KelsaKonvex® - An all-new 360º HR Audit for BusinessesKelsaSolutions
KelsaKonvex® is new approach to HR Audit that is comprehensive and all-inclusive ... helping organizations reorient themselves and get on to the fast track of growth. Conceptualized and Developed by Kelsa Solutions - a leading HR Practice and Consulting Company based out of Chennai and catering to a multinational client base.
Human Resource Scorecard, HR Scorecard illustrates the most important actions performed by the human resource department including its achievements, productivity, etc. HR Scorecard can also be stated as a procedure by which the non-financial, as well as the financial targets or metrics, are assigned to the HRM related activities group which are needed to accomplish organizational strategic goals and monitor results.
For organization, HR Scorecard development is continuous process. It is crucial for the HR professionals to keep themselves ready and prepared in order to face changes within organization.
KelsaKonvex® - An all-new 360º HR Audit for BusinessesKelsaSolutions
KelsaKonvex® is new approach to HR Audit that is comprehensive and all-inclusive ... helping organizations reorient themselves and get on to the fast track of growth. Conceptualized and Developed by Kelsa Solutions - a leading HR Practice and Consulting Company based out of Chennai and catering to a multinational client base.
Human Resource Scorecard, HR Scorecard illustrates the most important actions performed by the human resource department including its achievements, productivity, etc. HR Scorecard can also be stated as a procedure by which the non-financial, as well as the financial targets or metrics, are assigned to the HRM related activities group which are needed to accomplish organizational strategic goals and monitor results.
For organization, HR Scorecard development is continuous process. It is crucial for the HR professionals to keep themselves ready and prepared in order to face changes within organization.
The modern organization faces many HR Challenges. The business is under a pressure to deliver more with less resources to stay competitive. Human Resources is a strategic business function, but it does not focus on the critical business issues to help unblock the potential to grow.
The modern Human Resources Management function needs to provide the business with the strategic HR answers to these issues. The modern people management builds a competitive advantage as the organization can outgrow competitors, and build a comfortable market share.
The HR Leader needs to focus on key HR Management areas that will help the organization deliver better business results every day.
Organization leaders judge HR strategic role NOT on be the basis of emotions or HR ACTIVITIES but by the IMPACT of their actions on the organization, which is always measured in tangible measureable terms.
In an increasingly competitive environment dominated by cost-cutting and budget justification, the role of HR is becoming more critical to the overall success of the organization. Currently, the workforce investments range from 20 to 50% of overall operating expense and consequently the Shareholders, Stakeholder, CEOs and CFOs all measure results. They are keen to have rigorous, logical, and principles-based framework for seeing the connections between human capital investments and organizational success.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
Forget SAP, Oracle HR or PeopleSoft when choosing your new HR software. Modern HR IT solutions are not monolithic, they are web-based, offer HR self-service solutions for employees and managers.
They are cheaper to maintain and they have low implementation costs.
Think twice before selecting a new solution.
Frequently, a wide hole exists between the HR procedure of an association and what precisely is required by the business methodology on the HR front. Since the ability of the right demeanor and responsibility is needed to execute the technique, misalignment doesn't allow this reality to occur. The individuals who can impact the arrangement, regularly come way in front of others. Absence of viable Skills and Development. Associations hiring professionals with inconsistent degrees of abilities and ability is seen as another significant hindrance in adjusting the business and HR vital goal. In this unique situation, improper determination, recruiting, and preparing methodology leads towards helpless human asset advancement
Hr Strategy for Startup Companies - www.gadjian.comGadjian
Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization.
Created by: Afia Fitriati - Gadjian.com
The SWOT analysis is one of the best tools for shaping ideas, introducing innovations and evaluating the current status. The analysis is simple and everyone can use it within minutes. Even Human Resources can benefit from the proper usage of the SWOT analysis.
The analysis can help to design better HR Processes, introduce new HR Models and Concepts. Each HR Function should conduct the analysis before shaping project goals and aims.
The SWOT Analysis helps to identify strengths and opportunities within minutes. It helps to receive best ideas from all team members, who can assign priorities to each idea. They all select ideas, group them and they can introduce highly innovative solution. The innovative HR Management is a key success factor today.
Dave Ulrich HR Academy Detailed OverviewThe RBL Group
The Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
The modern organization faces many HR Challenges. The business is under a pressure to deliver more with less resources to stay competitive. Human Resources is a strategic business function, but it does not focus on the critical business issues to help unblock the potential to grow.
The modern Human Resources Management function needs to provide the business with the strategic HR answers to these issues. The modern people management builds a competitive advantage as the organization can outgrow competitors, and build a comfortable market share.
The HR Leader needs to focus on key HR Management areas that will help the organization deliver better business results every day.
Organization leaders judge HR strategic role NOT on be the basis of emotions or HR ACTIVITIES but by the IMPACT of their actions on the organization, which is always measured in tangible measureable terms.
In an increasingly competitive environment dominated by cost-cutting and budget justification, the role of HR is becoming more critical to the overall success of the organization. Currently, the workforce investments range from 20 to 50% of overall operating expense and consequently the Shareholders, Stakeholder, CEOs and CFOs all measure results. They are keen to have rigorous, logical, and principles-based framework for seeing the connections between human capital investments and organizational success.
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
Forget SAP, Oracle HR or PeopleSoft when choosing your new HR software. Modern HR IT solutions are not monolithic, they are web-based, offer HR self-service solutions for employees and managers.
They are cheaper to maintain and they have low implementation costs.
Think twice before selecting a new solution.
Frequently, a wide hole exists between the HR procedure of an association and what precisely is required by the business methodology on the HR front. Since the ability of the right demeanor and responsibility is needed to execute the technique, misalignment doesn't allow this reality to occur. The individuals who can impact the arrangement, regularly come way in front of others. Absence of viable Skills and Development. Associations hiring professionals with inconsistent degrees of abilities and ability is seen as another significant hindrance in adjusting the business and HR vital goal. In this unique situation, improper determination, recruiting, and preparing methodology leads towards helpless human asset advancement
Hr Strategy for Startup Companies - www.gadjian.comGadjian
Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization.
Created by: Afia Fitriati - Gadjian.com
The SWOT analysis is one of the best tools for shaping ideas, introducing innovations and evaluating the current status. The analysis is simple and everyone can use it within minutes. Even Human Resources can benefit from the proper usage of the SWOT analysis.
The analysis can help to design better HR Processes, introduce new HR Models and Concepts. Each HR Function should conduct the analysis before shaping project goals and aims.
The SWOT Analysis helps to identify strengths and opportunities within minutes. It helps to receive best ideas from all team members, who can assign priorities to each idea. They all select ideas, group them and they can introduce highly innovative solution. The innovative HR Management is a key success factor today.
Dave Ulrich HR Academy Detailed OverviewThe RBL Group
The Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
This session provides an insight into how the AUA’s CPD Framework can be applied to maximum effect at team level. You will have the opportunity to consider case studies and to share ideas, and practical tips and exercises for developing your team that you can adapt to suit your team’s needs.
Catapult shaped up into a full fledged, well-equipped, state-of-the art institute as a result of more than 30 years of cumulative experience and the involvement of professionals from all vertical of HR fraternity.
We are an end to end human resource solution provider.
In order to maintain our cutting edge, we as a policy hire only certified professionals with strong academic bent and comprehensive domain expertise.
We are an independent think tank providing end to end “innovative & cost effective” solutions to all the aspects of human resource.
At Catapult it’s a blend of Knowledge, Practice and Research.
We have been providing services across pan India for last five years and have offices in Pune, Delhi and Bokaro.
Ipdc training 2014 leadership training for managers and supervisorsBun Sucento
Indonesia Professional Development Center (IPDC) - a subsidiary of PT. IPDC Consulting & Advisory
IPDC was developed in 2000. Since then we grow becoming one of the leading and well-recognized training and people development firm in Indonesia. Presently, we are supported by dozens of experienced and skillful full-time staff to support our daily operation and more than 100 part-time experienced training facilitators and lead consultants. We are also supported by some of representatives staff at Bandung,, Jogyakarta and Denpasar.
At Indonesia Professional Development Center (IPDC), we offer over 350 different training programs year-round in each year. Individuals participating in these programs benefit from working with a cross-section of peers from different industries. They are also able to share common problems and experiences that enhance their learning and expand their know-how.
IPDC's programs are offered in various formats to suit individual schedules and needs, from intensive 2-4 day classroom sessions to a customized sessions. At IPDC, we believe that all learning should be of direct, practical business use, which is why we deliver everyday skills and processes that can be taken back to the workplace and applied immediately.
Contact Us at:
Rasuna Office Park 2/QO-08.
Jl. HR. Rasuna Said
Jakarta 12960 Indonesia
Ph (+6221) 8378 6465 ; 8378 6477 ; 8378 6389
Fax (+6221) 8378 6478
E-mail : training@ipdc.co.id; registration@ipdc.co.id
www.ipdc.co.id
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
Career Management and DevelopmentHRD and Career Deve.docxtidwellveronique
Career Management and Development
HRD and Career Development
Understanding employee careers
Influencing those careers
Changing KSAOs to reflect changes in environment
Assist employees in preparing for new work and enhance their employability
The “New Employment Relationship”
OLD
If competent and reliable, job for life
“Entitlement” mentality
Paternalistic companies
Loyalty expected up and down
NEW
No promise of
Survivability
Nonacquisition
Room for promotion
Job until retirement
Money for your pension
Undying loyalty up or down
Results of “New Relationship”
Individuals responsible for their own development
Must demonstrate value added to company
Must understand nature and nuances of business
Employers Should:
Provide opportunities for development
Allow for employee participation in
Decision making
Career management
Performance-based compensation
What is a “Career”?
The property of an organization or occupation
Progression and increasing success
Status of a profession
Involvement in one’s work
Stability of person’s work pattern
“Career” Defined
“The pattern of work-related experiences that span
the course of a person’s life.”
Includes objective and subjective views of work
Relationship of Career to Nonwork Activities
Must consider all of person’s skills, abilities, and interests
Also must look at family and societal influences
Career Development
“An ongoing process by which individuals
progress through a series of stages, each of
which can be characterized by relatively
unique set of issues, themes and tasks.”
Career Planning
A deliberate process of becoming aware of
Self
Opportunities
Constraints
Choices
Consequences
Identifying career-related goals
Working to attain career goals
Career Management
“Process of preparing, implementing and
monitoring career plans undertaken by the
individual alone or in concert with the
organization’s career systems.”
Stages of Life and Career Development
Stage of adult development. See views of
Erik Erickson
Daniel Levinson
Erikson’s Stages of Life
Basic trust vs. mistrust
Autonomy vs. shame and doubt
Initiative vs. guilt
Industry vs. inferiority
Identity vs. role confusion
Intimacy vs. isolation
Generativity vs. stagnation
Ego integrity vs. despair
(Study these in your text!)
Stage Views of Career Development
Traditional model of career development
Five stages in Greenhaus et al. model:
Preparation for Work (0–25)
Organizational Entry (18–25)
Early Career (25–40)
Midcareer (40–55)
Late Career (55–retirement)
Other Views of Career Development
Protean career – individuals must reinvent their careers over time (Hall & Mirvis)
Multiple career concept model:
Linear – steady movement up the hierarchy
Expert – devotion to expertise within an occupation
Spiral – periodic moves across related occupations
Transitory – frequent moves across different jobs or fields
Summary of Career Management Activities
Career exploration
Awa ...
College of Administrative and Financial SciencesAssign.docxmccormicknadine86
College of Administrative and Financial Sciences
Assignment 3- Strategic Management
(MGT 401)
Course Name: Strategic Management
Student’s Name:
Course Code: MGT 401
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions for the three assignments – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
· Students must mention question number clearly in their answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Assignment 3:
Part 3 of project & Discussion Questions
Learning outcomes:
1. Understand issues related to strategic competitive advantage in diversified organizations (Lo 2.2)
2. Gain insights into the strategy-making processes of different types of organizations ( Lo 1.7)
3. Identify appropriate strategies for different situations (Lo 3.1).
This assignment 3 includes two independent sections: section 1-complement of project & section 2- discussion questions.
Section 1 = Part 3 of project
Questions
Consider the same company ‘X’ that you have already used in assignment 1& 2 and answer the following questions.
1. Evaluate the performance of the main activity of your selected company (performance of principal product/service). What type(s) of criteria do you use to evaluate this performance?
2. What type(s) of control of employees and production processes is/are used by your selected company?
3. How does the corporation manage the environmental risks?
4. Evaluate the competitive advantage of the corporation on its market. Suggest some recommendations for the managers of your selected company to improve this competitive advantage.
End of the project
Section 2 = Discussion Questions.
Questions
Discuss the following questions:
1. Is the evaluation and control process appropriate for a corporation that emphasizes creativity? Are control and creativity compatible? Explain. - Max 300 words
2. How can corporate culture be changed? Give examples. Max 250 words
3. How is the cellular/modular structure different from the network structure? Give at least three differences. – Max 200 words
Answers:
PUBLIC
PUBLIC
PUBLIC
Weekly Lecture
Week 2 will focus on several is ...
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
HR Anexi is a strategic human capital consulting organization with a complete array of capabilities in talent assessment, organization development, employee engagement, HR outsourcing, research and survey. At HR Anexi, we believe that people are not just the biggest asset for any organization; they are the very asset creators! Successful organizations create a culture of engagement by empowering their employees, and forming meaningful communities around achieving objectives that drive and power businesses. Every activity we undertake or recommend to our clients is underpinned with our resolve of “Powering Organizations. Empowering People.”
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
2. “An HR University is fine on paper.
Just how practical is it…?”
- The HR Head of a manufacturing company.
3. “Don’t give me theoretical
concepts alone…
Can I upgrade my people to
be managers?”
- The CEO of a manufacturing company.
4. These questions, are what helped us create a
more complete and comprehensive format for
an HR University.
5. To us, it is about letting HR concepts,
take flight on practical industry wisdom.
6. So what makes us different?
We customize theoretical concepts and
practical wisdom to suit the HR needs of
that particular organisation.
7. And what can you expect out of
Kelsa HR University?
8. Learning modules that include both
written material and workshops for a year
Includes participative and experiential
workshops
Application of concepts to actual projects
within the organization
Measureable review with tests at
specified frequencies
9. How do we do it?
Initial assessment of candidates by Kelsa to
baseline capabilities.
WORKSHOPS
•Face to Face
workshops
•12-30 workshops
days in the year
depending on
orgn need
•10-15 modules to be
covered
LEVELS
Differentiated levels
of reading material
•Of complexity of
assignments
•Similar course
structure
DELIVERY
•Presentations
•Reading
material
•Case studies
•Quizzes
•Experiential
activities
•Assignments/
Projects
10. Levels
BASIC
•Focus on building foundation for HR
concepts
•Introduction to theory
•Understanding of how and why
policies are designed
•Understand inputs required for
training plans, manpower plans etc
•Awareness of linkages within
HR sub-systems
ADVANCED
•Focus on application of HR
concepts and theory
•Ability to understand and apply
policies and frameworks
•Develop ability to guide Basic
course participants
•Ability to see the linkages across
HR sub-systems and manage
stakeholder expectations
12. Why us?
We customise modules to suit your specific requirements
You get to choose Exercises/Projects relevant to
your organization
You can leverage technology as well as in-person
learning for maximum impact
Participants move seamlessly between theory and practice
We measure progress by baselining participants at the
beginning of the programme
13. “Why should we look outside when we need
Managers…why can’t we develop holistic HR
Managers with a complete experience of HR?”
– A leading manufacturing company with diversified interests.
Case Study
14. In just 6 months, things changed in the
company with Kelsa’s HR University.
It has given employees a greater
understanding of the other functions of HR
and preparedness to move across different
roles in HR.
It has gone a long way in establishing the
company as a learning organization and one
that nurtures talent.
15. We can make a difference to your
organisation too.
16. Call us : +99406 91136Call us : +99406 91136
Write to us:Write to us: tellmemore@kelsasolutions.comtellmemore@kelsasolutions.com
Visit us: www.kelsasolutions.comVisit us: www.kelsasolutions.com