This document provides information about several risk management job positions, including Chief Risk Officer, Director of Enterprise Risk Management, and Director of Financial Risk Management. It includes descriptions of responsibilities, required experience, competencies, and typical reporting structure for each role. The Chief Risk Officer oversees all aspects of an organization's risk management and ensures communication of risk information to stakeholders. Directors develop risk management tools and frameworks to identify, evaluate and monitor operational and financial risks according to policies.
Riskpro is an Indian risk management firm with offices in major cities. It aims to provide integrated risk management consulting services and be the preferred provider of governance, risk, and compliance solutions. It differentiates itself by focusing on risk management, having over 200 years of cumulative experience, a hybrid delivery model, and the ability to take on large, complex projects. The document discusses Riskpro's services in areas like Basel compliance, corporate risks, information security, operational risk management, and people risk management. It provides details on their approach, challenges, and examples of parameters for modeling different types of risks.
The document discusses the role of internal audit in risk management. It outlines that while primary responsibility for risk management lies with management, internal audit can play a valuable supporting role. The appropriate role may vary between organizations but could include focusing audit work on key risks, participating in risk oversight committees, or educating staff on risk management. Internal audit should avoid being responsible for managing risks but can provide advice, analysis, and audit the risk management process. Maintaining independence and objectivity is important for internal audit.
Mu0017 – talent management and employee retentionStudy Stuff
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IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
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The document discusses designing compensation systems based on merit and individual contributions. It provides details on developing merit pay grids that tie salary increases to both performance ratings and an employee's position in their current salary range. It also discusses alternative sales compensation plans and designing pay for knowledge programs based on competencies. The document outlines steps for developing a competency model, mapping competencies to employees, analyzing competency gaps, and computing an overall compensation factor for each employee based on their competency ratings.
The document discusses various ways that an organization can control and evaluate the effectiveness of its human resources department and functions. It provides metrics that can be used to assess recruitment and selection, training and development, attrition management, welfare management, and compensation management. Techniques like surveys, audits, and human resource information systems are also discussed as ways to control HR processes and ensure alignment with organizational goals.
The role of Human Resources Management in Today's business Environmentminnoo
The document discusses the role of human resource management in business. It outlines the manager's HR responsibilities, which include recruiting, training, rewarding and evaluating employees. It also discusses attracting, developing and retaining an effective workforce. The document emphasizes the importance of employee engagement and building engagement through aspects like the work itself, rewards and organizational commitment. It provides examples of HR job duties and discusses measuring HR's contribution to organizational strategy and performance.
Riskpro is an Indian risk management firm with offices in major cities. It aims to provide integrated risk management consulting services and be the preferred provider of governance, risk, and compliance solutions. It differentiates itself by focusing on risk management, having over 200 years of cumulative experience, a hybrid delivery model, and the ability to take on large, complex projects. The document discusses Riskpro's services in areas like Basel compliance, corporate risks, information security, operational risk management, and people risk management. It provides details on their approach, challenges, and examples of parameters for modeling different types of risks.
The document discusses the role of internal audit in risk management. It outlines that while primary responsibility for risk management lies with management, internal audit can play a valuable supporting role. The appropriate role may vary between organizations but could include focusing audit work on key risks, participating in risk oversight committees, or educating staff on risk management. Internal audit should avoid being responsible for managing risks but can provide advice, analysis, and audit the risk management process. Maintaining independence and objectivity is important for internal audit.
Mu0017 – talent management and employee retentionStudy Stuff
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IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Mu0017 – talent management and employee retentionsmumbahelp
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The document discusses designing compensation systems based on merit and individual contributions. It provides details on developing merit pay grids that tie salary increases to both performance ratings and an employee's position in their current salary range. It also discusses alternative sales compensation plans and designing pay for knowledge programs based on competencies. The document outlines steps for developing a competency model, mapping competencies to employees, analyzing competency gaps, and computing an overall compensation factor for each employee based on their competency ratings.
The document discusses various ways that an organization can control and evaluate the effectiveness of its human resources department and functions. It provides metrics that can be used to assess recruitment and selection, training and development, attrition management, welfare management, and compensation management. Techniques like surveys, audits, and human resource information systems are also discussed as ways to control HR processes and ensure alignment with organizational goals.
The role of Human Resources Management in Today's business Environmentminnoo
The document discusses the role of human resource management in business. It outlines the manager's HR responsibilities, which include recruiting, training, rewarding and evaluating employees. It also discusses attracting, developing and retaining an effective workforce. The document emphasizes the importance of employee engagement and building engagement through aspects like the work itself, rewards and organizational commitment. It provides examples of HR job duties and discusses measuring HR's contribution to organizational strategy and performance.
Management involves working with others to accomplish organizational goals efficiently and effectively. There are three levels of management plus non-managerial associates. Key management functions include planning, organizing, decision making, communicating, human resources/motivation, and controlling. Business functions that managers oversee include human resources, sales/marketing, operations, customer service, finance/accounts, and administration/IT. Management control involves authority, span of control, and chain of command. Trends in leadership and management include independent business units, outsourcing, technological advances, and a greater emphasis on ethics.
The document discusses turnover and retention, outlining the difference between wanted and unwanted turnover. It provides a model of the various factors that impact turnover, including economic trends, industry trends, organizational characteristics, leadership and culture, skills development, rewards and recognition, job characteristics, and individual characteristics. Finally, it recommends six key areas to reduce unwanted turnover: early interventions, skill interventions, leadership interventions, rewards/recognition interventions, selection interventions, and job enrichment.
This document outlines the steps involved in developing a market-based pay structure from scratch. It discusses gathering background information like compensation philosophy, market data, job descriptions and employee data. It emphasizes defining the compensation philosophy and gaining management buy-in. It also covers selecting appropriate market salary surveys, ensuring quality data, and linking the data sources to the organization's compensation philosophy.
This document provides an overview of reward management (also known as compensation and benefit management). It defines reward management as dealing with strategies, policies and processes to recognize employee contributions both financially and non-financially. The aims of reward management are to motivate employees, align rewards with business goals, and develop a high-performance culture. These aims are achieved through developing strategies, policies and practices based on principles of fairness, equity, consistency and transparency. The key elements of a reward system include base pay, contingent pay, benefits, job evaluation, market analysis, grade structures and performance management. Factors influencing reward management include the organization's context and environment as well as conceptual factors related to strategic management and human behavior.
This document discusses how StrategyDriven can help companies develop risk assurance maps to improve oversight and reduce costs. Risk assurance maps relate corporate risks to business processes and the oversight activities that monitor them. This reveals gaps and redundancies, allowing unnecessary oversight to be eliminated. StrategyDriven has helped clients identify over $100,000 in redundant oversight activities and can work with companies to develop customized risk assurance maps.
Presented at the MENA-OECD Business Integrity Training, 22-25 April, Kuwait. Organised by the MENA-OECD Investment Programme in cooperation with the IMF-Middle East Center for Economics and Finance
Succession planning is the process of training & preparing employees in an organization so that there will always be someone to replace an employee who leaves.
PRESENT TALENT = FUTURE TALENT.
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Reward management aims to reward employees fairly based on their value to an organization. An effective reward strategy links compensation to business objectives, has well-designed pay programs tailored to employee needs, and supports organizational goals. A reward strategy provides intrinsic and extrinsic rewards to satisfy individual and organizational needs. Principles of an effective reward strategy include developing policies that support business goals, attracting and motivating employees, maintaining competitive pay, and rewarding contributions.
Final Report - Powerful Connections - How Aligning Organization Design and Co...Tri Ngo
The document summarizes findings from a 2014 research study that explored how aligning organization design and compensation can help organizations better manage talent risks. Key findings include:
- Top talent risks identified were securing needed talent, talent development gaps, and leveraging workforce data. However, less than half of respondents felt they were effectively managing these risks.
- Private and public sector organizations differed in their specific talent risk concerns but neither rated their risk mitigation efforts highly.
- Organizations that effectively leverage workforce analytics and take an integrated view of organization design and compensation were better able to manage talent risks.
ECHO Management Consulting Limited provides human resources, business, and risk management services to small and medium-sized organizations. John Edmondson and Cheryl Edmondson lead the company with over 30 years of combined experience in human resources, project management, and risk analysis. ECHO has completed various projects for oil and gas, engineering, and professional clients, including developing HR policies and programs, executive recruiting, and operational risk assessments.
Small and medium enterprises (SMEs) play an important role in Malaysia's economic development by creating jobs and opportunities. SMEs are defined based on annual sales turnover and number of employees, with small businesses having turnover under RM10 million and less than 50 employees, and medium businesses between RM10-25 million and less than 150 employees. Managing an SME requires planning, organizing, leading, and controlling limited resources. As the business grows, organizational structures and management functions become more formalized to achieve business objectives.
This document discusses reward management and reward systems. It covers:
1. Reward management aims to recognize employee contributions and align rewards with business goals to promote high performance.
2. A reward system includes interrelated processes like business strategy, reward strategy, performance management, and job design that ensure effective reward management.
3. Key elements of a reward system include financial rewards like base pay, contingent pay, benefits; and non-financial rewards like recognition, development opportunities, and work environment. Grade and pay structures provide the framework to implement pay policies.
Reward management aims to reward employees fairly based on their value to the organization. It supports business strategy through attracting, retaining, and motivating employees. Basic reward types include extrinsic rewards like pay and benefits that satisfy basic needs, and intrinsic rewards like recognition that satisfy higher needs. Reward options include base pay, bonuses, benefits, and non-monetary rewards. Rewards can be given at the individual, team, and organizational levels. Performance appraisals are used to improve performance, increase motivation, identify development needs, and determine reward levels, though they have limitations.
How To Develop A Total Compensation Strategynlomas
This document outlines key steps for developing a total compensation strategy, including defining compensation and strategy, making strategic choices, and tailoring compensation systems to business strategy. It discusses assessing total compensation implications, mapping a compensation strategy, and implementing the strategy. The goal is to motivate performance through the right mix of base salary, short and long-term incentives, and benefits.
This document discusses reward systems and their objectives, components, and implications. Reward management deals with assessing job values, designing pay structures, and managing performance and benefits. The objectives of a reward system are to value employee contributions, foster high performance, attract and retain talent, and align rewards with business strategy. Rewards have financial components like salary and incentives, non-financial benefits, and provide psychological satisfaction. Intrinsic rewards are directly experienced while extrinsic rewards are provided externally. Managers must determine valued rewards, desired performance, and link rewards to motivation, while organizations must design jobs and rewards to motivate behaviors.
The document provides an overview of HR due diligence. It discusses:
- The importance of due diligence and identifying risks and issues before making decisions
- The key areas of focus for HR due diligence including personnel, management, contracts, and financial areas
- The steps involved in conducting HR due diligence for a merger or acquisition, including comprehensively studying the firms, assessing risks, negotiating, and integrating policies and processes
- A case example of how to handle HR due diligence for an upcoming merger between two companies to ensure post-merger talent retention
The compensation strategy is the essential strategy for the business, which wants to eliminate the external competition from attacking the top talents. The company has to define its position on the job market, it has to identify bene
Functional vs. Task-based Organization & Navigation for town or village websiteSharon Harper
This document provides an overview of the organization and navigation of a village government website. It is organized into several main sections including About the Village, Government, Services, Living, and Take Action. Each section contains relevant subsections with information, services, and resources for residents. The document advocates for both functional and task-based approaches to structure the website for easy navigation and access to essential information and services.
1) The cognitive task model outlines the process of returning books to the library from collection to reshelving.
2) It involves 4 phases - collecting books from the counter and book drop machine, sorting books by code number and level, delivering books to the appropriate floors, and arranging books on the correct shelves.
3) The model identifies the tools, tasks, structures, rules, and knowledge required by the library assistant to successfully complete each step in the process.
Management involves working with others to accomplish organizational goals efficiently and effectively. There are three levels of management plus non-managerial associates. Key management functions include planning, organizing, decision making, communicating, human resources/motivation, and controlling. Business functions that managers oversee include human resources, sales/marketing, operations, customer service, finance/accounts, and administration/IT. Management control involves authority, span of control, and chain of command. Trends in leadership and management include independent business units, outsourcing, technological advances, and a greater emphasis on ethics.
The document discusses turnover and retention, outlining the difference between wanted and unwanted turnover. It provides a model of the various factors that impact turnover, including economic trends, industry trends, organizational characteristics, leadership and culture, skills development, rewards and recognition, job characteristics, and individual characteristics. Finally, it recommends six key areas to reduce unwanted turnover: early interventions, skill interventions, leadership interventions, rewards/recognition interventions, selection interventions, and job enrichment.
This document outlines the steps involved in developing a market-based pay structure from scratch. It discusses gathering background information like compensation philosophy, market data, job descriptions and employee data. It emphasizes defining the compensation philosophy and gaining management buy-in. It also covers selecting appropriate market salary surveys, ensuring quality data, and linking the data sources to the organization's compensation philosophy.
This document provides an overview of reward management (also known as compensation and benefit management). It defines reward management as dealing with strategies, policies and processes to recognize employee contributions both financially and non-financially. The aims of reward management are to motivate employees, align rewards with business goals, and develop a high-performance culture. These aims are achieved through developing strategies, policies and practices based on principles of fairness, equity, consistency and transparency. The key elements of a reward system include base pay, contingent pay, benefits, job evaluation, market analysis, grade structures and performance management. Factors influencing reward management include the organization's context and environment as well as conceptual factors related to strategic management and human behavior.
This document discusses how StrategyDriven can help companies develop risk assurance maps to improve oversight and reduce costs. Risk assurance maps relate corporate risks to business processes and the oversight activities that monitor them. This reveals gaps and redundancies, allowing unnecessary oversight to be eliminated. StrategyDriven has helped clients identify over $100,000 in redundant oversight activities and can work with companies to develop customized risk assurance maps.
Presented at the MENA-OECD Business Integrity Training, 22-25 April, Kuwait. Organised by the MENA-OECD Investment Programme in cooperation with the IMF-Middle East Center for Economics and Finance
Succession planning is the process of training & preparing employees in an organization so that there will always be someone to replace an employee who leaves.
PRESENT TALENT = FUTURE TALENT.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Reward management aims to reward employees fairly based on their value to an organization. An effective reward strategy links compensation to business objectives, has well-designed pay programs tailored to employee needs, and supports organizational goals. A reward strategy provides intrinsic and extrinsic rewards to satisfy individual and organizational needs. Principles of an effective reward strategy include developing policies that support business goals, attracting and motivating employees, maintaining competitive pay, and rewarding contributions.
Final Report - Powerful Connections - How Aligning Organization Design and Co...Tri Ngo
The document summarizes findings from a 2014 research study that explored how aligning organization design and compensation can help organizations better manage talent risks. Key findings include:
- Top talent risks identified were securing needed talent, talent development gaps, and leveraging workforce data. However, less than half of respondents felt they were effectively managing these risks.
- Private and public sector organizations differed in their specific talent risk concerns but neither rated their risk mitigation efforts highly.
- Organizations that effectively leverage workforce analytics and take an integrated view of organization design and compensation were better able to manage talent risks.
ECHO Management Consulting Limited provides human resources, business, and risk management services to small and medium-sized organizations. John Edmondson and Cheryl Edmondson lead the company with over 30 years of combined experience in human resources, project management, and risk analysis. ECHO has completed various projects for oil and gas, engineering, and professional clients, including developing HR policies and programs, executive recruiting, and operational risk assessments.
Small and medium enterprises (SMEs) play an important role in Malaysia's economic development by creating jobs and opportunities. SMEs are defined based on annual sales turnover and number of employees, with small businesses having turnover under RM10 million and less than 50 employees, and medium businesses between RM10-25 million and less than 150 employees. Managing an SME requires planning, organizing, leading, and controlling limited resources. As the business grows, organizational structures and management functions become more formalized to achieve business objectives.
This document discusses reward management and reward systems. It covers:
1. Reward management aims to recognize employee contributions and align rewards with business goals to promote high performance.
2. A reward system includes interrelated processes like business strategy, reward strategy, performance management, and job design that ensure effective reward management.
3. Key elements of a reward system include financial rewards like base pay, contingent pay, benefits; and non-financial rewards like recognition, development opportunities, and work environment. Grade and pay structures provide the framework to implement pay policies.
Reward management aims to reward employees fairly based on their value to the organization. It supports business strategy through attracting, retaining, and motivating employees. Basic reward types include extrinsic rewards like pay and benefits that satisfy basic needs, and intrinsic rewards like recognition that satisfy higher needs. Reward options include base pay, bonuses, benefits, and non-monetary rewards. Rewards can be given at the individual, team, and organizational levels. Performance appraisals are used to improve performance, increase motivation, identify development needs, and determine reward levels, though they have limitations.
How To Develop A Total Compensation Strategynlomas
This document outlines key steps for developing a total compensation strategy, including defining compensation and strategy, making strategic choices, and tailoring compensation systems to business strategy. It discusses assessing total compensation implications, mapping a compensation strategy, and implementing the strategy. The goal is to motivate performance through the right mix of base salary, short and long-term incentives, and benefits.
This document discusses reward systems and their objectives, components, and implications. Reward management deals with assessing job values, designing pay structures, and managing performance and benefits. The objectives of a reward system are to value employee contributions, foster high performance, attract and retain talent, and align rewards with business strategy. Rewards have financial components like salary and incentives, non-financial benefits, and provide psychological satisfaction. Intrinsic rewards are directly experienced while extrinsic rewards are provided externally. Managers must determine valued rewards, desired performance, and link rewards to motivation, while organizations must design jobs and rewards to motivate behaviors.
The document provides an overview of HR due diligence. It discusses:
- The importance of due diligence and identifying risks and issues before making decisions
- The key areas of focus for HR due diligence including personnel, management, contracts, and financial areas
- The steps involved in conducting HR due diligence for a merger or acquisition, including comprehensively studying the firms, assessing risks, negotiating, and integrating policies and processes
- A case example of how to handle HR due diligence for an upcoming merger between two companies to ensure post-merger talent retention
The compensation strategy is the essential strategy for the business, which wants to eliminate the external competition from attacking the top talents. The company has to define its position on the job market, it has to identify bene
Functional vs. Task-based Organization & Navigation for town or village websiteSharon Harper
This document provides an overview of the organization and navigation of a village government website. It is organized into several main sections including About the Village, Government, Services, Living, and Take Action. Each section contains relevant subsections with information, services, and resources for residents. The document advocates for both functional and task-based approaches to structure the website for easy navigation and access to essential information and services.
1) The cognitive task model outlines the process of returning books to the library from collection to reshelving.
2) It involves 4 phases - collecting books from the counter and book drop machine, sorting books by code number and level, delivering books to the appropriate floors, and arranging books on the correct shelves.
3) The model identifies the tools, tasks, structures, rules, and knowledge required by the library assistant to successfully complete each step in the process.
Job Descriptions of Govt Librarians in PakistanAta Rehman
1) The document analyzes 212 job advertisements for government librarian positions in Pakistan over a 3-year period to understand job requirements and trends.
2) It finds inconsistencies in job titles, pay scales, and lack of clear descriptions of required qualifications, skills and responsibilities.
3) The study recommends developing standard job descriptions for government librarian positions in consultation with experts, to improve quality and uniformity of hiring practices and library services.
Contractors and engineers are mostly involved in the design and analysis of
columns, beams, and numerous other support devices for both building
structures, and non-building structures, such as bridges, stadia, tunnels, and much
more.
The document provides an orientation for new students about the school library. It introduces the librarian, Ms. Trapani, and library assistant, Ms. Butler. It outlines the library hours and rules for book checkout. The library has over 14,000 books across various subjects and genres, as well as computers, printers and other resources. Students are expected to follow 6 simple rules including no food/drink, being respectful, and returning books on time.
Civil engineering is one of the most in-demand branches of engineering. It is projected to grow 20% faster than the average occupation due to aging infrastructure requiring rebuilding and repairs. Civil engineers work in various specialties like construction, transportation, and water resources. It is also one of the fastest growing and highest paying engineering sectors, with the average salary being $79,340 annually in the US. Civil engineers gain job satisfaction from seeing projects through from start to finish and helping to build the world's infrastructure.
The document describes various characteristics used to describe settlements, including site, situation, function, shape, population, and area. It discusses important site factors that influenced where settlements were located, such as access to water sources, defensive positioning, and shelter from aspects. Situation describes a settlement's location in relation to other features. Function refers to a settlement's main economic and social activities. Shape can be dispersed, nucleated, or linear. Settlement hierarchies rank settlements based on size and importance.
This job application is seeking a library assistant with a passion for books who is patient and accommodating. The successful candidate will pass an examination to qualify for distributing books to either a public or private library. As a library assistant, duties will include circulation, customer service, working the reference desk, paperwork, maintenance, and holding activities.
This document discusses establishing the context for an organizational risk management program. It recommends defining objectives, metrics, and how the program supports business goals. Risk managers are under increased pressure to formalize processes given new scrutiny from boards and executives. The document also stresses the importance of understanding an organization's internal and external contexts to ensure risk management programs fit their environments and add value.
Riskpro is an Indian risk management firm with offices in several major cities. It provides integrated risk management consulting services to mid-large sized corporates and financial institutions in India. Its services include governance, risk and compliance solutions, operational risk management, information security services, and people risk management. It aims to be the preferred provider of complete GRC solutions through a hybrid delivery model and over 200 cumulative years of experience among its professionals.
Riskpro is an Indian risk management firm with offices in major cities. It aims to provide integrated risk management solutions to mid-large corporations and financial institutions in India. It offers services including Basel II/III advisory, corporate risk assessment, information security, operational risk management, and people risk management. Riskpro takes a holistic approach to risk management and uses a bottom-up model to assess people risk at various levels from an individual to an organization. It considers various behavioral and performance parameters to quantify people risk.
The document discusses COSO's Enterprise Risk Management framework. It defines ERM and explains why it is important for managing risks and uncertainties to achieve organizational objectives. The framework establishes eight components of ERM - internal environment, objective setting, event identification, risk assessment, risk response, control activities, information & communication, and monitoring. It provides guidance on implementing ERM.
The document outlines an enterprise risk management (ERM) implementation approach for an organization. It includes an agenda for ERM training that covers foundational concepts, moving from a risk-by-risk approach to a portfolio view of risk, and an overview of the ERM implementation process. It also provides sample risk appetite statements, diagrams of the ERM framework and integration with strategic planning, and discusses the value of taking an ERM approach.
Identifying, understanding and evaluating an organization’s most significant risk areas will set the foundation for a robust enterprise risk management (ERM) program. This sample guide outlines an effective and proven approach to building ERM capabilities that will ultimately enhance corporate governance, align and integrate varying views of risk and risk management, and respond to the changing business environment.
The underlying premise of enterprise risk management is that the Company exists to provide value for its stakeholders – customers, employees, and shareholders. Like any business, every Company faces some uncertainty, and the challenge for management is to determine how much uncertainty to accept as it strives to grow stakeholder value. Uncertainty presents both risk and opportunity, with the potential to erode or enhance value. Enterprise risk management enables senior management to effectively deal with uncertainty and associated risk and opportunity, enhancing the capacity to build value. Value is maximized when management sets strategy and objectives to strike an optimal balance between growth and return goals and related risks, and efficiently and effectively deploys resources in pursuit of the entity’s objectives. These capabilities inherent in enterprise risk management help management achieve the Company’s performance and profitability targets, and minimize loss of resources. Enterprise risk management helps ensure effective reporting and compliance with laws and regulations, and helps avoid damage to the Company’s reputation and associated consequences. In sum, enterprise risk management helps the Company get to where it wants to go and avoid pitfalls and surprises along the way. Enterprise risk management encompasses:
• Aligning Risk Appetite and Strategy
• Enhancing Risk Response Decisions
• Reducing Operational Surprises and Losses
• Identifying and Managing Multiple and Cross-Enterprise Risks
• Seizing Opportunities
• Improving Deployment of Capital
• Leveraging Talent, Structure, Process, and Capital
Operations management aims to convert materials and labor into goods and services efficiently to maximize profit. It balances costs and revenue to achieve the highest net operating profit. Operational risk stems from people, technology, processes, and external events and can cause monetary loss, competitive disadvantages, and business failure if unaddressed. A business imperative is a primary goal that companies establish to positively change their outlook in the long term through a collaborative effort.
This document discusses enterprise risk management (ERM). It defines ERM as the process of planning, organizing, leading, and controlling organizational activities to minimize the effects of risk on capital and earnings. ERM includes financial, strategic, operational risks as well as accidental losses. The document outlines the importance of ERM, noting that it allows organizations to increase risk-taking capabilities to pursue opportunities while managing risks. It also discusses how ERM standardizes risk management procedures across projects. Finally, it provides an overview of the key steps in the ERM process, including establishing an ERM structure, assigning responsibilities, creating an enterprise risk map, decision-making through risk reporting, and shifting organizational culture to a more enterprise-wide view of
7 Key Elements Of An Enterprise Risk Management ProgramAlicia Edwards
Enterprise Risk Management (ERM) involves planning, organizing, leading, and controlling organizational activities to minimize risks and their effects. There are 7 key elements of an effective ERM program: 1) aligning strategy with business objectives, 2) defining risk appetite, 3) promoting a strong risk culture, 4) collecting and analyzing risk data, 5) establishing internal controls, 6) measuring and evaluating risks, and 7) conducting scenario planning and stress testing to anticipate unknown risks. Together, these elements provide a framework for organizations to holistically identify, assess, and manage risks.
Enterprise risk management is an underutilized management practice that allows community-based financial institutions to become more efficient, smarter, and better able to compete in an increasingly complex environment.
WolfPAC Solutions Group Director Michael Cohn creates a strong case on why community-based financial institutions should implement an enterprise risk management program to reduce costs and successfully achieve business goals in an increasingly competitive and regulated environment.
CFO Risk Intelligence - Harvey ChristophersAzure Group
The document discusses the evolving role of the CFO from financial risk manager to strategic leader in enterprise-wide risk management. It outlines 6 key focus areas for CFOs to play a role in building a risk intelligent organization: 1) Prepare for expected and unexpected risks, 2) Recognize strategy is not fixed and engage in strategic risk conversations, 3) Distinguish vital few risks from trivial many, 4) Determine risk appetite, 5) Manage reputational risks, and 6) Conduct compliance stress tests for operating globally. The CFO's role is important for oversight, risk reporting, and ensuring risks are managed effectively across the organization.
An effective enterprise risk management (ERM) program identifies, assesses, and manages risks across an organization. It establishes a framework to identify, measure, monitor, and manage risk. ERM offers a holistic approach that integrates all departments into a single risk management program aligned with business objectives. Implementing ERM involves assessing enterprise risks, articulating a risk management vision with specific capabilities and oversight, addressing high priority risks, and expanding the program to other risks. Common issues include inconsistent risk definitions, lack of risk awareness and clarity on responsibilities, and insufficient rigor in risk evaluation.
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
The document discusses the key competencies and attributes that make for a successful Chief Financial Officer (CFO) in private equity-sponsored companies. It outlines that while core financial skills are important, CFOs must also be strong leaders who can effectively partner with the CEO. They must think strategically and like owners to support the company's value creation goals. Additionally, private equity CFOs must focus on cash flow, leverage debt repayment, and work well with external stakeholders such as banks and auditors.
An enterprise risk management (EWRM) program takes a holistic approach to identifying and managing risks across an entire organization. It addresses risks in a coordinated manner rather than through siloed functions. EWRM provides benefits like improved risk assessment, increased risk awareness, reduced risk incidents, and a competitive advantage from better preparation to handle challenges. Implementing EWRM involves assessing risks, designing a framework, institutionalizing the framework, and continual improvement. EWRM optimizes risk management and can help align risk programs with strategic objectives.
Five Lines of Assurance A New ERM and IA ParadigmTim Leech
The document discusses a new paradigm called "Five Lines of Assurance" for internal audit and enterprise risk management. It was created to help organizations meet escalating expectations from regulators, credit agencies, institutional investors, and others regarding risk oversight and governance. The Five Lines of Assurance model focuses on an "Objectives Register" that prioritizes key strategic objectives and potential risks. It aims to integrate risk management and assurance functions, engage boards and management, and provide optimized assurance on whether residual risks are within the organization's risk appetite. The model is presented as helping organizations demonstrate effective risk oversight, integrate risk with strategic planning, and meet emerging governance standards.
Five lines of assurance a new paradigm in internal audit & ermDr. Zar Rdj
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes.
Five lines of assurance a new paradigm in internal audit & erm
Job description form.
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Job Title: CHIEF RISK OFFICERS Job Category: EXECUTIVE LEVEL
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HR Contact: YET TO BE INCLUDED Date posted: October 30, 2014
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Job Description
CHIEF RISK OFFICER (CRO)
Most people view risk as a bad thing. But managing risk w ell can create value for a business and provide distinct advantages over
the competition. We call this Risk Intelligence.
Many factors have pushed risk management to the f ront burner. Intense scrutiny f rom investors and regulators. Increased potential
for losses. And a business environment that is increasingly complex and global. Here are some ideas to help you take the right risks
and make better strategic and operational decisions.
Explore risk from every angle
Risk can be a maddeningly tough business management concept to pin dow n. Theoretically, everybody gets it.
But practically? That’s w hy w e created the interactive Risk Intelligence prism andaccompanying video – to help guide your
thinking.
ADJUSTING TO THE NEW WORLD OF RISK MANAGEMENT
Follow ing the latest economic crisis, organizations of all types are still operating in a volatile, highly changeable risk environment.
How are companies making sense of this new world of risk management? We have compiled some resources below to help tackle
this issue.
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CHIEF RISK OFFICER SKILLS & COMPETENCIES
Sample Manager's Guide: Chief Risk Officer
The Manager's Guide to the Chief Risk Officer Role
This Manager's Guide includes:
The complete set of 37 Competencies expected f rom the role
154 Interview questions for determining a candidate's skill level in each of 37 Competencies
161 Coaching tips for helping incumbent to advance their skills in each of the 37 Competencies
139 Development goals to help measure incumbents' progress in each of the 37 Competencies
476 Recommended resources for progressing education in each of the 37 Competencies
View PricingBUY
Roles and Responsibilites
The primary responsibility of the Chief Risk Of f icer is senior and executive business management for corporate functions whic h are
not aligned w ith a specif ic job family.
The Chief Risk Of f icer oversees the risk identif ication and assessment process for the entire organization and ensures
communication of appropriate risk information to relevant stakeholders.
A typical job description for the Chief Risk Of f icer role may include:
Oversees all aspects of an organization's risk management function.
Responsible for planning and directing business analysis, risk modeling, and loss prevention programs.
Requires a bachelor's degree w ith at least 15 years of experience in the f ield.
Familiar w ith a variety of the f ield's concepts, practices, and procedures.
Relies on extensive experience and judgment to plan and accomplish goals.
Performs a variety of tasks.
Leads and directs the w ork of others.
A w ide degree of creativity and latitude is expected.
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Typically reports to top management. .. purchase to view all
Organizational Role
The Chief Risk Of f icer typically serves as member of executive management. As such, the Chief Risk Of f icer provides vision, policy,
strategy and direction setting. The organization w ill depend on this person's enterprise and industry view. The Chief Risk Of f icer
generally is responsible for driving organizational goals. .. purchase to view all
Chief Risk Officer Job Responsibilities
The Chief Risk Of f icer generally has the follow ing responsibilities:
Implementing or enhancing a consistent risk management f ramew ork to be applied across all business organizations.
Leading the adoption of an organization-w ide risk management program; integrating consideration of risk into strategic
decision-making.
Identifying key risk areas for the organization; evaluating and quantifying their potential impact.
Developing a center of excellence for managing risk, draw ing on the expertise of highly skilled individual risk
managers. .. purchase to view all
Chief Risk Officer Competencies
The complete Chief Risk Of f icer Manager's Guide includes the 37 key competencies expected of Chief Risk Of f icer. The report
def ines each Competency in detail. The report also explains w hat level of prof iciency Chief Risk Of f icer should have in that
Competency, as w ell as how important that Competency is to performing the role w ell.
Among the 37 Competencies for Chief Risk Of f icer is... purchase to view all
Audit and Compliance Function
You may observe several behaviors in a person that could be strong indicators of his or her capabilities in the Audit and Compliance
Function competency. The Chief Risk Of f icer is expected to demonstrate Extensive experience in the Audit and Compliance
Function competency. To demonstrate Extensive experience in the Audit and Compliance Function competency, one should
demonstrate know ledge of and ability to manage the major responsibilities, accountabilities, and organization of the audit and
compliance (A&C) function or department.
Manages one or more A&C functions or units.
Contributes to development of A&C strategies and plans.
Facilitates compliance-related business process implementation or improvement initiatives.
Contributes to the establishment of best practices for A&C.
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Implements specif ic organizational changes made in response to the Sarbanes-Oxley Act.
Improves key relationships and dependencies among Audit, IT and other business functions. .. purchase to view all
Chief Risk Officer/Vice President - Risk Management
Description of Responsibilities: Responsible for and has the authority to make all decisions on risk management issues that directly
impact the strategic direction of the company. Sets the strategic risk management vision and is charged w ith delivering that strategy
to the company using exceptional leadership skills, netw ork of internal and external alliances and highly developed business skills.
Possesses an intimate know ledge of internal business processes and the organization's industry. Exhibits business process
know ledge, possesses a broad based operational perspective and provides solutions for non-insurance related business risk issues.
Recognized risk leader, w ho is a dynamic, proactive and decisive person. Adapts well to and initiates change in the organization.
Seeks w ays to optimize risks in the organization as a competitive business advantage. Key traits for the individual in this position
are: highly developed communications, team player, change agent, strategic and creative, excellent project management skills and
the ability to drive performance f rom all areas w ithin their company.
Position level/Reporting Structure: This person typically reports to the Executive Director, President or CEO. They are identif ied as
the top Risk Of f icer in the company and may be the CFO or COO if these positions are identif ied as the person responsible for all
activities relating to risk w ithin the organization.
Director - Enterprise Risk Management (ERM)
Description of Responsibilities: Responsible for the leadership, innovation, governance, and management necessary to identify,
evaluate, mitigate, and monitor the company's operational and strategic risk. Develops Enterprise Risk Management tools,
practices, and policies to analyze and report enterprise risks, and to manage risks according to an enterprise risk management
f ramew ork. Ensures the organization's risk management policies and strategies are in compliance w ith applicable regulations, rating
agency standards, and strategic imperatives of the organization. Establishes the Enterprise Risk Management architecture for the
company. Oversees or monitors all operational risk management activities of the organization. Monitors and analyzes risks within
the company's business units and reports on these risks to the Board. Chairs or provides key inputs into the company's enterprise
risk or other committee that oversees the enterprise risk management process and ensures alignment w ith organizational
objectives. This position also may have responsibilities for Insurance and Risk Management and / or Business Continuity Planning
activities for the organization.
Position level/ Reporting Structure: This person may be a liaison for reporting f indings and status to senior executives and/or the
organization's board of directors/audit committee. The position typically reports to the Chief Financial Of f icer, Chief Risk Of f icer, or
other corporate level of f icer designee.
Director - Financial Risk Management (Commodity, Credit, Interest Rates, and/or For eign Currency)
Description of Responsibilities: Responsible for the leadership, innovation, governance, and management necessary to identify,
evaluate, mitigate, and monitor the company's f inancial risk. Develops f inancial risk management tools and practic es to analyze and
report on f inancial market risks and to manage risks according to a f inancial risk management f ramew ork and relevant policies .
Ensures the organization's f inancial risk management policies, limits, and strategies are in compliance w ith applicable regulations,
rating agency standards, and strategic imperatives of the organization. Oversees or monitors all f inancial risk management ac tivities
of the organization. Monitors and analyzes f inancial risks w ithin the company's business units and on a corporate basis. Chairs or
provides key inputs into the company's f inancial risk management committee.
Position level/ Reporting Structure: This person may be a liaison for reporting f indings and status to senior executives and/or the
organization's board of directors/audit committee. The position typically reports to the Chief Financial Of f icer, Chief Risk Of f icer,
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Treasurer or other corporate level of f icer designee.
Director - IT Risk Management
Description of Responsibilities: This is a senior information technology risk management position in an organization, w ith authority to
make decisions on major IT risk management issues af fecting the organization. This person is usually not the CEO, CFO or COO
unless they spend more than 50% of their time directly involved in, and accountable for IT risk management activities/issues
af fecting the organization. Accountable for implementing IT policies, plans and procedures, and organizational structures des igned
to provide reasonable assurance that 1) IT is aligned w ith the achievement of business objectives 2) Undesired events are detected,
prevented and corrected and 3) IT risks are managed appropriately
Position level/ Reporting Structure: Reports f indings on IT risk exposures to senior executives, and implements IT risk controls.
Operationally reports to the Chief Technology Of f icer, or other corporate level of f icer designee.
Director - Insurance and Risk Management
Description of Responsibilities: This is a senior insurance and risk management position in an organization, w ith authority to make
decisions on risk management issues af fecting the organization. This person is usually not the CEO, CFO or COO unless they
spend more than 50% of their time directly involved in, and accountable for, risk management activities/issues af fecting the
organization. Accountable for achieving strategic objectives, ensuring ef fective hazard (typically insurable risks) risk management
for the organization and supervising, leading and/or directing key risk stakeholders. This person typically ow ns the process of
identifying, measuring and managing insurable or hazard risks, developing reports and plans, and analyzing risk/insurance problems
and def ining and/or overseeing the implementation of the risk solutions that help optimize operations.
Position level/ Reporting Structure: Reports f indings on risk exposures to senior executives and/or the organization's board of
directors, and implements strategies to manage insurable and/or hazard risks. Operationally reports to the Chief Financial Of f icer,
Chief Risk Of f icer, or other corporate level of f icer designee.
Manager - Insurance Management
Responsibilities include directing the purchase of insurance programs, management of claims and loss control activities,
management of relationships w ith third party service providers including brokers, insurers and other TPAs, preparing loss analyses
and budgets, identifying exposures, recommending solutions, implementing approved programs, promoting loss prevention,
updating and monitoring compliance w ith insurance procedures and managing safety/risk management manuals.
Employee Benefits Manager
Responsible for the direction and management of the organization's employee benef its program. Develops and administers plans
through coordination w ith professional consultants and technical experts in the legal, medical, actuarial, accounting, f inancial,
economics, labor relations, and communications disciplines. The benef its program administration includes designing and f inanc ing
the plans, controlling costs, communicating benef its to employees, and keeping abreast of government legislation af fecting
employee benef it plans.
Claims Manager
Mitigates an organization's exposure to risk by formulating, developing, and coordinating all claims -related activities, as w ell as
resolving bona f ide claims at the least possible cost through various risk transfer techniques. Directs a program to ensure the proper
and ef f icient handling of claims, gathering data on claims for both record keeping and loss forecasting purposes , and estimating the
f inancial value of claims. Is also responsible for post loss reduction techniques such as salvage, subrogation and rehabilitation.
Workers' Compensation Claims Manager
Manages accountabilities in the administration of f irst and third party w orker's compensation claims. This role manages domestic
and/or international claim management strategies critical to the organization's success. Understands and operationalizes programs,
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policies, and procedures for: reporting, investigation, and analysis; litigation management; resolution/outcome management; and the
delivery of claim information. Manages litigated and moderately complex claims and is entrusted w ith signif icant settlement
authority. Understands and communicates claims management philosophy and strategy to business unit and regional management.
Builds, maintains, and manages relationships w ith claims adjusters, insurers, outside legal counsel, and other claims related parties.
Ensures external reporting requirements are met. Operationalizes the design, analysis and delivery of claim information w hich
inf luences risk management behavior through performance metrics and benchmarking.
Business Continuity Manager
Leads corporate w ide contingency planning/business continuity ef forts. Establishes a f ramework and methodology for completion of
contingency plans by internal business units. Coordinates training, communication, and testing of plans. Frequently has a
background in IT, audit or control and either has earned or is w orking toward certif ication in business continuity planning. Drives and
delivers Business Continuity commitment, support, ow nership, accountability and results. Designs, builds, and implements standard
Risk Assessment, Business Impact Analysis, and other Business Continuity tools and capabilities. Drives and delivers ef fective
Business Continuity strategies to support and, in time of disaster, recover the company's critical business functions. Directs the
continuous and regular validation and testing of documented Business Continuity plans
Safety Manager
Formulates, develops, and coordinates safety and loss control functions of the organization. Designs and directs a program to
reduce accidents, occupational illnesses, and exposure to long-term health hazards through safety-training of supervisors and
managers, planned inspections, skill training, f irst-aid care, emergency preparedness, proper job instruction, new employee
indoctrination, physical protection, planned job observation, rules and practices, job analysis/procedures, disposal procedures, and
protective equipment. Maintains compliance w ith governmental regulatory agencies. Responsible for identifying causes of past
accidents.
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Risk Management Analyst (Enterprise-Wide)
Supports the risk manager regarding all aspects of the enterprise-wide risk management program. Responsibilities include
facilitating the identif ication of risks throughout the organization, developing, reporting and monitoring formats on risk management
issues and developing methodologies for the assessment of risks throughout the organization.
Risk Management Analyst (Financial risk -- Commodity, Credit, Interest Rates, and/or Foreign Currency)
Supports the risk manager regarding all aspects of a f inancial risk management program. Responsibilities include the development,
implementation and application of risk metrics and methodologies and the monitoring, analysis and reporting of f inancial risk
exposures. Supports organizational compliance w ith risk policies through regular risk exposure monitoring and reporting.
Responsible for documenting and reporting risk policy exceptions to risk committee.
Risk Management Analyst (Insurance)
Supports department manager regarding all aspects of corporate insurance programs. Responsibilities include compilation of
underw riting information and coverage placement, claims administration, loss forecasting, and analysis to assist in loss reduction.
Claims Analyst
Review s f irst and third party claims for irregularities, accuracy and completeness. Requests additional information, w here
necessary, for completion of claim processing. Review s claims for eligibility. Maintains updated records and prepares required
reports. Assists in claims cost control. Performs the design, analysis and delivery of claim information. Contacts individuals about
claims and coordinates the handling of benef its. This role focuses on operational ef fectiveness in support of claims management
strategies. Understands and performs domestic and/or international claim programs, policies, and procedures for: reporting,
investigation, and analysis; litigation management; resolution/outcome management; and the delivery of claim information. Handles
mostly routine non-complex claims but, may handle litigated and moderately complex claims w ith limited settlement authority.
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Reviewed By: CHIEF INFORMATION OFFICER Date: October 30, 2014
Approved By: C.E.O Date: October 30, 2014
Last Updated By: CHIEF INFORMATION OFFICER Date/Time: 30TH/OCTOBER/2014