The document discusses job leveling solutions from WTW. It describes how job leveling establishes relative job contributions and provides foundations for people programs. WTW offers two job leveling methodologies, Global Grading System and Career Map, that can determine internal job levels. These methodologies clarify growth between levels based on responsibilities, skills, knowledge and impact. WTW also provides technology, data insights and customized solutions to help organizations implement effective job leveling frameworks.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after 3,000+ hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to improve the “HR and Talent Management” function of your organization, and help you attract, develop and retain top talent.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com.
This Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training to help you:
-Define and Implement your HR and Talent Management Strategy: (1) Summary of the Corporate and Business Strategy, (2) HR Analysis, (3) HR and Talent Management Capability Maturity Model, (4) Current State And Target State, (5) HR and Talent Management Mission, Vision & Values, (6) Strategic Objectives & KPIs to Reach our Vision, (7) Team & Budget, (8) Guiding Principles
-Define the 10 Pillars required to reach your HR and Talent Management Strategic Objectives: (1) Capability Management, (2) Structure & Governance, (3) Culture, (4) Competency Management, (5) Recruitment, (6) Talent Development, (7) Mentoring, (8) Performance Management, (9) Reward and Recognition, (10) Reassignment & Termination
-List your Potential Initiatives for each pillar
-Create your Business Cases and Financial Models to Assess your List of Potential Initiatives
Prioritize, Plan and Implement your Projects: (1) Project Prioritization, (2) Business Roadmap, (3) Governance, (4) Dashboards, (5) Project Implementation: Agile Methodology, Design Thinking and Traditional Methodology, (6) Continuous Improvement (7) Post Projects Evaluation and Lessons Learnt, (8) Post Strategy Evaluation and Lessons Learnt
-Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
This document outlines the basic principles of LEGO® SERIOUS PLAY®, which uses LEGO bricks as a hands-on tool to unlock creativity and facilitate collaborative problem solving. It describes how LEGO® SERIOUS PLAY® originated from efforts within the LEGO company to promote innovation and participation. Key aspects of the methodology include building models to represent ideas, reflecting on the models individually and then discussing them as a group in order to gain new insights. Proper use of LEGO® SERIOUS PLAY® involves cycles of building, reflection, and dialogue over multiple hours to achieve meaningful results, rather than simply communicating messages or having a casual icebreaker activity.
This document provides an introduction to Objectives and Key Results (OKRs). It defines OKRs, discusses their benefits, and offers best practices for implementing them. OKRs help companies set clear goals and track progress towards objectives. The document outlines that OKRs have both qualitative objectives and quantitative key results, and should be bottom-up defined as well as top-down aligned. Common OKR cadences and some examples from successful companies like Google and Spotify are also presented. The document concludes by offering next steps for getting started with OKRs, such as scoping an OKR project and piloting the rollout.
SaaS - How to structure and measure a POC or Pilotactionable.me
Pilots and POCs are still amazing sales tools. If done right, these will allow you to prove yourself and deliver value to the right people in a short period of time.
Powered by actionable.me
The document provides an overview of global comparative management between the United States and Pakistan, with a focus on McDonald's. It discusses the macro environment of the US, including its political/legal system, economy, and culture. It then examines McDonald's organizational culture and operations in the US and Pakistan. Key points covered include gender roles at McDonald's, career paths, and how McDonald's adapts its strategy to local contexts while maintaining standardization.
Balanced scorecard and policy deploymentRamesh P.R.
Greetings from Seven Steps!
As another April is around the corner, we are sure that you are busy with the ambitious plans and goals for the next year. As you may agree, one of the biggest challenge for any organization is the gap in the execution of this strategies and plans.
A Study Says 9 of 10 Companies Fail to Execute Strategy .
Companies are struggling hard to align individual’s goals and execution plans in line with the organizational goals. Seven Steps Academy of Excellence developed a unique and powerful experiential learning programme to help the organizations in achieving their Business and Operational goals . More than 30 organizations enjoying the benefits of this programme
Welcome to the 2 day Experiential Learning Program on
“Effective Goal deployment using Balance Score Card and Policy Deployment Tools”
8. Mergers and Acquisitions Toolkit - Overview and Approach.pptxKamran181656
This document provides an overview of a mergers and acquisitions toolkit created by former JP Morgan investment bankers and McKinsey and Deloitte consultants. The toolkit includes frameworks, tools, templates, tutorials and other resources to guide companies through the M&A process. It outlines a six-phase approach for mergers and acquisitions: defining an M&A strategy, identifying target companies, building a business case, conducting due diligence, executing the transaction, and integrating the merged companies. The toolkit aims to increase success rates for M&As by providing best practices and lessons learned from over 4,000 hours of work and experience with over 200,000 executives and consultants.
Business management dissertation sample for mba students by dissertation-serv...Dissertation Services
This document provides an overview of business management techniques and their role in increasing organizational productivity and efficiency. It discusses management functions like planning, organizing, leading, and controlling. It also examines management styles such as participative management. The document reviews models of productivity and ways to improve productivity. It proposes using a qualitative case study approach to analyze management techniques implemented by retailers like Tesco, Asda, and Sainsbury's in the UK. The goal is to determine which techniques best increase productivity and whether theoretical models are effectively implemented in organizations.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after 3,000+ hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to improve the “HR and Talent Management” function of your organization, and help you attract, develop and retain top talent.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com.
This Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training to help you:
-Define and Implement your HR and Talent Management Strategy: (1) Summary of the Corporate and Business Strategy, (2) HR Analysis, (3) HR and Talent Management Capability Maturity Model, (4) Current State And Target State, (5) HR and Talent Management Mission, Vision & Values, (6) Strategic Objectives & KPIs to Reach our Vision, (7) Team & Budget, (8) Guiding Principles
-Define the 10 Pillars required to reach your HR and Talent Management Strategic Objectives: (1) Capability Management, (2) Structure & Governance, (3) Culture, (4) Competency Management, (5) Recruitment, (6) Talent Development, (7) Mentoring, (8) Performance Management, (9) Reward and Recognition, (10) Reassignment & Termination
-List your Potential Initiatives for each pillar
-Create your Business Cases and Financial Models to Assess your List of Potential Initiatives
Prioritize, Plan and Implement your Projects: (1) Project Prioritization, (2) Business Roadmap, (3) Governance, (4) Dashboards, (5) Project Implementation: Agile Methodology, Design Thinking and Traditional Methodology, (6) Continuous Improvement (7) Post Projects Evaluation and Lessons Learnt, (8) Post Strategy Evaluation and Lessons Learnt
-Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
This document outlines the basic principles of LEGO® SERIOUS PLAY®, which uses LEGO bricks as a hands-on tool to unlock creativity and facilitate collaborative problem solving. It describes how LEGO® SERIOUS PLAY® originated from efforts within the LEGO company to promote innovation and participation. Key aspects of the methodology include building models to represent ideas, reflecting on the models individually and then discussing them as a group in order to gain new insights. Proper use of LEGO® SERIOUS PLAY® involves cycles of building, reflection, and dialogue over multiple hours to achieve meaningful results, rather than simply communicating messages or having a casual icebreaker activity.
This document provides an introduction to Objectives and Key Results (OKRs). It defines OKRs, discusses their benefits, and offers best practices for implementing them. OKRs help companies set clear goals and track progress towards objectives. The document outlines that OKRs have both qualitative objectives and quantitative key results, and should be bottom-up defined as well as top-down aligned. Common OKR cadences and some examples from successful companies like Google and Spotify are also presented. The document concludes by offering next steps for getting started with OKRs, such as scoping an OKR project and piloting the rollout.
SaaS - How to structure and measure a POC or Pilotactionable.me
Pilots and POCs are still amazing sales tools. If done right, these will allow you to prove yourself and deliver value to the right people in a short period of time.
Powered by actionable.me
The document provides an overview of global comparative management between the United States and Pakistan, with a focus on McDonald's. It discusses the macro environment of the US, including its political/legal system, economy, and culture. It then examines McDonald's organizational culture and operations in the US and Pakistan. Key points covered include gender roles at McDonald's, career paths, and how McDonald's adapts its strategy to local contexts while maintaining standardization.
Balanced scorecard and policy deploymentRamesh P.R.
Greetings from Seven Steps!
As another April is around the corner, we are sure that you are busy with the ambitious plans and goals for the next year. As you may agree, one of the biggest challenge for any organization is the gap in the execution of this strategies and plans.
A Study Says 9 of 10 Companies Fail to Execute Strategy .
Companies are struggling hard to align individual’s goals and execution plans in line with the organizational goals. Seven Steps Academy of Excellence developed a unique and powerful experiential learning programme to help the organizations in achieving their Business and Operational goals . More than 30 organizations enjoying the benefits of this programme
Welcome to the 2 day Experiential Learning Program on
“Effective Goal deployment using Balance Score Card and Policy Deployment Tools”
8. Mergers and Acquisitions Toolkit - Overview and Approach.pptxKamran181656
This document provides an overview of a mergers and acquisitions toolkit created by former JP Morgan investment bankers and McKinsey and Deloitte consultants. The toolkit includes frameworks, tools, templates, tutorials and other resources to guide companies through the M&A process. It outlines a six-phase approach for mergers and acquisitions: defining an M&A strategy, identifying target companies, building a business case, conducting due diligence, executing the transaction, and integrating the merged companies. The toolkit aims to increase success rates for M&As by providing best practices and lessons learned from over 4,000 hours of work and experience with over 200,000 executives and consultants.
Business management dissertation sample for mba students by dissertation-serv...Dissertation Services
This document provides an overview of business management techniques and their role in increasing organizational productivity and efficiency. It discusses management functions like planning, organizing, leading, and controlling. It also examines management styles such as participative management. The document reviews models of productivity and ways to improve productivity. It proposes using a qualitative case study approach to analyze management techniques implemented by retailers like Tesco, Asda, and Sainsbury's in the UK. The goal is to determine which techniques best increase productivity and whether theoretical models are effectively implemented in organizations.
This chapter discusses strategy review, evaluation and control. It is important for organizations to regularly review and evaluate their strategies to ensure they are still effective and aligned with the changing internal and external environments. The chapter outlines the key aspects of strategy evaluation, including examining the underlying bases of the strategy, comparing expected vs actual results, and taking corrective actions. It also discusses various quantitative and qualitative criteria that can be used to measure organizational performance and evaluate strategy effectiveness, such as financial ratios and the balanced scorecard approach. Contingency planning and auditing are also covered as important parts of the strategy evaluation process.
Introduction to Objectives and Key Results. The Basics & FAQ of OKRs.Weekdone.com
The document introduces OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google and LinkedIn. It discusses setting quarterly objectives and measuring progress with key results metrics. OKRs provide transparency and align goals from the company level down to individual teams and employees. Examples of objectives and key results are provided for marketing, sales, finance, and product management functions. Guidance is given on writing objectives and results, balancing stretch and roof-shot goals, and common mistakes to avoid.
To download the editable version of this document, go to www.slidebooks.com
Top 100 Diagrams in Editable Powerpoint created by former Deloitte management consultants and talented designers.
C:\Shared\Rapid Results\Training Programmes\Lego Serious Play\15 Top Tips LspLearningPlanet
The document provides tips for facilitating LEGO Serious Play sessions. It recommends doing at least two skills-building activities and following a four step process of posing a question, building models to represent meanings, sharing stories about the models, and questioning and reflecting. Key tips include framing questions effectively, building models individually but sharing as a group, keeping building time short, and focusing on the stories told rather than the models themselves.
This chapter discusses managing conflict and negotiations in organizational settings. It defines conflict as occurring when there is a gap between what is desired and experienced. Conflict can be functional and promote problem solving or dysfunctional and harm the organization. The chapter outlines different types of conflict such as personality conflicts and intergroup conflict. It also discusses approaches to managing conflict constructively through techniques like conflict resolution and establishing a psychologically safe climate. Other topics covered include work-life conflict, incivility/bullying, and alternative dispute resolution approaches like mediation and arbitration. The chapter concludes with a discussion of negotiation strategies and managing emotions during negotiations.
This document outlines Singer's strategy plan for 2013 for its corporate sales and Colombo distribution operations. It analyzes strengths, weaknesses, opportunities, and threats for both business units. Key actions include appointing a new distributor for Colombo, increasing focus on telco sales and inventory, conducting training, and advertising smartphones. Support requested includes better sales tools, training budgets, meeting branding requests, joint advertising with Huawei, and improved after-sales service. The overall goal is to strengthen B2B and Colombo distribution through targeted strategies and actions.
This document provides an overview of OKRs (Objectives and Key Results), a goal-setting framework used by many companies. It discusses what OKRs are, how they differ from other goal frameworks like KPIs and MBOs, examples of OKRs at different levels of an organization, best practices for implementing OKRs, common mistakes to avoid, and how OKRs can help organizations of various sizes achieve ambitious goals.
The document discusses a one or two day offsite workshop called the Strategic Planning Workshop for management teams. The workshop uses a proven framework called the Gazelles One Page Strategic Plan to help teams develop a strategic plan and execution priorities. Through a facilitated process, teams clarify their purpose, direction, and priorities to increase alignment, focus, and growth.
This document provides an overview of strategy implementation, including annual objectives, policies, resource allocation, organizational structure, and human resource issues. Key points include: annual objectives are essential for keeping strategic plans on track; policies provide guidelines and clarify expectations; structure should match strategy; and linking pay to performance, balancing work/life, diversity, and culture are important human resource issues.
Future Maturity (P3M3) or Five Generation Workplace - RSM UK, Andy Murray | F...Wellingtone
A survey by the Project Management Institute (PMI) showed a correlation between the maturity of PMOs and an organisation’s project/programme performance. PMOs are therefore centre stage in helping organisations improve their capability and ultimately the success of their projects and programmes.
So, how can PMOs use capability maturity models, such as P3M3®, as a means to identify, prioritise and drive performance improvements? In this session, RSM’s Head of Projects and Programmes practice, Andy Murray, explains how. Andy has been involved in the design/development of P3M3® and has been delivering P3M3® related services since 2007, since when his team have completed over 250 maturity assessments for public sector, private sector and charity sector organisations.
Andy Murray presented at FuturePMO 2019 which is a 1 day PMO conference hosted by Wellingtone. www.FuturePMO.com
The document provides an overview of OKRs (Objectives and Key Results), a goal setting framework used by companies like Google, Intel, and others. It discusses what OKRs are, how they work, their benefits, a typical implementation cycle including setting strategic and tactical OKRs, tips for writing objectives and key results, examples of OKRs for a perfume franchise, and resources for further reading.
This document discusses Lego Serious Play, a process created in the 1990s that uses Lego bricks to foster creative thinking and problem solving through team building metaphors. Participants work through imaginary scenarios using three-dimensional Lego constructions to describe, create, and challenge their views of business issues. The goal is to enhance innovation and performance by allowing teams to gain insights, confidence, and commitment through a visual and hands-on play experience.
The document discusses performance management. It covers setting goals, monitoring performance, providing feedback, and using rewards and consequences. Effective performance management involves defining expectations, setting SMART goals, regularly evaluating progress, providing constructive feedback, and linking rewards to performance. When done well, performance management can boost employee engagement, productivity and retention. However, many organizations struggle with performance management due to biases, lack of time and disconnects between policies and practice.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Re-Positioning the value of the architecture practiceCraig Martin
This document discusses challenges facing enterprise architecture practices and opportunities to reposition their value. It notes a gap emerging between the utility and differentiation aspects of business as unique offerings become commonplace. Additionally, there is often unclear ownership around enterprise cohesion and an undefined business architecture mandate. The document argues that properly aligning strategic, business, and IT architecture disciplines can help address these issues and improve business performance.
Entrepreneurial Operating System (EOS): Model and ProcessTraction Masters
The Entrepreneurial Operating System (EOS) is a set of business principles and tools that help leadership teams of growing companies improve performance and balance work and life. The EOS model identifies six key components of a business that must be strengthened, and the EOS process provides a proven way to implement tools in the right order to strengthen each component. EOS has been used by over 610 companies to increase revenue and profits.
The E-Myth by Michael Gerber outlines a business development process for creating a franchise prototype. It involves balancing the entrepreneur, manager, and technician personalities. The process has 7 steps: defining a primary aim and strategic objective, creating organizational and management strategies, developing a people strategy, designing a marketing strategy, and integrating all systems through a systems strategy. The goal is to create a fully functioning business model that can be replicated as a franchise and provide business owners with the life they desire.
1. Business and Consulting Toolkits - Sample.pptxparosu
The document is promoting business and consulting toolkits created by former McKinsey, Deloitte, and BCG consultants. It highlights key benefits such as improving growth and efficiency through ready-made frameworks, tools, and templates. Sample toolkits listed include corporate strategy, management consulting, change management, project management, sales and marketing, finance, and operations. The corporate strategy toolkit is profiled in more detail, outlining the types of frameworks, tools, templates, tutorials, and examples included to help with strategic planning, analysis, decision making, and more.
Risk Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in risk management. It will help you easily identify, assess, prioritize and mitigate the key risks & issues of your project or company. It includes all the Frameworks, Tools & Templates to help your increase your risk management skills and the risk management capability of your company. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Workday Talent and Performance gives you detailed insight into your workforce to drive organizational growth.
• Tap into the power of your workforce: Use employee data—such as performance, skills, and career interests—to realize the full potential of your organization and your people.
• Lead change: Understand your workers’ skills and capabilities, and inform global talent planning to achieve strategic business objectives.
• Develop your workforce: Fill gaps with top internal, external, and
contingent candidates. Easily assess individuals, recruit, and take
action—all from your browser or mobile device.
• Engage your people: Provide continuous and periodic feedback as well as regular check-ins to drive engagement and enhance the strength of your workforce.
ACT provides talent analytics, leadership development, and consulting services using assessments and analytics. It focuses on identifying and managing talent within organizations through tools like needs analyses, climate surveys, and customized assessment centers. ACT's services include leadership training programs, competency frameworks, and tailored solutions to address talent management, succession planning, and other human capital needs. It aims to enhance engagement and support clients in developing their talent.
This chapter discusses strategy review, evaluation and control. It is important for organizations to regularly review and evaluate their strategies to ensure they are still effective and aligned with the changing internal and external environments. The chapter outlines the key aspects of strategy evaluation, including examining the underlying bases of the strategy, comparing expected vs actual results, and taking corrective actions. It also discusses various quantitative and qualitative criteria that can be used to measure organizational performance and evaluate strategy effectiveness, such as financial ratios and the balanced scorecard approach. Contingency planning and auditing are also covered as important parts of the strategy evaluation process.
Introduction to Objectives and Key Results. The Basics & FAQ of OKRs.Weekdone.com
The document introduces OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google and LinkedIn. It discusses setting quarterly objectives and measuring progress with key results metrics. OKRs provide transparency and align goals from the company level down to individual teams and employees. Examples of objectives and key results are provided for marketing, sales, finance, and product management functions. Guidance is given on writing objectives and results, balancing stretch and roof-shot goals, and common mistakes to avoid.
To download the editable version of this document, go to www.slidebooks.com
Top 100 Diagrams in Editable Powerpoint created by former Deloitte management consultants and talented designers.
C:\Shared\Rapid Results\Training Programmes\Lego Serious Play\15 Top Tips LspLearningPlanet
The document provides tips for facilitating LEGO Serious Play sessions. It recommends doing at least two skills-building activities and following a four step process of posing a question, building models to represent meanings, sharing stories about the models, and questioning and reflecting. Key tips include framing questions effectively, building models individually but sharing as a group, keeping building time short, and focusing on the stories told rather than the models themselves.
This chapter discusses managing conflict and negotiations in organizational settings. It defines conflict as occurring when there is a gap between what is desired and experienced. Conflict can be functional and promote problem solving or dysfunctional and harm the organization. The chapter outlines different types of conflict such as personality conflicts and intergroup conflict. It also discusses approaches to managing conflict constructively through techniques like conflict resolution and establishing a psychologically safe climate. Other topics covered include work-life conflict, incivility/bullying, and alternative dispute resolution approaches like mediation and arbitration. The chapter concludes with a discussion of negotiation strategies and managing emotions during negotiations.
This document outlines Singer's strategy plan for 2013 for its corporate sales and Colombo distribution operations. It analyzes strengths, weaknesses, opportunities, and threats for both business units. Key actions include appointing a new distributor for Colombo, increasing focus on telco sales and inventory, conducting training, and advertising smartphones. Support requested includes better sales tools, training budgets, meeting branding requests, joint advertising with Huawei, and improved after-sales service. The overall goal is to strengthen B2B and Colombo distribution through targeted strategies and actions.
This document provides an overview of OKRs (Objectives and Key Results), a goal-setting framework used by many companies. It discusses what OKRs are, how they differ from other goal frameworks like KPIs and MBOs, examples of OKRs at different levels of an organization, best practices for implementing OKRs, common mistakes to avoid, and how OKRs can help organizations of various sizes achieve ambitious goals.
The document discusses a one or two day offsite workshop called the Strategic Planning Workshop for management teams. The workshop uses a proven framework called the Gazelles One Page Strategic Plan to help teams develop a strategic plan and execution priorities. Through a facilitated process, teams clarify their purpose, direction, and priorities to increase alignment, focus, and growth.
This document provides an overview of strategy implementation, including annual objectives, policies, resource allocation, organizational structure, and human resource issues. Key points include: annual objectives are essential for keeping strategic plans on track; policies provide guidelines and clarify expectations; structure should match strategy; and linking pay to performance, balancing work/life, diversity, and culture are important human resource issues.
Future Maturity (P3M3) or Five Generation Workplace - RSM UK, Andy Murray | F...Wellingtone
A survey by the Project Management Institute (PMI) showed a correlation between the maturity of PMOs and an organisation’s project/programme performance. PMOs are therefore centre stage in helping organisations improve their capability and ultimately the success of their projects and programmes.
So, how can PMOs use capability maturity models, such as P3M3®, as a means to identify, prioritise and drive performance improvements? In this session, RSM’s Head of Projects and Programmes practice, Andy Murray, explains how. Andy has been involved in the design/development of P3M3® and has been delivering P3M3® related services since 2007, since when his team have completed over 250 maturity assessments for public sector, private sector and charity sector organisations.
Andy Murray presented at FuturePMO 2019 which is a 1 day PMO conference hosted by Wellingtone. www.FuturePMO.com
The document provides an overview of OKRs (Objectives and Key Results), a goal setting framework used by companies like Google, Intel, and others. It discusses what OKRs are, how they work, their benefits, a typical implementation cycle including setting strategic and tactical OKRs, tips for writing objectives and key results, examples of OKRs for a perfume franchise, and resources for further reading.
This document discusses Lego Serious Play, a process created in the 1990s that uses Lego bricks to foster creative thinking and problem solving through team building metaphors. Participants work through imaginary scenarios using three-dimensional Lego constructions to describe, create, and challenge their views of business issues. The goal is to enhance innovation and performance by allowing teams to gain insights, confidence, and commitment through a visual and hands-on play experience.
The document discusses performance management. It covers setting goals, monitoring performance, providing feedback, and using rewards and consequences. Effective performance management involves defining expectations, setting SMART goals, regularly evaluating progress, providing constructive feedback, and linking rewards to performance. When done well, performance management can boost employee engagement, productivity and retention. However, many organizations struggle with performance management due to biases, lack of time and disconnects between policies and practice.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Re-Positioning the value of the architecture practiceCraig Martin
This document discusses challenges facing enterprise architecture practices and opportunities to reposition their value. It notes a gap emerging between the utility and differentiation aspects of business as unique offerings become commonplace. Additionally, there is often unclear ownership around enterprise cohesion and an undefined business architecture mandate. The document argues that properly aligning strategic, business, and IT architecture disciplines can help address these issues and improve business performance.
Entrepreneurial Operating System (EOS): Model and ProcessTraction Masters
The Entrepreneurial Operating System (EOS) is a set of business principles and tools that help leadership teams of growing companies improve performance and balance work and life. The EOS model identifies six key components of a business that must be strengthened, and the EOS process provides a proven way to implement tools in the right order to strengthen each component. EOS has been used by over 610 companies to increase revenue and profits.
The E-Myth by Michael Gerber outlines a business development process for creating a franchise prototype. It involves balancing the entrepreneur, manager, and technician personalities. The process has 7 steps: defining a primary aim and strategic objective, creating organizational and management strategies, developing a people strategy, designing a marketing strategy, and integrating all systems through a systems strategy. The goal is to create a fully functioning business model that can be replicated as a franchise and provide business owners with the life they desire.
1. Business and Consulting Toolkits - Sample.pptxparosu
The document is promoting business and consulting toolkits created by former McKinsey, Deloitte, and BCG consultants. It highlights key benefits such as improving growth and efficiency through ready-made frameworks, tools, and templates. Sample toolkits listed include corporate strategy, management consulting, change management, project management, sales and marketing, finance, and operations. The corporate strategy toolkit is profiled in more detail, outlining the types of frameworks, tools, templates, tutorials, and examples included to help with strategic planning, analysis, decision making, and more.
Risk Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in risk management. It will help you easily identify, assess, prioritize and mitigate the key risks & issues of your project or company. It includes all the Frameworks, Tools & Templates to help your increase your risk management skills and the risk management capability of your company. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Workday Talent and Performance gives you detailed insight into your workforce to drive organizational growth.
• Tap into the power of your workforce: Use employee data—such as performance, skills, and career interests—to realize the full potential of your organization and your people.
• Lead change: Understand your workers’ skills and capabilities, and inform global talent planning to achieve strategic business objectives.
• Develop your workforce: Fill gaps with top internal, external, and
contingent candidates. Easily assess individuals, recruit, and take
action—all from your browser or mobile device.
• Engage your people: Provide continuous and periodic feedback as well as regular check-ins to drive engagement and enhance the strength of your workforce.
ACT provides talent analytics, leadership development, and consulting services using assessments and analytics. It focuses on identifying and managing talent within organizations through tools like needs analyses, climate surveys, and customized assessment centers. ACT's services include leadership training programs, competency frameworks, and tailored solutions to address talent management, succession planning, and other human capital needs. It aims to enhance engagement and support clients in developing their talent.
This document provides information on various assessments, surveys, eLearning programs, coaching, and tools offered by Growing People Great. They offer profiles assessments to evaluate job fit, leadership skills, and sales skills. They also provide 360 degree feedback assessments. Additional offerings include online skills tests, multi-module eLearning programs in various topics, DISC behavioral assessments, a health and behavior integration tool, and corporate climate surveys. Coaching and training services include leadership development, teambuilding, seminars, and executive coaching.
Small and medium businesses contribute over 60% of India's economy but are hesitant to invest in human capital management solutions due to unclear returns. While automation can reduce bottlenecks, companies overlook how it can develop a high-performance workforce aligned with business strategy. PeopleWorks offers a performance management system that provides feedback, identifies skills gaps, and links performance to goals, career development, and training needs to motivate employees and improve organizational performance.
Knovada Knowledge Systems provides integrated software modules to help organizations manage employee knowledge from hiring through training and career development. The document describes Knovada's modules for applicant tracking, online testing and assessment, online university training, employee appraisals, education planning, career development, work scheduling, customer relationship management, bonuses/merits, newsletters, message boards, surveys, document libraries, phonebooks, dictionaries, employee qualifications, and office locations. The modules aim to maximize employee value and facilitate knowledge sharing within organizations.
ePeoplePower is a web-based performance management tool that enables organizations to align employee goals with strategic goals, develop employees, measure performance, and reward performance. It integrates strategy execution and employee performance management. Key features include strategic planning, performance reviews, competency assessments, rewards and analytics reporting. The tool is suitable for organizations of all sizes and aims to help companies effectively execute strategy through people performance.
ePeoplePower is a web-based performance management tool that enables organizations to align employee and team goals with strategic goals, develop individual performance and development plans, track performance progress, and reward performance. It integrates both performance management and strategy execution by allowing organizations to establish strategic objectives, communicate them to employees, and monitor progress at individual, team, and organizational levels. The tool offers customizable features, reports, and role-based access to help organizations effectively manage performance.
In this file, you can ref useful information about performance appraisal software such as performance appraisal software methods, performance appraisal software tips, performance appraisal software forms, performance appraisal software phrases … If you need more assistant for performance appraisal software, please leave your comment at the end of file.
TalentGuider - Capability Development in Pharma functionsMarkus Moravek
TalentGuider(TM) is an innovative capability and talent development platform used by leading pharmaceutical and life-sciences companies on a team, functional, or organisational level. With TalentGuider, functional managers, as well as HR/TMOE professionals, can assess, plan and develop their capability readiness in an engaging and goal-aligned way.
Research by Harvard Business Review noted that as much as 80% of employee turnover is due to bad hiring decisions.
A significant part of the foundation of a hiring decision starts at the assessment stage. Unfortunately, the statistics show that many organisations get it wrong at this critical stage of the hiring process. Yet, the need to identify and attract top talent remains a priority for organisations today, thus driving immense competition and innovation.
Many organisations continue to put in time, money and other resources to source for these top talents, making hiring decisions very critical. But, as the statistics imply, onboarding the wrong people in key roles can hurt your organisation’s interests and negatively impact other employees.
This means that leaders and hiring managers must ensure they get their talent assessment right and deploy the right assessment methods to identify the right people that will drive the success of your organisation.
In this deck, you’ll learn an effective strategy to use talent assessment techniques and get crucial data and insights to make informed hiring decisions. You’ll also learn;
• The types of assessments deployed in successful organisations
• The biggest challenges to implementing a talent assessment programme
• The best practices to effect a successful talent assessment
Kaplan offers various leadership development programs aimed at different levels within organizations. Their approach focuses on strengthening both technical competence and behavioral confidence. They design customized programs that address both individual and business needs. Kaplan's programs range from multi-module executive development interventions to workshops, and they assess the impact of the training.
The document discusses several performance management tools and services:
1) Regular performance appraisals should be used to engage employees in supporting goals and our experts can help design a simple, fair, and objective system.
2) Competency frameworks diagnose and improve HR and our consultants can develop competencies highlighting skills and values.
3) 360-degree feedback should increase awareness and competence, and we provide tools to gather data while managing risks.
4) Balanced scorecards measure various areas to align activities with vision and strategy through best practices.
CAES Developmental Services Introduction Jim Gilchrist
An overview of our services offered in workshops, training sessions or small group consultation to enhance performance, leadership or management capabilities.
Performance Management and Personal Development PlansMIT
Performance Management and Personal Development Plans: 360 degree feedback as a developmental tool, performance linked career planning & promotion policy, Competency Mapping as a Performance Management Tool, Balanced Scorecard and its Applications, Mentoring System, Assessment Centres, role of technology in PMS, Performance Management Practices Of Different Companies (One example of National and International Company each).
Performance management and development systemeismintukey
This document provides tips for optimizing a performance management and development system. Tip #1 discusses calibrating performance ratings across an organization to ensure consistent ratings. Tip #2 recommends linking performance processes to career development and learning opportunities. Tip #3 advocates enabling pay-for-performance programs to build a merit-based culture. Tip #4 suggests driving continuous improvement through workforce analytics. Tip #5 stresses configuring, rather than customizing, a performance management system.
People Prophet is a cloud-based HR software that aims to modernize HR processes. It contains modules to manage employee information, position descriptions, career development, performance reviews, competencies, and reporting. The software is accessible anywhere on multiple devices and allows for real-time interaction and feedback. It also includes a social recognition tool called Kudos to reward positive behaviors. People Prophet supports small to mid-sized businesses that want to better manage their people and align HR with business goals.
Elite Management Consultants is a recruitment firm that specializes in attracting top talent across industries to help clients focus on core business. They offer an array of HR consulting services including recruitment, payroll management, training, and HR strategy/policy development. As a full-service firm, they aim to understand clients' needs and provide cost-effective, high-quality solutions tailored to each organization.
Slide share The Ultimate Call Centre Diagnostic Assessment Survey based upo...Dr. Ted Marra
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Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
2. 2 / Global job leveling solutions
The benefits of job leveling
Job leveling is an analytical process to determine the
relative contribution of jobs in your organization.
It provides a foundation for people programs, including:
• Strategic workforce planning
• Talent acquisition and selection
• Pay and benefits, including pay fairness
• Career enablement
• Learning and development
• Performance management
• Talent review and succession
Job leveling also helps organizations address business
needs ranging from attraction, engagement,
and retention of key talent, to cost and risk management,
and governance of reward program delivery.
Job Leveling provides:
• A reward and career framework that aligns with business
needs and strategy
• A cost-efficient approach to talent management and
reward program design and delivery
• Consistency across HR with a common terminology and
as the core for rewards and other people programs
• The foundation for consistent benchmarking of jobs to
external market data
• A mechanism to help ensure pay equity
and transparency
• The platform for consistency in how titles align with
roles and levels of responsibility
• Transparency regarding performance and
career expectations
• The infrastructure for career planning to help employees
develop and advance
• A foundation to support linkages to organizational and
job-specific competencies
Technology, digital
transformation, and robotics
are transforming work
and jobs.
The employee-employer
relationship is changing;
the nature of work and
the concept of a “job” are
changing, and employers are
having to rethink the way they
organize work and the business
itself to be ready for changes
the post-pandemic era brings.
The prevalence of hybrid and
remote working styles make
jobs more flexible.
Organizations are facing
mounting demands from
stakeholders on all sides to
achieve progress on pay equity
and transparency.
All of these have profound
implications for job leveling.
Regardless of the current job leveling approach
used in your organization, WTW can review and
update your job leveling infrastructure to:
• Align jobs across functions, regions and lines
of business
• Create a framework that integrates employees
after a merger, acquisition, or other structural
changes including defining leveling criteria for
your C-suite and executives
• Drive consistency, competitiveness, fairness and
efficiency among core people programs
• Clarify distinctions among levels to support
conversations on career opportunities between
managers and employees
2 / Global job leveling solutions
The delivery of people programs underpinned
by job leveling offers a flexible and adaptable
means of communicating career experiences
and growth opportunities, facilitating talent
mobility, and delivering competitive and
equitable rewards.
3. Global job leveling solutions / 3
Find out how you could benefit by making the switch to an optimized job
leveling and job architecture solution.
A bespoke and integrated solution
There is no one job leveling solution that will suit all organizations. We blend our
established methodologies with the latest research and leading-edge, user-friendly
technology to deliver job leveling solutions that meet your specific needs. Our job
leveling solutions work seamlessly to provide the framework you need for analyzing,
planning, and managing your people programs.
The support you need
WTW has two job leveling methodologies which can be used separately or in tandem,
based on your specific needs. Regardless of which job leveling solution you choose,
you’ll have peace of mind knowing that you are backed by WTW experts in work,
rewards, careers, and employee experience.
A data-driven solution
Our job leveling solutions are grounded in extensive, proprietary data gathered from
years of strategic advisory work with organizations of all shapes and sizes. WTW is
committed to helping you make decisions based on facts rather than anecdotes or
general assumptions.
Market-leading technology
We offer a suite of cutting-edge technology solutions to ensure our users have a
highly efficient, reliable, and integrated experience. Harnessing the power of machine
learning and WTW’s market-leading compensation survey data, we bring together
capabilities that streamline job leveling, provide actionable market insights, and
enable rewards program design and governance that will propel your organization
forward. Our modular approach to technology means we have the flexibility to deliver
solutions that are right for you today and will grow to meet the evolving needs of
your tomorrow.
4. Figure 1: Global Grading System
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
TASKS SKILLS EXPERTISE LEADERSHIP
FUNCTIONAL
STRATEGY
‘Role’ Contributes (through)
GRADE
Management
Career
Path
BAND
3M 4M 5FS
CEO
GRADE
Individual
Contributor
Career
path
BAND
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
1 2 3IC 4IC
Clerical/Administrative
Manual
Subject Matter Expert
5BS
BUSINESS
STRATEGY
Professional
Supervisor
Middle Management
Top
Management
First Line Top
Management
Career Paths/Roles
GGS is also divided into
Management Roles and Individual
Contributor Roles. Factors vary
based on the Role and the Band.
Global Grades
WTW’s Global Grading System (GGS) can
help determine the size of a job. The number
of grades used for an organization is dependent
on the size of the organization. There are
up to 25 grades available.
Bands
The GGS framework is made up of a number of
bands proving logical career progression tracks.
Bands can be assigned to different career paths
but can share a global grades.
4 / Global job leveling solutions
WTW job leveling solutions
WTW has two job leveling methodologies, Global Grading
System (GGS) and Career Map, which can be used
separately or in tandem, based on your specific needs.
Our methodologies determine internal job levels based on
the analysis of factors that are universally applicable and
proven to recognize real differentiation in job scope.
They clarify the growth in jobs from one level to another
based on responsibilities, scope, impact, required skills
and knowledge.
GGS is a points-based job evaluation methodology,
providing you with an analytical and rigorous approach to
defining the size of a job.
Career Map compares jobs against pre-defined criteria
based on a holistic view of how the job is expected to
contribute to your organization. Level criteria can be
customized providing employee-friendly language to
describe what it means to be in a certain level and career
path. Career Map is underpinned by Global Grades from
the GGS methodology.
Both GGS and Career Map can accommodate
organizations of all sizes and complexity. WTW can help
you determine the optimal approach for your organization.
Why use WTW job leveling solutions?
• Align to compensation surveys: WTW’s
compensation surveys are aligned to our
methodologies and provides a strong
foundation for compensation decisions
• Recognize multiple career paths: Both people
management and individual contributor/expert
careers are described and valued
• Build career experiences: Our methodologies
are easy to understand by employees and
support career conversations
• Agile approach: We can customize the use of
our tools to your organization and apply the
right level of rigor along with what will work best
for communicating to managers and employees.
Our leveling approaches can be applied across
an organization or to a business unit, country
or function. They easily adjust to company
changes and different business contexts
• Leading technology and innovation:
We use new and innovative ways to evolve job
evaluation using artificial intelligence, machine
learning and automated job leveling
5. Figure 2: Career Map
Each career band describes types of roles and increased contribution across the bands
Individual
Contributor
Role
Management
Role
Executive
E1:
VP
E2:
SVP
E3:
EVP CEO
Management
M1:
Supv
M2:
Mgr
M3:
Sr Mgr
M4:
Grp Mgr
M5:
Sr Grp Mgr
Professional/Expert
P1:
Entry
P2:
Intermed
P3:
Career
P4:
Specialist
P5:
Expert
P6:
Recogniz.
Expert
Technical Support
T1:
Entry
T2:
Intermed
T3:
Senior
T4:
Lead
Business Support
U1:
Entry
U2:
Intermed
U3:
Senior
U4:
Lead
U5:
Supv
Production
W1:
Entry
W2:
Intermed
W3:
Senior
W4:
Lead
Career Paths/Roles
The Career Map framework is divided
into Management Roles and Individual
Contributor Roles. Leveling Criteria vary
based on the Role and the Career Band.
Career Bands:
The Career Map framework is made up of
a number of career bands proving logical
career progression tracks.
Each Band can be tied to a specific job
family/function.
Career Levels:
Each Career Band is split into a number
of Career Levels showing the ‘positioning’
of the job within the Band.
Levels reflect increasing degrees of
authority, responsibility and scope.
Our Reimagining Work and Rewards Study reveals that:
Global job leveling solutions / 5
• The number of organizations expecting extensive changes in how they define careers has increased by 90%
• High performing organizations are more likely to consider career growth as part of their core offering
• High-performing organizations are 21% more likely to enable career progression for individual contributors as
well as for managers
• Most organizations have not fully activated the career experience for their talent, with only 36% of
organizations having formally defined and communicated career paths, and only 45% enabling more diverse
approaches for career movement such as progression for individual contributors
• High performing organizations are 2.4x as likely to have taken action to provide more flexibility in career
options
All of the identified trends above are underpinned by a robust Career Framework, which is comprised
of Job Leveling, Job Architecture and Knowledge Architecture.
Source: 2022 Reimagining Work and Rewards Study
6. Build a Career Ecosystem
As you aspire to enable a broader Career Ecosystem that
guides work, growth, movement and rewards by providing
transparency, equitable access and opportunities, and
consistent performance expectations, it is important to
consider your underlying career framework.
A Career Framework serves as the foundation to your
Career Ecosystem — and it links all your people programs
(such as pay, benefits, careers, and performance
management) in a purposeful and meaningful way.
Job leveling is one of the three components of a Career
Framework — the other two being Job Architecture and
Knowledge Architecture. A Career Framework organizes,
visualizes, and enables strategic integration of people
programs and makes it real to your employees, managers,
and applicants — so they can see, experience, and
visualize what careers look like in your organization.
This can be through illustrating different roles or career
bands, or it might be by showing the specific levels,
accountabilities and skills needed. Your Career Framework
should be built based on your organization’s unique
context — your business and talent strategy — your
culture and your industry.
Our research shows employees
are more likely to stay with an
organization and be highly engaged
when they see several clear
career experiences and growth
opportunities within reach. We also
know that replacing employees is
disruptive and expensive. It can cost
three times an average salary to
replace an employee, and you lose
each individual’s unique talents.
The answer? An integrated Career
Ecosystem. And WTW can show you
the way.
Watch our Careers in Motion video
Figure 3: Career Ecosystem
To get more information about our Career
Ecosystem, visit our Careers In Motion site.
6 / Global job leveling solutions