It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
The FIRM & IBM : Rewriting the rules for the digital ageEmma Mirrington
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. Visit the Human Capital area of www.deloitte.com to learn more.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
The FIRM & IBM : Rewriting the rules for the digital ageEmma Mirrington
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. Visit the Human Capital area of www.deloitte.com to learn more.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
PWC Report on the Future of Work: Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. As generations collide, workforces become more diverse and people work longer; traditional career models may soon be a thing of the past. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
The spotlight is on the Chief HR Officer in 2016. Can you elevate HR above administrative task management to become a true strategic partner to the CEO?
How do you create an innovative HR operation that delivers exciting, consistently business-aligned results?
The Japan Talent Acquisition Report 2020 - Makana PartnersYan Sen Lu
The Japan Talent Acquisition Report includes a skills gap analysis, the compensation, experience, and age data for 135 bilingual TA professional, as well as, case studies and a roadmap to success. I hope this can be a useful resource for you should you be in search for your next TA leader, or if you're a TA leader in Japan looking to understand how to take your career to the next level. Thank you for reading and feel free to reach out should you be interested in learning more.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
PWC Report on the Future of Work: Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. As generations collide, workforces become more diverse and people work longer; traditional career models may soon be a thing of the past. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
The spotlight is on the Chief HR Officer in 2016. Can you elevate HR above administrative task management to become a true strategic partner to the CEO?
How do you create an innovative HR operation that delivers exciting, consistently business-aligned results?
The Japan Talent Acquisition Report 2020 - Makana PartnersYan Sen Lu
The Japan Talent Acquisition Report includes a skills gap analysis, the compensation, experience, and age data for 135 bilingual TA professional, as well as, case studies and a roadmap to success. I hope this can be a useful resource for you should you be in search for your next TA leader, or if you're a TA leader in Japan looking to understand how to take your career to the next level. Thank you for reading and feel free to reach out should you be interested in learning more.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
In recent years, newspaper headlines have been littered with the names of companies that needed to change quickly but failed. People, and their inability to anticipate change and respond effectively, were often at the heart of those failures. In this webcast, Stacia Garr will discuss how performance management can be used by HR leaders to enable managers and employees to make critical decisions about talent and to increase the organization’s and individual employees’ agility. Listeners will have the opportunity to come away with a better understanding of:
How job profiles and competencies can enable leaders to quickly align people when business goals change
How performance management and continuous feedback can help keep employees focused on the right work
How continuous learning and development can help employees anticipate future changes and respond efficiently and effectively
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
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.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Business is changing faster than it ever has before. To effectively support the business, HR needs to change, too. The one-size-fits-all HR mantra no longer works for all organizations. Many organizations need their HR to be far more flexible, with digital deeply embedded in the way it functions. Accenture has identified new, innovative HR operating models that create and sustain more flexible and integrated HR capabilities. Each model is designed to suit different strategies, cultures and types of workforces -- delivering a more flexible and strategically relevant HR.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Your HR Transformation Journey - EquinitiTahir Ditta
Whether you are yet to start your HR transformation journey, are part of the way through, or are reaching your conclusion there are pitfalls to watch out for and best practice to be followed. This showcase will help you present a business case to the board, manage an HR department through change and future proof your HR transformation.
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
Process or Practice led HR transformation: insights from trenches ......Browne & Mohan
HR transformation can be pursued by two broad approaches: process or practice. In process led HR transformation, the emphasis is to align the HR process to best-in class benchmark process. In practice led HR transformation the emphasis is on building HR process in an organic evolutionary way. In this presentation, Parjanya and Indu Priya share their insights on how companies can create HR transformation using the two approaches, the frameworks and difference in approaches and what considerations must be borne while choosing any one of these approaches.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
This is a survey course covering international business. Topics include globalization; cross-cultural business; politics, law and business ethics; economics and emerging markets; international trade; business-government trade relations; foreign direct investment (FDI); regional economic integration; international financial markets; international monetary system; international strategy and organization; analyzing international opportunities; selecting and managing entry modes; developing and marketing products; managing international operations; and hiring and managing employees.
Are we really able to change before we have to? This question is probably on many people’s minds as we confront more and more transformations and crises that have major impacts on the way we do business and, most important, on our everyday lives.
2022, challenges and opportunities for leadersAna Ber
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
Expand scope and partner closely with business - Chandan ChattarajAnil Kaushik
In spite of all uncertainties, turbulence and digitalization, basis of HR is not going to change wherein the HR has to engage, reward and retain employees.
6 best practices to get started on a digital HR strategyAbhishek Sood
40% of HR executives worldwide intend to replace their existing, on-premises HR system with a SaaS tool in the near future.
In this Forbes Insights research report, learn why many HR pros are focusing their vision on leveraging digital HR as a solution.
Discover:
What is driving digital transformation in HR
How digital HR is innovating HCM
12 benefits realized by leveraging digital HR
A tour of available digital HR technology
6 best practices to get your strategy started
HR Trends 2020 should be diverse. After all, it is all about employees or people. Diverse approaches can bring in little yet an impactful change in the day-to-day work of employees.
Read Blog: https://www.openhrms.com/blog/hr-trends-2020
Understand the complexities of human behaviour at workplace -Rahul NamjoshiAnil Kaushik
The biggest challenge for any HR professional in media/Radio industry in the near future will centre how they leverage the evolving world of technology and countless systems designed to improve efficiency and productivity, without losing sight of the humanity that enables people to thrive in their role.
This blog talks about ten frequently asked questions about reinventing the HR department in the 21st century to thrive in the modern business landscape.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Maßnahmen gegen den Fachkräftemangel in Europa in den Bereichen Mathematik, Informatik, Naturwissenschaft und Technik: Warum eine Strategie der Inklusion entscheidend ist.
Wenn wir den massiven Fachkräftemangel in den MINT-Berufen (Mathematik, Informatik, Naturwissenschaft und Technik) in Europa lindern wollen, müssen wir schleunigst damit beginnen, mehr Frauen einzustellen. Und wir müssen dabei an einem Strang ziehen. Zur Optimierung des MINT-Talentepools durch größere Diversität bedarf es jedoch mehr als nur ein wenig zusätzlicher Mühe bei der Personalanwerbung. Vor allem gilt es, ein Klima der Inklusion zu schaffen, das die Einstellung und Bindung von Frauen in der MINT-Branche begünstigt. Gleichzeitig müssen Unternehmen die Beseitigung von Vorurteilen und Barrieren zur Priorität erheben und zur Chefsache erklären; Führungskräfte müssen aktive Unterstützung leisten und institutionelle Verantwortung übernehmen. Des Weiteren ist es von wesentlicher Bedeutung, Frauen in diesen Berufen ein besseres Mentoring zu bieten und die Diversität weiter zu erhöhen. Denn es steht eine ganze Menge auf dem Spiel – und das betrifft nicht nur Ihr Unternehmen, sondern die Zukunft der Branche in ganz Europa.
Als Pionier auf dem Gebiet der Personaldienstleistungen und der Erforschung von Arbeitnehmervorlieben bietet Kelly Services eine umfassende Analyse, die verdeutlicht, weshalb es so wichtig ist, gegen die Unterrepräsentation von Frauen in Europas MINT-Branche anzugehen. Dabei untersuchen wir auch, welche Faktoren Unternehmen berücksichtigen müssen, um diese Spezialistinnen langfristig zu binden.
Neben der Analyse von Arbeitnehmervorlieben und psychographischen Einblicken auf Grundlage der Umfrageergebnisse aus dem Kelly Global Workforce Index von 2014 und 2015 werden in diesem Bericht auch Erkenntnisse aus der Kelly Free Agent Research-Studie von 2015 und sekundären Quellen berücksichtigt. Sofern nicht anders angegeben, stammen alle Statistiken aus aktuellen Arbeitsmarktstudien von Kelly.
The Kelly Global Workforce Index (KGWI) is an annual global survey that is the largest study of its kind. In 2015, Kelly collected feedback from 164,000 workers across 28 countries across the Americas, EMEA, and APAC regions and a multitude of industries and occupations.
This study is taking a high level look at:
- Work-Life Design as it pertains to the global worker today.
- Women in STEM Talent Gap - a study that at the gap of women talent in STEM – Science, Technology, Engineering and Math – fields.
- Career Management – specifically the emerging trend of do-it-yourself (“DIY”) career development – as it pertains to the global worker seeking to be as resilient as possible in today’s uncertain environment
- Collaborative Work Environment as it pertains to the global worker today.
Here is our second global report on the topic Women in STEM.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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2. introduction
The present moment in global
business and commerce is marked by
proliferating invention coupled with
the innate human desire to connect.
/02
3. introduction
Technology has burrowed into every aspect of personal communication and professional
performance. Workers and customers have more mobility and fewer temporal and geographic
barriers. Professional expression has more social qualities that bring workers together over ideas.
Technology not only makes it possible for everyone to compute, it now connects people without
the limits of time, place and culture.
More and more, work is a means of personal satisfaction in every field. Some workers can see
fulfillment, not just compensation and security, within their career trajectories. This is happening at
all levels of experience.
Yet not every company has adjusted to this significant development, only companies that have
shifted their mindsets about the role of the workforce in customer relationships. Only the
companies that harness technology to equip people have made the leap.
Companies must transform into structures that use technology to connect workers with each other
and their customers seamlessly.
Human Resources has matured from its early days as “Personnel” to a robust corporate function.
HR, however, is usually not perceived as a force for innovation in business, much less instrumental
in connecting the company to its markets through the company’s workforce.
/03
4. introduction
/04
HR’s progression through the decades can be measured in the effective deployment of mechanical
tools and industrial psychology, not in guiding companies to reach beyond automation and
convenient categorization of worker skills and potential. Outside the FORTUNE 200 companies,
where HR chiefs have ready access to their CEOs and perform as strategists, most HR departments
continue to be consumed with compliance issues that began escalating in 2007 and 2008. Their
scope has been defined by regulation and enforcement, not strategy and vision. These HR
teams tend to be small, yet even their C-suites recognize that talent management is becoming as
pressing an issue as competition. The adoption of emerging talent management technology is,
therefore, a thorny topic. Early adoption of such technology is perceived as risky when budgets
are tight and HR is in response mode.
HR must change its own structure and orientation to become a force for corporate transformation.
People are ready to manage their own careers. They are even open to contract employment and
consider it as steady a resource as conventional employment. Social technology has broadened
the experience of workers, introducing them to the idea that they are more than what they can
produce: each worker owns a collection of skills and experiences that constitutes talent – talent
that they can choose to make available to the right employer at the right time.
It’s time for HR to step
up – to introduce and
lead the enterprise
to the value of talent
management.
It’s time for HR to
revolutionize its role.
6. understand how hr got here and where it needs to go
/06
FROM PERSONNEL TO TALENT:
The ages of HR
1950s:
1960s-70s:
1980s:
1990s:
2000s:
2010+:
military
techniques
industrial
psychology
and behavioral
theory
organizational
dynamics
hand-in-hand
with legal
departments
hand-in-hand
with financial
functions
deployment of social
technology that enables
continuous, deep
communication; boundary-less
collaboration; and immediate
performance measurement,
management and feedback
7. understand how hr got here and where it needs to go
Mid-20th century HR functions borrowed management techniques
from the military establishment. To this day, HR is frequently seen
as employing rigid structures and narrow definitions – less the
generals/strategists and more the lieutenants/managers in any
given business scenario.
In the late 20th century, employee-versus-employer legal action became commonplace;
fear of litigation and damage to reputation meant that HR’s chief partner in managing the
administration of policy was the legal department.
Later, in the first decade of the 21st century, HR met new expectations. Chief financial officers
and their teams put entire organizations under the microscope, emphasizing regulatory
compliance and money-saving technology. Any dream of becoming a strategic partner to
C-level functions seemed remote to HR teams stretched by depleted budgets and changing
formats for insurance, retirement and compensation programs.
Today, as business technology itself becomes more social and enjoys shorter development
times, two factors are changing management-worker relationships in landmark ways.
/07
8. understand how hr got here and where it needs to go
First, technology platforms for customer and supplier management are adding features for
internal collaboration and communication – linking real-time evaluation of customer and
supplier data with specific company-customer interactions. Game-like programs that share
results, acknowledge success or failure and measure improvement are enriching employee
performance records. They are replacing the traditional employee file. Management and HR
experts predict the demise of the annual performance review and herald the era of real-time
360 degree feedback.
Second, outsourcing is less controversial. What began as salary arbitrage – fueled by cheaper
skills made readily available through technology – is now skills arbitrage. While outsourcing
remains a clear path to reducing the cost of employment, it is also emerging as a way to find
the best people to employ – wherever they are, inside and outside the organization.
The escalating cost of employment is a primary factor of contemporary layoffs. Workers are
tired of it, so freelancing and contract employment have become appealing options. As more
workers choose this route, the benefit to companies is access to a talent pool that, managed
well, can strengthen a company’s products and services. Companies benefit from the flexibility
to retain pertinent skills when and where they are needed, over shorter periods of time.
/08
9. understand how hr got here and where it needs to go
As workers learn how to manage their time independently while they acquire new skills, they
will look for employers who know how to use their talent – and who have the systems to enable
these workers to focus on their work and not the administration of it.
To succeed, however, companies must make it a priority to leverage worker knowledge in
setting strategy and promoting market value. They must bring workers to the center of every
business model – by assessing and deploying the value of workers’ knowledge as well as their
productivity levels. HR can be the leader in this regard.
Be the function that interprets the impact of technological
advances on workers. Be the champion of transformation, to
breathe excitement into strategy and to make it real for workers.
Technology has become both sophisticated and friendly. Workers
are open to new formats of employment. These factors generate
a new, pressing imperative for HR to define how companies
and workers collaborate around market opportunity.
/9
11. understand how hr got here and where it needs to go
/11
Rogers’ innovation
diffusion curve
2.5%
Innovators
13.5%
34%
34%
16%
Early adopters
Early majority
Late majority
Laggards
Rogers’ Diffusion of Innovations model. DIFFUSION OF INNOVATIONS, 5th EDITION, Everett M. Rogers, Free Press, copyright 2003
12. Reengineer or face mutation
Everett M. Rogers introduced his “diffusion of innovations” model in
1962. Clearly in use since well before mobile communication tools
much less the personal computer, the model remains relevant for
understanding how people adopt new technologies.
Processes, not just hardware and software, fall into the category of technologies. It can be
chaotic to introduce change to any established corporate technology, and HR has often played
the role of traffic cop. This is essential, and many HR functions will be comfortable playing this
role in the future.
The difference today is, the technology traffic cop is not a management position. Therefore,
HR professionals who believe that talent orchestration is a strategic exercise and that HR is the
logical owner of workforce strategies must now organize their functions around these beliefs.
The current diminished investment in HR makes for a rocky path. Any talk of strategy setting is
often just a source of aggravation to HR and to the C suite. Yet the senior executives who rely
on HR for everything from enforcement to advice are ready for more from HR.
/12
13. Reengineer or face mutation
The Rogers model sets a path for HR to make its own transition from brawn to brain – even
just as a tool to define a workable pace of change in company technologies. By identifying
the company’s innovators and early adopters, HR changes not just its focus; HR leads fellow
executives to the realization that getting ahead of coming change is possible and manageable.
HR also confirms that its role is to enable and manage transformation in the workforce,
maximizing talent and leveraging it.
Just by enabling innovators and early adopters, HR can create success stories on an incremental
basis, inspiring others to make the changes that are crucial to large-scale transformation.
Perhaps most important for the HR teams that want a broader, more influential role centered
in talent management, stepping into innovation and early adoption demonstrates that HR can
expand its portfolio to include leading as well as administrating.
Up the ante. Companies will have no problem incorporating the
new talent management imperative within another functional
area, especially if a function other than HR makes its presence
known as a risk taking, big thinking, contributing talent strategist.
Set the agenda. Calibrate the company’s endorsement and
adoption of any change and watch HR’s portfolio expand.
/13
15. Act technologically, not technically
Only 21 percent of the more than 10,000 global organizations in
operation today have recently adopted new technology programs for
HR, according to CedarCrestone. Yet 97 percent of these companies
have been using administrative software for decades. The adoption
gap is about the same for medium and small companies.
In general, the fastest growing technology development in HR seems to be in platforms for
talent management, performance management, rewards and recognition, and social and mobile.
People use social media in their private lives, so they are comfortable using social tools at work.
As a result, enterprise software companies are rushing to make their platforms more social.
Not every tool is appropriate for every organization. Hyper-social or informal-feeling interfaces
probably won’t work in more formal organizations, for example. However, personalizing
technology platforms for company environments and worker groups helps to speed adoption and
assure the capture of information workers and management actually can use.
In the end, technology has to make sense for the work; otherwise, it runs the risk of alienating
people and disconnecting them from the business model and customers.
/15
16. Act technologically, not technically
If HR does not manage the company’s acquisition of technology tools for communication and
performance, it is now time to take up this responsibility. Besides being inviting and easy to
learn and use, these particular tools can support the communication dynamic and meet goals
for information gathering and management while reducing cost.
HR is in the best position to make these judgments, but the function must be conversant in the
technology and prepared to work closely with the Information Technology function.
Be hip to the hype. Know when a technology is at the height
of the hype cycle and when it is actually getting adopted.
Just because a new technology is getting attention does
not mean it will work in every company. This distinction is
invaluable to C-level decision makers in the areas of strategy,
investment, technology acquisition and cost management.
/16
18. understand how hr got here and where it needs to go
Unconscious
incompetence
Unconscious
competence
You are unaware of the skill
and your lack of proficiency
Performing the skill
becomes automatic
Conscious
incompetence
Conscious
competence
You are aware of the skill
but are not yet proficient
You are able to use the
skill, but only with effort
Source: http://www.writing-skills.com/insights-from-psychology/make-good-writing-second-nature/
/18
19. Train for change and become a talent center
Since the mid 20th century, technology has reduced the time it
takes to perform administrative tasks. Systems process data faster
and across multiple filters, yielding information that once took
years to produce.
Today, social technology already has changed the nature of how companies relate to markets,
and it has influenced not just how companies find workers but how they define jobs and roles.
Broadcast and command-and-control practices have ceded ground to engagement and
participatory management.
For workers, this means more comfort with collaborating, speaking up, and owning results, not
just processes. For management, while there is still the need for order and protection, there is a
greater understanding of the positive aspects of self-assured, assertive workers.
Corporate structures will change in the first half of this century – not just to accommodate
even higher transaction and production speeds but to make way for leaders who welcome
engagement in the company’s story, from workers as well as customers. In fact, these leaders
will want and need workers who show and tell the story deftly, leveraging social technology to
connect the company and the marketplace.
/19
20. Train for change and become a talent center
Internal communication programs will be a help in this regard. In fact, a longstanding priority
on internal communication is a primary accomplishment of the typical modern Human
Resources function. A core component of change management initiatives, communication
strategy became a point of emphasis beyond one-time programs. It is an important tool in
helping workers understand the market reasons for change and how new technology helps a
company to survive.
The problem is, communication is no substitute for training.
First, training is a point of differentiation for talent stars seeking work that promises fulfillment
and greater market value. Second, the pace of technology development means that training is
incentive for experienced workers to make the emotional leap required to change and preserve
their relevance.
From the organization’s standpoint, there are three things to consider in helping people learn
and change: worker knowledge and how to use it; the location of worker knowledge and where
to deploy it; and the preservation of knowledge during and after a worker’s tenure.
/20
21. Train for change and become a talent center
HR can now, using big data, connect the dots between how workers learn, how workers
perform, knowledge retention, talent retention, customer satisfaction and market traction.
However, understanding how people learn – and making room for the process to flourish –
is a key success factor in associating a company’s knowledge base with talent.
Noel Burch of Gordon Training International categorized four stages of learning any skill,
the flow of which is usually depicted in a matrix. To reach unconscious competence, the
most comfortable stage for workers and the most productive for management, a person’s
performance has to be automatic – performed easily and often quickly. A skill has been
mastered. The worker has progressed from a raw state of unawareness and no proficiency,
through accepting the need for a skill, then the process of mastering a skill, to mastery.
In Burch’s model, the introduction of new technology means the company is taking workers
who are unconsciously competent back to a state of conscious incompetence. This is not
a problem for workers who like change; they will embrace new roles and welcome the
development of new skills.
For others, introducing technology that disrupts their status quo can be traumatic.
They also might be resentful, having expected to spend the majority of their careers in a
steady flow based upon skills they worked hard to acquire. Others may feel a new technology
is unnecessary.
/21
22. Train for change and become a talent center
One or all of these factors can impede change, and constant communication is not enough.
It may also be a source of aggravation for the workers who believe they are being sold a bill
of goods. Only planned, sustained training initiatives – programs that bolster skill, a sense of
accomplishment, and a measurable increase in worker value, to the company and to the market
– will equip and inspire skeptical, resistant workers to begin a new learning curve.
Fortify training. Recast its purpose as uncovering, honing and
promoting talent. Beyond acculturating employees in the company
way, empower workers to build knowledge that will serve them,
customers and the company. Emphasize learning. Define what your
company means by competence. Promote worker talent as a central
chapter in the company’s story. Achieve authentic transformation by
making training the linchpin of every change management initiative.
/22
23. /23
HR’s new charter: Analyze fearlessly, interpret openly, strategize boldly
Pre- 2008
Post 2008
Implication
Better chance of
budgeting flexibility
Doing more with less
Meet administrative expectations but don’t make them the primary focus of
HR’s mission
Operating from a central
organizational hub
Operating globally in whatever the company’s
territory, on the ground and locally
Develop a process for global participation in establishing and executing standard
practices and procedures
Defining company culture
from the top down
Welcoming new and diverse perspectives
that enrich existing traditions and protocol
Create instances and case studies that show how worker talent is the source of
new ideas that are part of the company’s story
Compensation
Reward
Evaluate and adjust packages constantly and help employees understand how
any bonus or sacrifice ties to their long-term goals
“People are our most important asset.”
“Relationships with our people
shape our products, services and
customer relationships.”
Make the company’s talent profile the hub of HR’s functional activity;
use it to inspire and to check administrative policies as well as acquisition
and retention plans
Communication
and training
Training and communication
Train workers to acquire new skills with confidence and weather the increasing
amount of change in their jobs
Compliance
Influence
Watch and address risk 24/7 but look for talent that puts the company in a position
of strength
Follower of emerging technology
for HR administration
Champion of emerging technology
for talent management
Move beyond automating administrative tasks and avoiding risk to become an early
adopter of technology; enable HR teams to capture big data, interpret the impact of
talent trends and provide rich advice
Human Resources
Talent Management
Elevate the talent plan to business strategy status, not as an appendix to the
company’s business plan – or be content with playing a supporting role