay/benefits, and employee satisfaction levels. Preliminary results show a positive correlation between employer branding and likelihood of employees staying with the organization.
EHRM: Entrepreneurial Human Resources Management | by Ernst & Young, People A...ArabNet ME
The SMEs of today are the future organizations of tomorrow who will set the leading practice in the market. YOU, as SMEs and Entrepreneurs, will shape the future organization and the HR of tomorrow.
PRESENTATION IS USEFUL FOR BUSINESS LEADERS CORPORATE EXECUTIVES TO DEVELOP HIGH PERFORMANCE CULTURE; THIS IS BASED ON THE RESEARCH OF MBA/BBA/PGDM STUDENTS OF RATAN GLOBAL BUSINESS SCHOOL UNDER THE GUIDANCE OF DR ARYA SRI
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Most organizations fail to recognize the important role employees play in building a brand's reputation through interactions with customers. Developing employee brand ambassadors can provide marketing benefits like improved customer service and retention. To create brand ambassadors, companies should develop awareness programs to educate employees on the brand's values and promise. This allows employees to understand how their work contributes to delivering the brand experience internally and externally. Developing a strong employee brand and company culture in turn positively impacts the external customer experience and builds brand equity.
In the early 1990’s, Michael wanted to develop a strategic process to attract the best talent and build a culture founded on the values of integrity, respect, friendship, caring and loyalty. During a conversation with a colleague discussing the direct impact talented employees had on customer relationships and company performance, he learned of the behavioral assessment tool Predictive Index® (PI), published by PI Worldwide®. More at predictiveresults.com
1. The document proposes a research study on employee branding as a tool for organizational effectiveness at Kanmani Engineering Corporation International Limited.
2. The study would assess employee branding processes, their role in maintaining the company brand image, and their impact on recruitment, organizational effectiveness, and suggestions for improvement.
3. Primary data would be collected through questionnaires distributed to a sample of employees, and secondary data collected from literature and company sources, to analyze the role of employee branding.
Employer Branding And Employee Retention....ExploredPrErN@
The document discusses employer branding and its impact on employee retention. It defines employer branding as capturing the essence of a company in a way that engages employees and conveys the company's culture and value proposition. The author aims to analyze the relationship between employer branding and employee retention through a study measuring factors like organizational values, pay/benefits, and employee satisfaction levels. Preliminary results show a positive correlation between employer branding and likelihood of employees staying with the organization.
Internal Branding To Strengthen Talent Retention StrategiesKenny Ong
*Signal to the staff the chance of career development in your
organisation
*Secondment - Increasingly being recognised as valuable for development.
*Providing increase in flexibility of working patterns which
will be increasingly important in the future.
*Understand secondment
well to develop your organisation’s skills base and avoid the possible
pitfalls.
l*Internal branding and employee engagement - Learn the building and maintaining of successful internal brand. *Discover how this will
positively affect your position as an employer, staff retention rates and customer service.
This document discusses the challenges faced by Domino's Pizza related to high employee turnover rates. The regional manager, Rob Cecere, took over a region where store managers were quitting after a few months, resulting in employee turnover rates as high as 300% per year. This lack of stable leadership contributed to the stores failing to meet sales goals.
Cecere's top goal was to build a stable team of store managers who could retain employees. He emphasized careful hiring, extensive coaching, and opportunities for promotion. This helped improve employee engagement and retention. The CEO of Domino's also prioritized reducing turnover, which had been 158% nationwide. By focusing on human resource practices like these, Domino's was able to
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
This presentation discusses employee branding and its integration with HR marketing. Employee branding refers to employees internalizing the desired brand image and projecting it to customers. The objectives of employee branding are to empower employees, improve loyalty and reputation, and increase motivation. This can be achieved through selective hiring, targeted training, clear communication of goals, and compensation systems that reflect the brand. Growing employer brands is important to attract and retain employees, leading to business gains. Successful employer branding requires core brand definition, senior management involvement, alignment with strategy, and ongoing measurement. The presentation provides examples of industry practices in employee branding.
This document is a report from Employer Brand International (EBI) on their 2014 global employer branding trends study. Some key findings include:
- HR and marketing are most commonly responsible for employer branding efforts.
- Most companies plan to maintain or increase spending on employer branding in 2014.
- Developing a clear employer brand strategy and using social media are widely seen as important to achieving talent attraction goals.
- Attracting and retaining talent, improving employer perception, and increasing applicant quality are the top benefits companies report from employer branding.
Having a candidate attraction strategy that speaks to your company culture will increase the likeliness of attracting and engaging talent who will thrive and stay with you longer
The document discusses the importance of employee experience in delivering a strong brand experience and positive customer experience. It argues that focusing on employee experience is key, as satisfied and engaged employees will provide the best experience for customers. The document presents a model for creating an integrated brand experience focused on optimizing employee experience, customer loyalty and profitability. It also discusses challenges in managing employee experience and provides tools to assess and improve the employee experience journey.
Companies realize without emotional commitment, even the most brilliant strategies will fail. To attain any change, people must not only accept and agree with the strategy, they must buy into it. In this paper, Browne & Mohan consultant share a six stage empirical model of commitment buy-in.
The document outlines Vodafone's people strategy, which focuses on treating talent as a top priority and differentiating their approach to attracting, developing, and retaining top performers. It discusses shifting from an HR-focused approach to making all managers accountable for strengthening their talent pool. The strategy also emphasizes clear communication, involvement, rewards, learning opportunities, and ensuring employee well-being in order to create a mutually beneficial deal between Vodafone and its employees.
WTW: Employers look to modernize the employee value propositioniebanl
Under pressure to modernize and remain competitive in attracting talent, employers are looking to update their employee value proposition (EVP). The rapid rise of technology is disrupting jobs and skills needs. Organizations must actively monitor these changes and adapt their human capital programs. While hiring and turnover are increasing globally, attraction and retention challenges persist, especially for critical skills, high potentials, and top performers. To be successful, organizations must understand what employees truly value for job security and career development. The pace of modernizing EVPs will determine which organizations can best compete for high-value talent.
Is your training paying dividends: employee development, behavioral change, and or better leadership? Smart CEOs realize that organizational success really begins and ends with the employees’ development that supports day-to-day actions that sustain organizational success. Today, due to the Internet and the ability to conduct evaluations, online surveys, multi-rater 360˚ feedback, webinar training, and live streaming, programed learning modules create formats for on-going talent and training development. So many opportunities, so little behavioral change! Why isn’t training working?
As leading organizations fight for top talent, employment branding is an increasingly important function of talent acquisition and recruiting. By developing an effective brand as an employer, a company can receive better and more qualified applicants, as well as to attract and retain top and/or specialized employee talent.
It is often useful to apply the concepts of Brand Management to Human Resource
Management in order to address issues like skill shortages, improve growth and maximize profits. In
this essay, I explore the reasons behind companies opting for employer branding and try to
rationalize the importance of Employer Branding by employing concepts from established theoretical
frameworks.
The document discusses internal branding and its relevance and role for internal communicators. It asks whether the brand is relevant internally, how it has changed internal communicators' jobs, and what their role is in internal branding. It outlines four expressions of a brand: corporate, product, employee, and employer brands. It notes that the product/corporate brand is experienced through product use and advertising, while the employer/employee brand is experienced through recruitment, training, culture and environment. Marketing communicates the external brands while HR and internal communicators are responsible for the internal brands.
1. Employer branding is important for attracting and retaining top talent in a competitive market facing a reduced talent pool.
2. Philips conducted extensive research to understand how to improve their employer brand and developed the tagline "Touch Lives Every Day" to appeal to potential employees.
3. Philips saw significant results from implementing their employer brand strategy, including higher quality applicants, increased acceptance of offers, and improved rankings as an employer of choice.
Over the years, employee recognition has evolved from being a nice way to thank employees for their years of service, to something that can have a significant and meaningful impact on your workforce and your business. And because of this, it’s no longer seen as a “nice to do'', but a “have to do”.
However, as with anything in life and in business, it’s all about how you do it - do it the right way and you reap the benefits, do it the wrong way and you waste your time, energy and your company’s money.
It’s this “right way” of doing recognition that we will explore in this guide, sharing tips and stories to help you achieve the many positive impacts that it can deliver to your employees and your company.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
Internal Branding To Strengthen Talent Retention StrategiesKenny Ong
*Signal to the staff the chance of career development in your
organisation
*Secondment - Increasingly being recognised as valuable for development.
*Providing increase in flexibility of working patterns which
will be increasingly important in the future.
*Understand secondment
well to develop your organisation’s skills base and avoid the possible
pitfalls.
l*Internal branding and employee engagement - Learn the building and maintaining of successful internal brand. *Discover how this will
positively affect your position as an employer, staff retention rates and customer service.
This document discusses the challenges faced by Domino's Pizza related to high employee turnover rates. The regional manager, Rob Cecere, took over a region where store managers were quitting after a few months, resulting in employee turnover rates as high as 300% per year. This lack of stable leadership contributed to the stores failing to meet sales goals.
Cecere's top goal was to build a stable team of store managers who could retain employees. He emphasized careful hiring, extensive coaching, and opportunities for promotion. This helped improve employee engagement and retention. The CEO of Domino's also prioritized reducing turnover, which had been 158% nationwide. By focusing on human resource practices like these, Domino's was able to
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
This presentation discusses employee branding and its integration with HR marketing. Employee branding refers to employees internalizing the desired brand image and projecting it to customers. The objectives of employee branding are to empower employees, improve loyalty and reputation, and increase motivation. This can be achieved through selective hiring, targeted training, clear communication of goals, and compensation systems that reflect the brand. Growing employer brands is important to attract and retain employees, leading to business gains. Successful employer branding requires core brand definition, senior management involvement, alignment with strategy, and ongoing measurement. The presentation provides examples of industry practices in employee branding.
This document is a report from Employer Brand International (EBI) on their 2014 global employer branding trends study. Some key findings include:
- HR and marketing are most commonly responsible for employer branding efforts.
- Most companies plan to maintain or increase spending on employer branding in 2014.
- Developing a clear employer brand strategy and using social media are widely seen as important to achieving talent attraction goals.
- Attracting and retaining talent, improving employer perception, and increasing applicant quality are the top benefits companies report from employer branding.
Having a candidate attraction strategy that speaks to your company culture will increase the likeliness of attracting and engaging talent who will thrive and stay with you longer
The document discusses the importance of employee experience in delivering a strong brand experience and positive customer experience. It argues that focusing on employee experience is key, as satisfied and engaged employees will provide the best experience for customers. The document presents a model for creating an integrated brand experience focused on optimizing employee experience, customer loyalty and profitability. It also discusses challenges in managing employee experience and provides tools to assess and improve the employee experience journey.
Companies realize without emotional commitment, even the most brilliant strategies will fail. To attain any change, people must not only accept and agree with the strategy, they must buy into it. In this paper, Browne & Mohan consultant share a six stage empirical model of commitment buy-in.
The document outlines Vodafone's people strategy, which focuses on treating talent as a top priority and differentiating their approach to attracting, developing, and retaining top performers. It discusses shifting from an HR-focused approach to making all managers accountable for strengthening their talent pool. The strategy also emphasizes clear communication, involvement, rewards, learning opportunities, and ensuring employee well-being in order to create a mutually beneficial deal between Vodafone and its employees.
WTW: Employers look to modernize the employee value propositioniebanl
Under pressure to modernize and remain competitive in attracting talent, employers are looking to update their employee value proposition (EVP). The rapid rise of technology is disrupting jobs and skills needs. Organizations must actively monitor these changes and adapt their human capital programs. While hiring and turnover are increasing globally, attraction and retention challenges persist, especially for critical skills, high potentials, and top performers. To be successful, organizations must understand what employees truly value for job security and career development. The pace of modernizing EVPs will determine which organizations can best compete for high-value talent.
Is your training paying dividends: employee development, behavioral change, and or better leadership? Smart CEOs realize that organizational success really begins and ends with the employees’ development that supports day-to-day actions that sustain organizational success. Today, due to the Internet and the ability to conduct evaluations, online surveys, multi-rater 360˚ feedback, webinar training, and live streaming, programed learning modules create formats for on-going talent and training development. So many opportunities, so little behavioral change! Why isn’t training working?
As leading organizations fight for top talent, employment branding is an increasingly important function of talent acquisition and recruiting. By developing an effective brand as an employer, a company can receive better and more qualified applicants, as well as to attract and retain top and/or specialized employee talent.
It is often useful to apply the concepts of Brand Management to Human Resource
Management in order to address issues like skill shortages, improve growth and maximize profits. In
this essay, I explore the reasons behind companies opting for employer branding and try to
rationalize the importance of Employer Branding by employing concepts from established theoretical
frameworks.
The document discusses internal branding and its relevance and role for internal communicators. It asks whether the brand is relevant internally, how it has changed internal communicators' jobs, and what their role is in internal branding. It outlines four expressions of a brand: corporate, product, employee, and employer brands. It notes that the product/corporate brand is experienced through product use and advertising, while the employer/employee brand is experienced through recruitment, training, culture and environment. Marketing communicates the external brands while HR and internal communicators are responsible for the internal brands.
1. Employer branding is important for attracting and retaining top talent in a competitive market facing a reduced talent pool.
2. Philips conducted extensive research to understand how to improve their employer brand and developed the tagline "Touch Lives Every Day" to appeal to potential employees.
3. Philips saw significant results from implementing their employer brand strategy, including higher quality applicants, increased acceptance of offers, and improved rankings as an employer of choice.
Over the years, employee recognition has evolved from being a nice way to thank employees for their years of service, to something that can have a significant and meaningful impact on your workforce and your business. And because of this, it’s no longer seen as a “nice to do'', but a “have to do”.
However, as with anything in life and in business, it’s all about how you do it - do it the right way and you reap the benefits, do it the wrong way and you waste your time, energy and your company’s money.
It’s this “right way” of doing recognition that we will explore in this guide, sharing tips and stories to help you achieve the many positive impacts that it can deliver to your employees and your company.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
This document discusses HR transformation from a traditional personnel function to a strategic partner. It provides definitions of HRM and the traditional personnel function. The desired outcomes of HR transformation are to develop top capabilities like talent management, speed, accountability and strategic unity. The document outlines the core HRM functions like planning, recruitment, training and development, performance management and the HR organization. It includes a reflection on the importance of people in organizations and an HR transformation plan.
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
The document provides an overview of strategies for talent management and career development. It discusses the importance of recruiting, engaging, and retaining top talent. Specifically, it emphasizes the need to clearly define the employee value proposition, identify core competencies, and establish pathways for professional growth and career advancement. It also provides tips for onboarding new hires, recognizing employee contributions, and creating a flexible and supportive work environment to help organizations attract and maintain top performers.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
With many recruiting teams facing resource challenges on a regular basis, how can you stay proactive and navigative hiring cycles?
This presentation covers:
- Challenges facing companies hiring at scale
- The 2016 Global Recruiting Trends to embrace these
- Tips and tricks to put you on the fast track of hiring at scale
Improving Employee Performance by Mirza Yawar BaigMirza Yawar Baig
This document discusses improving employee performance by moving beyond traditional human resource management approaches. It advocates treating people as individuals rather than as "human resources" and focusing on developing people in order to improve business performance. The key challenges are managing change, minimizing bureaucracy, hiring high performers, and ongoing training. HR managers should facilitate creating a winning culture, anticipating future needs, and translating HR initiatives into business impacts. Ultimately, business success depends on quality people and processes.
Universum provides employer branding and talent attraction services to over 1,700 clients globally. Their Talent Insight Report uses survey data from over 1.3 million career seekers to help companies understand what their target talent groups want and which employers they find most attractive. The report provides comparisons of target groups' preferences, an analysis of employer brand strengths and challenges, and tailored recommendations to optimize employer branding strategy and activities based on target group insights.
HRM plays a key role in organizational effectiveness. It is responsible for implementing people practices like recruitment, learning and development, and performance management to build workforce capabilities. This includes employee engagement, competencies, and leadership. HRM also contributes to the organization's key performance drivers and objectives by developing high-quality internal processes and resources to help the organization achieve its strategic goals. Measuring organizational effectiveness requires considering multiple perspectives like whether goals are met, resources obtained, and stakeholders satisfied. HRM is central to organizational effectiveness as it is responsible for advising on and executing initiatives to reduce issues like high turnover and ensure business continuity.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
LinkedIn provided a course at how to win the retention game? finding the perfect employee for the job is a very hard task, despite some saying everyone is replaceable, read here why and how to win back your loyal employees and how to retain others.
Being a better boss-How to reduce turnoverDr. Zar Rdj
This document provides tips for reducing employee turnover by being a better boss. It discusses how costly employee turnover is for companies and outlines four main steps managers can take: 1) make time for training and onboarding new employees, 2) open lines of communication through regular check-ins, 3) offer flexible working environments to improve work-life balance, and 4) get employees involved in volunteering to find meaning in their work. The document emphasizes that the number one reason employees quit is due to having a bad boss and provides strategies within each step to help managers reduce turnover.
Teams offer an easy way to tap the knowledge and talents of all employees to solve many of your companies problems. A team draws together employees from all different functions and levels of your organization to help find the best way to attack a specific issue. Many organizations have found that they can no longer rely just on management to guide work processes and company goals. Companies need to involve employees who are much closer to the daily problems and the companies customers. When employees gain more authority from top management, they tend to be more responsive to the customers’ needs and to resolve problems at the lowest possible level in the organization.
Kunal Khamesra from JK Cement Works gave a presentation on branding and human resource management. He discussed what a brand is, noting that successful brands like Nike and McDonald's create a promise and identity that customers rely on. He then outlined seven characteristics of successful brands: understanding the audience, uniqueness, passion, consistency, competitiveness, exposure, and leadership. Khamesra also discussed what human resource management entails, like recruitment, selection, training, and compensation of employees. Finally, he talked about the importance of HR branding and managing an organization's reputation, culture, and value proposition to attract, select, and retain top talent.
Effective Ways of Recruiting, GRIP TASK - 1- Kalyan Nemani.pptxKalyanNemani1
The document discusses various recruitment methods and processes. It begins by defining recruitment as the process of identifying and selecting job candidates from both internal and external sources. It then provides details on different types of internal recruitment like promotions, transfers, and employee referrals. External recruitment methods include job boards, social media, websites, and networking events. The document also discusses newer recruitment technologies like applicant tracking systems, virtual reality communications, mobile strategies, and video interviewing. It emphasizes finding the right candidates through an effective recruitment process.
he world of work has changed for good. At first, we thought the changes to our work lives brought on by the pandemic would be temporary. But now it’s clear that they are here to stay. Leaders must accept these challenges head-on. And that means considering a new set of top leadership development challenges.
We conducted a survey with business and HR leaders from more than 100 companies about their top priorities to recover from the pandemic. The results revealed that leadership development is at the top of the list.
Nearly 75% of respondents said they are prioritizing development because their leaders will need different skills to navigate recovery and thrive in the future.
A study of over 80,000 employees identified 12 dimensions that are consistently present in workplaces with high employee retention, customer satisfaction, productivity and profits. These dimensions include clear expectations, the right tools and equipment, using employees' strengths, recognition and praise, caring supervisors, encouragement of development, valuing employees' opinions, a clear company mission, quality work, strong coworker relationships, feedback on progress, and opportunities to learn and grow. Recognition and praise specifically ranked fourth among the 12 dimensions in correlating with successful workgroups.
LinkedIn Recruiting presentation for StaffingLinkedIn Nordic
The document provides an agenda for a LinkedIn event on talent solutions being held in Stockholm, Sweden on November 14, 2013. The agenda includes presentations on Nordic recruitment trends, LinkedIn solutions for social media, recruitment, staffing companies, and trends. It also includes short biographies of the presenters Marcela and Liselott.
This document provides an overview of employer branding and how to develop an effective employer brand. It defines employer branding as communicating activities to position an organization as a desirable employer. Developing an authentic employer brand can attract top talent, improve employee engagement, and strengthen retention. The document recommends forming a cross-functional team, researching the current brand, engaging employees, choosing a positioning, testing and launching the brand, and continuously managing it over time. The goal is to build a brand that authentically reflects the employee experience and differentiates the organization from its competitors.
Similar to Issues in hrm - Employers Branding, Knowledge management (20)
Tax planning is the analysis of a financial situation or plan from a tax perspective. The purpose of tax planning is to ensure tax efficiency, with the elements of the financial plan working together in the most tax- efficient manner possible. Tax planning is an important part of a financial plan, as reducing tax liability and maximizing eligibility to contribute to retirement plans are both crucial for success.
Grievance is a state of dissatisfaction, expressed or unexpressed, written or unwritten, justified or unjustified, having connection with employment situation.
Career development involves five stages from exploration to decline according to the document. Succession planning is the process of identifying and developing new leaders to replace those who leave or retire. It ensures business continuity. Career planning is the process of self-evaluation and planning to have a strong career path through setting goals and developing skills. It helps employees develop strategies for work-life balance by exploring options and making informed decisions. The document outlines the objectives, process, actions and suggestions for effective career development.
The document discusses e-HRM (electronic human resource management). It defines e-HRM as the planning, implementation and application of information technology to support HR activities and processes. It describes how e-HRM can automate tasks like recruitment, training, performance management and compensation. The benefits of e-HRM include improved efficiency, reduced costs, and strategic decision making support for HR. However, e-HRM also faces challenges like high implementation costs and less personal interaction between employees and managers. Overall, the document provides an overview of the key concepts, applications, advantages and disadvantages of managing HR electronically.
This document discusses virtual organizations and related concepts. It begins by defining a virtual organization as a network of corporations enabled by information and communication technologies to be flexible and meet market dynamics. Key points include:
- Virtual organizations remove horizontal and vertical boundaries and are boundaryless.
- Technologies like computer telephony integration and mobile data allow individuals to work from dispersed locations while staying connected to their virtual organization.
- Both advantages like increased productivity and disadvantages like difficulty controlling employees remotely are discussed.
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.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
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.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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4. EMPLOYER’S BRANDING
An employer brand is a company’s reputation as an employer and the value that it offers to
employees. It is a company’s reputation as a place to work, as well as your employees' perception
about the company.
The first thing job seekers do when searching for a new job is Google – “top companies to work for
in 2020” or “top companies in India/World”. Today, a company’s reputation is more important
than ever.
We can see that people would not apply for or continue to work for a company that has a bad
reputation with former employees or the general public, and likely leave if their employers were
being negatively described in the news or on social media because of a crisis or negative business
practices.
A positive employer brand helps to attract and retain quality employees, which are crucial to the
success of the business. However, employer branding is necessarily to be maintained by the
employer.
DR. SONI L. N. 4
5. Finding talent is a tough job to the employer. Therefore, companies have been formulating
strategies to attract talent. ‘Employer Brand’ is one of the strategy to attract the talent. It is an
important tool for companies trying to stand out from the crowd and attract top candidates.
Product brand creates, attracts and retains the customers and similarly employer brand helps
for creating, attracting, developing, utilizing and retaining the employees for a particular
employer.
Employer brand creates employee-friendly image of the employer, builds healthy working
relationships between employer & employees, enhances self-esteem and organizational
loyalty of the employees.
DR. SONI L. N. 5
6. DEFINITION
Employer branding is the process of managing and influencing your reputation as an
employer among job seekers, employees and key stakeholders. It encompasses everything
you do to position your organization as an employer of choice.
DR. SONI L. N. 6
7. WHY EMPLOYER BRAND? / NEEDS OF EMPLOYER BRAND
• Find out a talent is not an easy task to HR
Scarcity of talent
• It is a powerful edge among human resources, customers and
suppliers.Competitive edge
• Create a positive impression about the company in the minds
of prospective employees and present employeesImpression Management
• Create a sense of loyalty among the employees about the
organization.Organizational Loyalty
• Increases the number of applications for a particular job &
enhances recruitment & selection ratio.
Increase the recruitment &
selection ratio
• Employees prefer to explore their potentialities & contribute
maximum, if they prefer to stay on a particular organization.To enhance HR utilization
DR. SONI L. N. 7
8. • Employer brand communicates accurate information to the
prospective employees in advance with regard to skill
requirements. It helps to attract appropriate applicants.
Reduce job misfit
• Continuous upgrading the value of employer brand helps to
retain the talent within the company.Retain Talent
• Prospective employees used to seek for jobs. Employer branding
provides a number of attractive offers to select the employer of
their choice.
Converts job seeking into
job shopping
• Employer brand enables the company to build a good social
brand that creates a positive impression of the company in the
minds of society.
Social branding, product &
business brand
• Creation & upgrading of employer brand enhances the
standards of HRM practices, values & human relations.HRM standards
WHY EMPLOYER BRAND? / NEEDS OF EMPLOYER BRAND
DR. SONI L. N. 8
9. CONSTITUENTS OF EMPLOYER’S BRANDING
Interesting work
Appreciation / recognition for the work done
Freedom and involvement in the decision making
Sympathetic understanding of personal problems
Attractive salary and benefits
Climate of ‘feel of ownership’
Career planning and development including promotional opportunities
Personal loyalty to work
Empowerment of employees
DR. SONI L. N. 9
10. HUMAN RESOURCE METRICS
• Help to build and maintain the organization’s competitive
advantage
• Help the organization to achieve goals & objectives.
Human
Resource
• Numbers that indicate how well an entity is performing
• It can be expressed in the form of percentage, ratio or formula.
Metrics
DR. SONI L. N. 10
11. HUMAN RESOURCE METRICS MANAGEMENT
Human Resource (HR) metrics are measurements used to determine the value
and effectiveness of HR initiatives, typically including such areas as turnover,
training, return on human capital, costs of labor, and expenses per employee.
As applied to the HR profession, metrics means measurement. Almost anything
can be measured – by counting ( we had three new hires this month), by
qualitative assessment (on a scale of 1 to 10), by time (it took two months to fill
that job).
DR. SONI L. N. 11
12. IMPLEMENTING THE HR MATRIX MANAGEMENT
1. Horizontal Maps
2. Steering Councils
3. Shared & Individual Goals
4. Proactive Accountability
5. A Project System
6. Business Process Management
7. Team-Based Methods
DR. SONI L. N. 12
13. • Your organization needs a map for each business process and it
should have a cross-functional team that oversees the process.Horizontal Maps
• Governance in a matrix is done through horizontally based
councils instead of vertically aligned staff meetings. Councils
should start at the top with a Strategic Steering Council and then
flow down through the organization.
Steering Councils
• In order to ensure that leaders within the councils work together,
the goals of each steering council are shared by council members
and all the members are held accountable for these goals.
Shared & Individual
Goals
DR. SONI L. N. 13
IMPLEMENTING THE HR MATRIX MANAGEMENT
14. DR. SONI L. N. 14
• Proactive accountability asks people to make something happen instead of
looking for whom to blame when things don’t happen as planned.
Proactive
Accountability
• A project system starts with a project steering council. The job of a project
leader is to allocate resources properly, obstacles are removed, business
process can be done properly.
A Project System
• Business processes must be managed, otherwise, they degrade. Business
process councils are led by an owner and are comprised of the business
process leaders who oversee functions. It is the job of each business process
steering council to oversee the operation of its business process and ensure
that process performance is maintained.
Business Process
Management
• Most management is done by teams. Because of this, teams need common
methodologies that they can use to get the work done, together. These
methods need to foster team participation and cooperation, which will give
leaders the ability to build understanding and buy-in.
Team-Based
Methods
16. DATA, INFORMATION & KNOWLEDGE
DATA HUMAN
INTERPRETATION INFORMATION
DR. SONI L. N. 16
INFORMATION HUMAN USE KNOWLEDGE
17. KNOWLEDGE MANAGEMENT
Knowledge Management is the collection of processes that govern the creation,
distribution and utilization of knowledge.
Knowledge Management (KM) refers to a multi- disciplined approach to achieve
organizational objectives by making the best use of knowledge.
KM focuses on processes such as acquiring, creating and sharing knowledge and the
cultural and technical foundations that support them.
The purpose of Knowledge Management is to provide the right information to the right
people at the right time to enable informed decision making which enables service
providers to be more efficient and improve the quality of service delivered.
DR. SONI L. N. 17
18. BENEFITS OF KNOWLEDGE MANAGEMENT
Improve quality of service to users
Improve user satisfaction
Increase adoption of self service
Reduce time to diagnose incidents and problems
Reduction in training time and costs
Faster adoption of new or changed services
Increase responsiveness to changing business demands
DR. SONI L. N. 18
20. DR. SONI L. N. 20
Knowledge
Acquisition &
Generation
• Writing
• Research
• Academic Forum
• Community of practice
Knowledge
Capture
• Questionnaire
• Observation
• Interview
Knowledge
Organization
• Classification
• Abstracting
• Indexing
Knowledge
Storage
• Documents
• Diagrams
• FAQ’s
• Rules
Knowledge
Sharing
• Report Writing
• Collaborative Network
• Mentoring / Coaching
• Discussion Forum
Knowledge
Application
• Learn & Unlearn
• Managerial Flexibility
• Dynamism
21. “
”
THANK YOU !
Dr. Laxmikant N. Soni
NET (Commerce), SET (Commerce), NET (Management)
SONI Institute of Management Studies, Latur
Coaching institute of: NET / SET
MBA – CET/CMAT/CAT/SNAP
BANK – PO/Clerk
Contact : 8087866077 / 9823611055 21