Discusses the business case, ROI and best practices for employee portal implementation. Addresses key success factors including organizational change management, governance and roles.
Changing HR Portals to People Portals: Energize, Engage and Enable Your Emplo...Elizabeth Lupfer
The document discusses the importance of people portals (also called intranets) in organizations. It argues that people portals should be relevant to employees by organizing content around the employee lifecycle. They should also be interactive to facilitate collaboration, accessible across devices to support mobility and remote work, and distinctive by customizing content and tools to individual roles and needs. When designed this way around enabling, engaging and energizing employees, the document cites research finding people portals can increase productivity, improve employee engagement, and realize other benefits for both employees and organizational goals.
Lanteria HRIS is a SharePoint based solution that facilitates the CORE HR processes in a company.
The areas covered are:
• Organizational Structure & Employee Database
• HR processes and documents
• Absences and Time-Sheets
• Recruiting & Applicant Self-Service
• Compensation & Benefits
The solution is available for SharePoint 2010\2013 in both the on-premise and hosted versions. Lanteria HRMS can be integrated with other systems.
www.lanteria.com
https://www.youtube.com/watch?v=O48m59sXCOc
The document describes an HR portal that provides employees, new hires, recruits, and retirees access to important HR information and services. The portal offers sections for benefits, career opportunities, policies, training, and other resources. It allows employees to manage their benefits and information, conduct surveys, view pay statements, and submit expense claims. HR staff can upload documents, send communications, and manage administrative functions and user permissions through the portal. The portal provides a centralized system to disseminate information and conduct HR activities efficiently.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
Afterhire is a powerful employee onboarding software that helps you automate * ANY * onboarding process regardless of how complex it is.
Using the workflow builder, you can stitch together an onboarding flow that meets your business needs.
The embedded form builder allows you to capture custom fields that your business works and helps you create dynamic online forms that can be used at any point of the process.
Tools like email templates and user permissions help you setup the right experience for all your incoming new hires and employees.
Employee onboarding is crucial as it directly correlates with employee retention, happiness and productivity. Afterhire can set your HR free by automating the manual coordination process and empower them with a clean dashboard showing how every new hire is progressing with their onboarding.
The document discusses various aspects of career management and planning. It covers topics such as:
- Career management being a lifelong process that facilitates transition from childhood through stages of education, skills development, networking, and obtaining jobs.
- Common myths around career choice and the importance of self-assessment from an early age.
- Steps in career planning including developing skills at primary, secondary, and preparatory education stages.
- Factors to consider when choosing a career path and finding desired jobs based on interests, abilities, and personal research.
- Skills needed for career success such as communication, teamwork, and continuous learning.
The document provides an overview of key elements to manage one's
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
Changing HR Portals to People Portals: Energize, Engage and Enable Your Emplo...Elizabeth Lupfer
The document discusses the importance of people portals (also called intranets) in organizations. It argues that people portals should be relevant to employees by organizing content around the employee lifecycle. They should also be interactive to facilitate collaboration, accessible across devices to support mobility and remote work, and distinctive by customizing content and tools to individual roles and needs. When designed this way around enabling, engaging and energizing employees, the document cites research finding people portals can increase productivity, improve employee engagement, and realize other benefits for both employees and organizational goals.
Lanteria HRIS is a SharePoint based solution that facilitates the CORE HR processes in a company.
The areas covered are:
• Organizational Structure & Employee Database
• HR processes and documents
• Absences and Time-Sheets
• Recruiting & Applicant Self-Service
• Compensation & Benefits
The solution is available for SharePoint 2010\2013 in both the on-premise and hosted versions. Lanteria HRMS can be integrated with other systems.
www.lanteria.com
https://www.youtube.com/watch?v=O48m59sXCOc
The document describes an HR portal that provides employees, new hires, recruits, and retirees access to important HR information and services. The portal offers sections for benefits, career opportunities, policies, training, and other resources. It allows employees to manage their benefits and information, conduct surveys, view pay statements, and submit expense claims. HR staff can upload documents, send communications, and manage administrative functions and user permissions through the portal. The portal provides a centralized system to disseminate information and conduct HR activities efficiently.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
Afterhire is a powerful employee onboarding software that helps you automate * ANY * onboarding process regardless of how complex it is.
Using the workflow builder, you can stitch together an onboarding flow that meets your business needs.
The embedded form builder allows you to capture custom fields that your business works and helps you create dynamic online forms that can be used at any point of the process.
Tools like email templates and user permissions help you setup the right experience for all your incoming new hires and employees.
Employee onboarding is crucial as it directly correlates with employee retention, happiness and productivity. Afterhire can set your HR free by automating the manual coordination process and empower them with a clean dashboard showing how every new hire is progressing with their onboarding.
The document discusses various aspects of career management and planning. It covers topics such as:
- Career management being a lifelong process that facilitates transition from childhood through stages of education, skills development, networking, and obtaining jobs.
- Common myths around career choice and the importance of self-assessment from an early age.
- Steps in career planning including developing skills at primary, secondary, and preparatory education stages.
- Factors to consider when choosing a career path and finding desired jobs based on interests, abilities, and personal research.
- Skills needed for career success such as communication, teamwork, and continuous learning.
The document provides an overview of key elements to manage one's
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
Engelstalige essay over HR in 2017.
Deze essay was deelname aan de NVP International Future HR-Award 2003 en bekroond met de eerste prijs!
1e plaats: HR in 2017, Espace-transformation-a future HR-essay
De bijdrage van Mark van den Broek, HR Development Directeur bij FCI, getuigt van een integrale zakelijke visie op de toekomst van de HR-professie. Zijn essay bevat een heldere probleemanalyse en toont een duidelijke link met de actuele en toekomstige HR beleidsdoelstellingen. Zijn bijdrage onderscheidt zich door een creatieve, soms gedurfde toepassing van huidige en/of nieuwe HRM-instrumenten, -methodieken en/of denkwijzen. Zijn bijdrage is verzorgd, prettig leesbaar, degelijk, compleet en zet de lezer aan tot denken.
Cordis myHR streamlines HR processes, ensures process consistency, reduces admin, and brings the business users into HR processes at the appropriate point.
This document discusses career management in three parts. It first defines key terms like career, career planning, and development. It then outlines the traditional stages of a career from exploration to decline. Finally, it discusses the roles and responsibilities of individuals, managers, and organizations in career development and planning. The key roles include assessing interests, setting goals, providing feedback and opportunities for growth, and supporting employees' development plans. Overall, the document provides an overview of concepts and best practices for managing careers at both the individual and organizational level.
The document provides guidance on building an effective human resources management system for social innovators. It recommends a 4-step approach:
1. Workforce planning and recruiting through analyzing headcount needs, required skills, and onboarding talents.
2. Employee retention by understanding what motivates employees and providing the right compensation and career paths.
3. Responding to turnover by conducting exit interviews to understand reasons for leaving and developing action plans.
4. Continuous alignment of employees to organizational objectives through engagement and reminders of their role in achieving goals.
The summary outlines the 4-step process and emphasizes that talents need to flow smoothly into and out of dynamic organizations.
The document outlines the strategy for internal communications, media relations, social media, and vendor management for the HR department over the next quarter. The objectives are to ingrain the organization's values and culture, elicit desired employee behaviors, enhance the employer brand, and manage vendors. For internal communications, the plan is to facilitate new hire onboarding, communicate organizational goals, and encourage innovation through events. Media relations will feature the organization as a top employer and share thought leadership. Social media will increase awareness of policies and encourage participation. Vendor management will set KPIs and review performance against cost, quality and timelines.
This document discusses the emergence of the employee experience platform (EXP) market. It begins by examining the increasing complexity faced by employees from numerous technologies, messages, and long work hours. Despite these tools, productivity is barely increasing. EXPs aim to provide a single integrated platform for employees to manage all work-related tasks, HR requirements, and job transitions. It discusses key capabilities of EXPs like being easy to use, supporting different employee journeys, tracking interactions, and providing analytics. The document also provides an example of Dell using an EXP to help integrate its workforce after acquiring EMC.
Virtual organizations are changing how HR operates due to factors like rapid technological changes, globalization, and talent shortages. HR trends in virtual organizations include short-term jobs requiring employees who are self-guided, knowledgeable about procedures, effective communicators, and adaptable. Selecting the right employees is crucial, as they must be able to work effectively in a virtual setting. Successful virtual teams can increase productivity if HR ensures members and leaders are properly selected and trained to work together remotely.
Embedding Employee Engagement throughout the Employee LifecycleElizabeth Lupfer
I recently presented at Ragan Communications conference on how communications can effect employee engagement. My presentation was a 2-hour workshop on how communications plays a key role in helping the organization shift to today's new work environment and how employee engagement initiatives can be more thoughtfully and strategically embedded throughout the organization by using the employee lifecycle as a framework. This also demonstrates four key principles for consistently applying employee engagement: adaptability, relevancy, sustainability and execution.
How Employee Lifecycle Management Will Impact the Growth of Your BusinessAPS
This document discusses employee lifecycle management and how optimizing key processes can impact business growth. It defines employee lifecycle management as the tools and processes that support an employee's journey, from hiring to retirement. The presentation reviews important components like onboarding, benefits administration, and performance management. It also discusses challenges like barriers to change and how focusing on employee experience, getting leadership buy-in, using technology, and gathering feedback can help improve processes. The presentation emphasizes having a structured approach and balanced focus across the entire employee lifecycle.
Is your employee onboarding process filled with paper and inefficiency? Do your new hires feel like they have taken a step back in time? Engage your employee earlier, retain them longer, and increase productivity by using CovertHR for your employee onboarding needs.
How to Measure Experience Across the Employee LifecycleQualtrics
Benjamin Granger presented on how to measure across the employee lifecycle using surveys. He discussed administering surveys at different stages, including candidate reaction surveys, onboarding surveys, post-training evaluations, and exit surveys. These surveys can provide insights to improve processes like attracting and selecting candidates, onboarding new hires, developing employees, and reducing turnover. Granger provided best practices for each type of survey, such as timing, confidentiality, and tailoring questions. He emphasized connecting survey insights from different stages to better understand employee experiences and relationships over time.
This document discusses strategies for managing one's career over their lifetime. It outlines the typical stages of a career from exploration to decline. It also describes Holland's vocational preference model and provides tips for career success, including finding a mentor, developing skills and networks, supporting one's boss, gaining control of resources, and staying visible. The key strategies emphasized are selecting jobs judiciously, doing good work, presenting the right image, learning power structures, staying mobile between roles and organizations, thinking laterally, and participating in internships.
Emphasis on the importance of human resource planning early on in the start-up process by looking at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
This internship with Pilot Flying J's Human Resource department provided exposure to various areas of the company over 10 weeks. The objectives included shadowing leaders in the Learning and Development department, creating an online learning module in Adobe Connect, and conducting a group project to improve customer obsession. Time was spent assisting different departments including Marketing, Food Service, and Finance. The internship experience enhanced the intern's knowledge of human resource functions like training implementation and organizational development.
The document discusses onboarding, career paths, dual career paths, and characteristics of effective career paths. Onboarding introduces new managers to their work and company culture. Career paths involve progressing through similar job positions. Dual career paths allow employees to remain technical or move into management. Effective career paths offer comparable pay and status for technical and managerial work, and allow individual contributors to choose and assess their preferred path.
Review of IBM strategic on-boarding program, Succeeding@IBM. This is real world best practice made possible by a strategic partnership across HR, IT, and LOB and shift in focus from HR Processes to Employee Experiences.
This document provides an overview of talent management strategies for small businesses. It discusses the benefits of talent management, which include aligning employees with goals, improving communication, recognizing performance, and providing development opportunities. It then offers specific strategies for small businesses to attract, engage, and retain top talent, including building an internal and external brand, effective recruiting, performance management, learning and development, and succession planning. The presentation emphasizes that talent management is just as important for small businesses as it is for large companies.
This document discusses HR transformation from a traditional personnel function to a strategic partner. It provides definitions of HRM and the traditional personnel function. The desired outcomes of HR transformation are to develop top capabilities like talent management, speed, accountability and strategic unity. The document outlines the core HRM functions like planning, recruitment, training and development, performance management and the HR organization. It includes a reflection on the importance of people in organizations and an HR transformation plan.
The document outlines a communications plan for Temple University Health System (TUHS) which is transitioning its in-house laboratory services to a partnership with a commercial lab. The plan includes announcing the change, providing updates throughout the process, and generating feedback. It identifies stakeholders, establishes four phases of communication, and utilizes various channels like meetings, surveys, and an intranet site. The objectives are to lower costs, speed up lab tests, redeploy space, and share best practices. Feedback will evaluate the change's effectiveness and impact on the organizational transition.
How content strategy supports communications strategy, by Diana RailtonDRCC
The document discusses how content strategy supports communications strategy. It argues that communications professionals are redefining their roles to incorporate more integrated and collaborative approaches. Content strategy must be fully integrated into communications strategy to help organizations effectively share messages and achieve measurable business goals. The document also outlines key elements that should be included in communications strategies, such as objectives, targeted channels, tactics, and metrics for evaluation.
Engelstalige essay over HR in 2017.
Deze essay was deelname aan de NVP International Future HR-Award 2003 en bekroond met de eerste prijs!
1e plaats: HR in 2017, Espace-transformation-a future HR-essay
De bijdrage van Mark van den Broek, HR Development Directeur bij FCI, getuigt van een integrale zakelijke visie op de toekomst van de HR-professie. Zijn essay bevat een heldere probleemanalyse en toont een duidelijke link met de actuele en toekomstige HR beleidsdoelstellingen. Zijn bijdrage onderscheidt zich door een creatieve, soms gedurfde toepassing van huidige en/of nieuwe HRM-instrumenten, -methodieken en/of denkwijzen. Zijn bijdrage is verzorgd, prettig leesbaar, degelijk, compleet en zet de lezer aan tot denken.
Cordis myHR streamlines HR processes, ensures process consistency, reduces admin, and brings the business users into HR processes at the appropriate point.
This document discusses career management in three parts. It first defines key terms like career, career planning, and development. It then outlines the traditional stages of a career from exploration to decline. Finally, it discusses the roles and responsibilities of individuals, managers, and organizations in career development and planning. The key roles include assessing interests, setting goals, providing feedback and opportunities for growth, and supporting employees' development plans. Overall, the document provides an overview of concepts and best practices for managing careers at both the individual and organizational level.
The document provides guidance on building an effective human resources management system for social innovators. It recommends a 4-step approach:
1. Workforce planning and recruiting through analyzing headcount needs, required skills, and onboarding talents.
2. Employee retention by understanding what motivates employees and providing the right compensation and career paths.
3. Responding to turnover by conducting exit interviews to understand reasons for leaving and developing action plans.
4. Continuous alignment of employees to organizational objectives through engagement and reminders of their role in achieving goals.
The summary outlines the 4-step process and emphasizes that talents need to flow smoothly into and out of dynamic organizations.
The document outlines the strategy for internal communications, media relations, social media, and vendor management for the HR department over the next quarter. The objectives are to ingrain the organization's values and culture, elicit desired employee behaviors, enhance the employer brand, and manage vendors. For internal communications, the plan is to facilitate new hire onboarding, communicate organizational goals, and encourage innovation through events. Media relations will feature the organization as a top employer and share thought leadership. Social media will increase awareness of policies and encourage participation. Vendor management will set KPIs and review performance against cost, quality and timelines.
This document discusses the emergence of the employee experience platform (EXP) market. It begins by examining the increasing complexity faced by employees from numerous technologies, messages, and long work hours. Despite these tools, productivity is barely increasing. EXPs aim to provide a single integrated platform for employees to manage all work-related tasks, HR requirements, and job transitions. It discusses key capabilities of EXPs like being easy to use, supporting different employee journeys, tracking interactions, and providing analytics. The document also provides an example of Dell using an EXP to help integrate its workforce after acquiring EMC.
Virtual organizations are changing how HR operates due to factors like rapid technological changes, globalization, and talent shortages. HR trends in virtual organizations include short-term jobs requiring employees who are self-guided, knowledgeable about procedures, effective communicators, and adaptable. Selecting the right employees is crucial, as they must be able to work effectively in a virtual setting. Successful virtual teams can increase productivity if HR ensures members and leaders are properly selected and trained to work together remotely.
Embedding Employee Engagement throughout the Employee LifecycleElizabeth Lupfer
I recently presented at Ragan Communications conference on how communications can effect employee engagement. My presentation was a 2-hour workshop on how communications plays a key role in helping the organization shift to today's new work environment and how employee engagement initiatives can be more thoughtfully and strategically embedded throughout the organization by using the employee lifecycle as a framework. This also demonstrates four key principles for consistently applying employee engagement: adaptability, relevancy, sustainability and execution.
How Employee Lifecycle Management Will Impact the Growth of Your BusinessAPS
This document discusses employee lifecycle management and how optimizing key processes can impact business growth. It defines employee lifecycle management as the tools and processes that support an employee's journey, from hiring to retirement. The presentation reviews important components like onboarding, benefits administration, and performance management. It also discusses challenges like barriers to change and how focusing on employee experience, getting leadership buy-in, using technology, and gathering feedback can help improve processes. The presentation emphasizes having a structured approach and balanced focus across the entire employee lifecycle.
Is your employee onboarding process filled with paper and inefficiency? Do your new hires feel like they have taken a step back in time? Engage your employee earlier, retain them longer, and increase productivity by using CovertHR for your employee onboarding needs.
How to Measure Experience Across the Employee LifecycleQualtrics
Benjamin Granger presented on how to measure across the employee lifecycle using surveys. He discussed administering surveys at different stages, including candidate reaction surveys, onboarding surveys, post-training evaluations, and exit surveys. These surveys can provide insights to improve processes like attracting and selecting candidates, onboarding new hires, developing employees, and reducing turnover. Granger provided best practices for each type of survey, such as timing, confidentiality, and tailoring questions. He emphasized connecting survey insights from different stages to better understand employee experiences and relationships over time.
This document discusses strategies for managing one's career over their lifetime. It outlines the typical stages of a career from exploration to decline. It also describes Holland's vocational preference model and provides tips for career success, including finding a mentor, developing skills and networks, supporting one's boss, gaining control of resources, and staying visible. The key strategies emphasized are selecting jobs judiciously, doing good work, presenting the right image, learning power structures, staying mobile between roles and organizations, thinking laterally, and participating in internships.
Emphasis on the importance of human resource planning early on in the start-up process by looking at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
This internship with Pilot Flying J's Human Resource department provided exposure to various areas of the company over 10 weeks. The objectives included shadowing leaders in the Learning and Development department, creating an online learning module in Adobe Connect, and conducting a group project to improve customer obsession. Time was spent assisting different departments including Marketing, Food Service, and Finance. The internship experience enhanced the intern's knowledge of human resource functions like training implementation and organizational development.
The document discusses onboarding, career paths, dual career paths, and characteristics of effective career paths. Onboarding introduces new managers to their work and company culture. Career paths involve progressing through similar job positions. Dual career paths allow employees to remain technical or move into management. Effective career paths offer comparable pay and status for technical and managerial work, and allow individual contributors to choose and assess their preferred path.
Review of IBM strategic on-boarding program, Succeeding@IBM. This is real world best practice made possible by a strategic partnership across HR, IT, and LOB and shift in focus from HR Processes to Employee Experiences.
This document provides an overview of talent management strategies for small businesses. It discusses the benefits of talent management, which include aligning employees with goals, improving communication, recognizing performance, and providing development opportunities. It then offers specific strategies for small businesses to attract, engage, and retain top talent, including building an internal and external brand, effective recruiting, performance management, learning and development, and succession planning. The presentation emphasizes that talent management is just as important for small businesses as it is for large companies.
This document discusses HR transformation from a traditional personnel function to a strategic partner. It provides definitions of HRM and the traditional personnel function. The desired outcomes of HR transformation are to develop top capabilities like talent management, speed, accountability and strategic unity. The document outlines the core HRM functions like planning, recruitment, training and development, performance management and the HR organization. It includes a reflection on the importance of people in organizations and an HR transformation plan.
The document outlines a communications plan for Temple University Health System (TUHS) which is transitioning its in-house laboratory services to a partnership with a commercial lab. The plan includes announcing the change, providing updates throughout the process, and generating feedback. It identifies stakeholders, establishes four phases of communication, and utilizes various channels like meetings, surveys, and an intranet site. The objectives are to lower costs, speed up lab tests, redeploy space, and share best practices. Feedback will evaluate the change's effectiveness and impact on the organizational transition.
How content strategy supports communications strategy, by Diana RailtonDRCC
The document discusses how content strategy supports communications strategy. It argues that communications professionals are redefining their roles to incorporate more integrated and collaborative approaches. Content strategy must be fully integrated into communications strategy to help organizations effectively share messages and achieve measurable business goals. The document also outlines key elements that should be included in communications strategies, such as objectives, targeted channels, tactics, and metrics for evaluation.
The document discusses integrated marketing communications (IMC) and the promotional mix. It aims to introduce IMC and review the various elements of the promotional mix, including advertising, direct marketing, internet marketing, sales promotion, public relations, and personal selling. It examines how these elements must be coordinated to effectively communicate with the IMC perspective. The document provides examples and descriptions of each promotional element.
Managing change and Internal Communications - Internal Comms Forum, Dubaithechangesource
This document discusses the importance of internal communications in managing organizational change. It provides an overview of key drivers of change and outlines a structured change management approach. This includes identifying stakeholders, developing engagement plans and key messages, and aligning leadership. It emphasizes the role of internal communications in reducing resistance to change through collaboration, two-way dialogue, and storytelling. The future of communications is discussed as moving towards an "organizational conversation" model that closes the gap between leaders and employees through openness and ongoing dialogue.
Corporate Communication, Coordination and CooperationGerald Fricke
Lectures by Prof. Dr. Susanne Robra-Bissantz at Summer School, TU Braunschweig, Institut für Wirtschaftsinformatik, Abteilung Informationsmanagement (wi2). July 2009.
Creating a Strategic Marketing Communications Plan explores the role of marketing communications in your organization, describes research tools, reviews the elements of a marketing communications plan and shows you how to create a strategic marketing communications plan.
Corporate communications involves managing internal and external communications to achieve business objectives. It includes functions like public relations, marketing communications, and internal communications. The goals are to position the organization, manage its reputation, and ensure employees and stakeholders are well-informed. Effective corporate communications requires understanding concepts like brand identity, corporate image, and stakeholder management. It also requires strong media relations, employee communications, and managing communications during crises.
Most IT projects fail due to a lack of user involvement, unrealistic timeframes and changing requirements. The first comprehensive study on IT project success and failure rates was conducted in 1994 and found that only 16% of projects were successful, 53% were challenged and 31% were canceled. Common reasons for failure included incomplete requirements, lack of resources and unrealistic expectations. Success rates have improved over time with the adoption of agile methodologies which emphasize user involvement, short iterations and responsive to change. However, adopting agile practices alone does not guarantee success and organizations must also change their culture and performance measures to truly benefit.
Most IT projects fail due to a lack of user involvement, unrealistic timeframes and changing requirements. The first comprehensive study on IT project success and failure rates was conducted in 1994 and found that only 16% of projects were successful, 53% were challenged and 31% were canceled. Reasons for failure included incomplete requirements, lack of resources and unrealistic expectations. Success rates have improved since then due to factors like user involvement, clear objectives, competent staff and adopting agile practices. Agile emphasizes customer satisfaction, quick feedback and adapting to change over rigid plans. While agile adoption has increased, it requires the right culture and experienced coaches to achieve success.
The document provides an overview of MSS, a top ranked management consulting firm. It discusses MSS's 25 years of experience serving large organizations, their services which include facilitating strategies, driving change, and improving operations. It also outlines their unique accelerated strategy, alignment, and planning methodology called ASAP which applies their thought leadership to effect change, improve performance, and leverage technology for clients. Finally, it discusses how MSS helps clients achieve business results across executive, operations, and technology agendas.
Exceptionally well qualified Senior IT Executive with PROVEN TRACK RECORD . Twenty (20) years’ experience, successfully leading programs, practices and business development as large as $60 million. Accustomed to large, complex initiatives, responsible for a hundred plus resources and multi-million dollar budgets. Proven track record of using varied business processes and technologies enabling clients to achieve their overall strategic, tactical goals and business cases. Strong ability to provide valued leadership and build effective, high energy teams needed to support the development of effective, complex global solutions for companies across matrixed management environments
mPower Global Inc. is a leading software services company specialized in enterprise portal solutions. They have over 60 employees with extensive experience and offer services such as portal development, consulting, training and support across multiple industries and geographic regions. mPower is an expert in the open source Liferay portal platform and has successfully delivered solutions for many large clients.
Success Software Services is a Vietnam-based IT outsourcing company established in 2007 with 60 employees specializing in web development, data warehousing, and mobile app development. The company's management team is led by CEO Tran Cong Thanh and has experience working with large clients. Success provides both project-based and dedicated team engagement models using technologies like Java, .NET, PHP, and databases like SQL Server and Oracle. It has successfully delivered over 70 projects for clients in Vietnam, Japan, the US, and Europe.
Métier Software Solutions Private Limited is a fast growing software Development Company operating from Hyderabad, Andhra Pradesh. Métier has an enviable client list, undertaking software development projects which help web enable business processes to allow executives complete their tasks from any where through Internet. Métier Software Solutions is proud to have been a pioneer in development of HRMIS for manufacturing sector, desktop and intranet / internet enabled applications adding value and offering cost effective solutions which have significantly benefited the clients through cost reduction and in implementing effective business processes. Within a short time, Métier Software Solutions has carved a niche for itself in the IT industry and has increased its business by acquiring some major domestic projects. The company has been able to make a name for itself because of its ability and commitments to ensure customer satisfaction by offering quality work in time.
Métier HR
o HR Portal – Blog, Wiki, News, Polls, Image Gallery and more
o Interview to Separation Executive Tracking
o Online Job Seeker Database for Recruitment
o Role / Position Based Architecture
o Competency Mapping
o Position Based Competency Assessment
o Learning Style Inventory
o Transfers, Confirmations & Annual Reviews
o Role Based Competency Gaps, Training Management
o Scheduling and Tracking of Conducted Training Programs
o Competency Assessments (either manager to subordinate or 360?)
o Goal / Objective / Performance Management
o Appraisals
o Succession Planning
o Career Planning
o Domestic Travel Reimbursements
o Leave and Medical Reimbursements
o HR Metrics – Graphical Reporting
o HR Help Desk & Employee Grievance Handling
o HR Knowledge Base
o HR Policies & Authority based policy amendments
o System Driven Reminders
This document provides a summary of Abdul Jalil Maraicar's qualifications and experience. It outlines that he is a 43-year-old Malaysian national with over 26 years of experience in technical, sales, organizational transformations, and general management roles across consulting, energy, financial services, and technology industries. It also lists his educational background, publications, industry experience, and references.
This document provides a summary of Abdul Jalil Maraicar's qualifications and experience. It outlines that he is a 43-year-old Malaysian national with over 26 years of experience in technical, sales, organizational transformations, and general management roles in consulting, energy, financial services, and technology. It also lists his engagements, publications, industry experience, regional experience, prior work history, education, and key strengths.
The Newman Group, a Futurestep company, provides three key services for talent management:
1) Talent acquisition strategic assessment and solutions to help streamline recruitment processes and control costs.
2) Workforce planning consulting to assist with developing strategic workforce plans, analyzing talent needs, and gaining a competitive advantage.
3) Integrated talent management (ITM) business planning to help operationalize a talent strategy through a 120-day planning process addressing talent acquisition, learning and development, succession planning, and other disciplines.
This document discusses Jadara Group's offerings for business and IT transformation through enterprise project portfolio management. It provides an overview of their industries and solutions, which include strategic planning, project portfolio management, system implementation, change management, and ROI optimization. Their services include Oracle Primavera solutions, implementation support, customized training, and expert project managers to help clients achieve project management excellence and maximize project ROI.
NotionPath provides digital publishing solutions to help organizations build online communities and engage members. Their portal solution supports newsletters, membership sites, magazines, and other content to drive engagement and monetize content. They offer strategic planning, content strategy development, project management and other services to help organizations transition to digital publishing and address challenges around disruptive changes, new revenue sources and staff skills. Case studies provide examples of how NotionPath has helped associations increase their international reach and revenues through online publishing solutions.
Daugherty is a management and IT consulting firm that provides full-lifecycle consulting services including strategy, development, and outsourcing of technology solutions. They have over 25 years of experience working with Fortune 500 companies. Daugherty has 5 regional offices across the US and over 700 long-term employees. They specialize in custom solutions, business intelligence, mobile computing, and general management consulting. Daugherty provides a local alternative to large national consulting firms with more cost-efficient and pragmatic results.
Organisation Change, Management Development & Communications Consulting and T...journal72
Its services include organization analysis, strategy analysis, people analysis, systems analysis, and transformation programs to drive successful organization changes.
This document provides an overview of a session on SharePoint governance and managing content sprawl. It includes an agenda for the session, introductions of speakers and their organizations, and discussions of key topics like what governance is, the benefits of governance, roles and responsibilities, policies and procedures, and best practices. It also includes a section on information, records, and knowledge management in the US Air Force that discusses challenges, compliance requirements, and potential solutions using semantic metadata tagging and automated classification.
The document summarizes a presentation given by Ascendum Solutions to Macy's. It outlines Ascendum's expertise in SharePoint and details several past projects completed for Macy's, including developing a hiring workflow, implementing business intelligence dashboards, and migrating to a newer version of SharePoint. It also discusses challenges faced and solutions provided for other clients across various industries.
Kenexa an IBM Company provides end-to-end workforce solutions including assessment, leadership development, employee surveys, recruitment services, talent management software, compensation analysis, and online learning platforms. With over 3,000 employees operating in 46 offices across 25 countries, Kenexa serves over 3,000 clients globally.
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This document provides an overview of digital transformation and career paths after an MBA. It discusses how digital transformation involves using technology, people, and processes for optimization and new business models. Common digital transformation careers include change leadership, product management, transformation consulting, and B2B marketing. The document outlines how to plan a career path in this field and prepare through electives, external courses, books, projects, and networking. It also describes the selection process, focusing on resumes, case studies, and behavioral interviews.
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Similar to Leveraging an Employee Portal to Transform Corporate Communications (20)
Scott mc cormick float mobile learning_winningoverstakeholders_mlearncon2012
Leveraging an Employee Portal to Transform Corporate Communications
1. Using a Portal to Improve G&T Operations
And Make Communications a Strategic Business Partner
Mark Gavora, Business Transformation & Change Management Lead, Arcamoda LLC. &
Kevin Osbourn, Communications Manager, East Kentucky Power
Arcamoda
Strategy, Process, People & Technology
2. EKPC Before the Portal − Background
• Web communications to employees done only via
Intranet Web site
1. Limited functionality Does not provide adequate value
2. Static, out-of-date content Supporting roles not defined or staffed
3. One dept. owned the site Not responsive business needs
4. Lacked collaboration Teamwork across functions remained
difficult
5. Accessed only at work Fails to account for evolving user base
• EKPC Launches Business Evolving Initiative in June
2009
Arcamoda
Strategy, Process, People & Technology
3. Business Evolving Objectives
• Improve the efficiency and effectiveness
of business operations
Arcamoda
Strategy, Process, People & Technology
4. Business Evolving Objectives
• Create a portal support organizational structure with
well-defined roles
• Enable the business to drive portal development rather
than technology
• Leverage on-line collaboration tools to support inter-
departmental projects
• Enable employees with any time, any place, any
function access
Arcamoda
Strategy, Process, People & Technology
5. EKPC Adopted Two Formulas
OO+NT=EOO
OO is Old Organization
NT is New Technology
EOO is Expensive Old Organization
Arcamoda
Strategy, Process, People & Technology
6. Our Goal Formula
OO+LT=TO
OO is Old Organization
LT is Leveraged Technology
TO is Transformed Organization
Arcamoda
Strategy, Process, People & Technology
7. Relevant Best Practices: the Elite Eight
1. Corporate Communications coordinates the Portal
2. Emphasize value over content
3. Build content from a defined organizational structure that
balances the breadth and depth of content
4. Bring information to the users rather than have the users
search for information
5. Sample users to validate your content organization
6. Integrate with a content management system and a highly
structured search function
7. Strive for A3: Anytime, Anyplace, Any function access
8. Balance simplicity with functionality, but keep it simple
Arcamoda
Strategy, Process, People & Technology
8. Move mouse over title to read the article
My PeopleNet is now available
1999 Benefits survey is complete
Arcamoda
Strategy, Process, People & Technology
10. Portal Alignment with Key Objectives
Objective Supported by
• Improve efficiency & effectiveness • Made the portal transactional
of business • Created defined roles for portal
• Create a support organizational operations, governance and
structure with well-defined roles functional management
• Enable the business to drive portal • Created a Central Governance
development rather than Committee
technology • Created multiple collaborative
• Leverage on-line collaboration workspaces
tools to support inter-departmental • Granted all employees user ID
projects and password
• Enable employees with any time,
any place, any function access
Arcamoda
Strategy, Process, People & Technology
11. Design and Development Philosophy
• Start simple and build on success
• Use a phased-in approach fitting business realities and
culture
• Accommodate service demand and client business
needs though collaborative involvement
• Manage with a steering team and functional ownership
• Work within the IT umbrella
• C-Level sponsorship and executive championing
• Strong emphasis on communications and marketing
Arcamoda
Strategy, Process, People & Technology
12. Methodology and Approach
Define a Vision and • User reports, user satisfaction survey, ROI
Metrics
• PeopleSoft ERP
Establish a Foundation • PeopleSoft Portal and Content Management
• HR Transactions
Make Users Want it! • Time and Expenses
• Procurement and Inventory
• Surveys
Assess Feedback and • Posters, success stories, town hall meetings, newsletter
Share the Joy! articles
• Portals are like sharks in the water. If they stop moving, they
Plan the Next Phase die.
Arcamoda
Strategy, Process, People & Technology
13. KEY ISSUES TO MANAGE
Arcamoda
Strategy, Process, People & Technology
14. Stakeholder Buy-In: Issues and Needs
Issues Needs
• One department ownership • Understand limitation of single
• Executives want a solution to departmental ownership
reduce costs without damaging • Demonstrate reduced costs
employee satisfaction without decreasing satisfaction
• Provide a tool that employees • Create simple tools training to
would know how to use fill in gaps
• Cultural readiness for • Release compelling
communicating changes to the communication without
way employees do work creating burning platform
Arcamoda
Strategy, Process, People & Technology
16. Roles: Issues and Needs
Issues Needs
• Portal management roles did • Position descriptions that list
not exist at EKPC knowledge and skills needed
• Staff not allocated for this work to complete the work
• Insufficient resources • Hire more staff and/or change
responsibilities of staff
Arcamoda
Strategy, Process, People & Technology
17. Competencies: Issues and Needs
Issues Needs
• Staff has no exposure to portal • Clear instruction on key
solutions activities
• New staff will have to be • Knowledge transfer to existing
trained employees
• Align staff with technology
Arcamoda
Strategy, Process, People & Technology
19. Common Value Measures
• ROI – hard
• Labor Reduction
• Cost Avoidance
• Material Reduction
• ROI - soft
• Satisfaction
• Usage
• Feedback
Arcamoda
Strategy, Process, People & Technology
20. Lessons Learned
• A business transformation is journey
• Be sure you’ve adequately identified deliverables
• Allow adequate time and resources to integrate modules
• You will know you are successful when people start
asking you for greater functionality
Arcamoda
Strategy, Process, People & Technology
21. Conclusions
• Portals provide the foundation to transform tactical
communications into strategic communications
• Remember: portals are like sharks in the water. If they
stop moving, they die
Arcamoda
Strategy, Process, People & Technology
23. Why Change Management Efforts Fail
Performance management Push interventions for laggards
Risk mitigation
Stakeholder analysis
strategy
Succession Communication plan Post Go-live strategy
planning Ongoing support strategy Policy updates
Competencies Communications Recognition
Post Go-live metrics programs
Training Training strategy
Readiness assessment
Sustaining Sustaining
Foundational Training needs assessment Foundational
Compelling Need Operations impact Strategic alignment
analysis
Vision Steering team
Executive commitment
alignment Regular executive-level involvement
Arcamoda
Strategy, Process, People & Technology
Editor's Notes
M & K: Greetings from both.M: Now, we are going to do a quick poll:K How many of you here today have a portal at your G&T?M How many of you currently have plans to add a portal?K How many of you don’t have a portal but would like to have one?M How many of you have no idea what a portal is?K A portal is a comprehensive Web site, accessible by employees from any location, providing access to a wide variety of transactions and data. With a portal, G&T employees could, for example, view paychecks, track real time outage costs, check multiple locations for parts, change HR benefits, review performance appraisals, check vacation balances, learn about upcoming events, and retrieve needed policies and documents.A portal is different from a static Intranet Web site, which is an internal network used primarily to share information among employees. Typically, it is located only on the internal corporate network.
K We had five major issues with Web based communications at EKPC prior to the launch of our portal in 2009.Poor value/functionality of IntranetOut of date content/poorly defined support rolesOne department owned the siteTeams across organization couldn’t collaborate on IntranetYou could only access it from work That’s when we decided to launch our business transformation project There was one major misconception our employees had: this was not just a software upgrade as surveys showed. Our goals went well beyond a simple software installation
M There was one big Kahuna goal: Improve effectiveness and efficiency of work/increase margins. What does that mean: check inventory for needed parts with click of a button. Approve pay increases in a day or less. Retrieve engineering drawings in an instant.
We also needed to create a new organizational structure to govern the site. We wanted the business needs of EKPC to drive future development. We wanted something that would enable many areas of the company to collaborate on projects And we wanted our 720 employees to use this tool 24-7 from any location, both from home and at work.
M This is what we stressed to EKPC employees.EOO is what we were going to get if we did everything the way we did before. Goal: Use the new tools to work smarter, not harder
M As much as possible, we wanted EKPC employees to use the tools to eliminate paperwork and to work smarter, faster.
M –1-41.Communications coordinates the portal. We respond to the needs of various owners. We balance the needs of HR, IT, Generation, Transmission, Supply Chain, Finance, and every area of the company is responsible for their part of the portal.2.There are three criteria for value: it has to be correct, relevant to needs and timely (Southern Company doesn’t post any information on climbing poles; they don’t allow that)3. There are many ways to group information, but it can’t be too wide or too deep (Our goal is the Rule of Three; no more than three clicks to get information at Southern)4. Bringing information to users: Southern Company examplesK-5-8 5. EKPC Surveyed users on three different options on the organizational structure6. A tool that organizes content. Don’t have to manually update pages; one person can do what four people do without the system. You can define which pages content appears on.7. A to the third power: Anytime, anyplace, anything access. 24/7 access from home or work8. Meet the needs of users, while being simple (you add functionality each year)
M See how simple we started at Southern Company
M See where we were a few years later at Southern Company
M The portal was the tool used to fully integrate with our PeopleSoft ERP, allowing Benefits Enrollment, Expense Reporting, Procurement and other areas to use one system.Every area owns and manages their content on the portal: Finance, HR, Supply Chain, Generation and Transmission Maintenance. All users have security roles. Established a governance committee with reps from Communications, HR, Supply Chain, Finance, Transmission, Generation, ITCreated collaborative workspaces for five safety committees, spill prevention, IT, Central Governance, engineering and moreAllemployees have user IDs and passwords. From home or work, they can get co-op news, check the weather, change benefits, review performance appraisals, check vacation balances.
M…..HR Go-Live took place in January 2010Then rolled out Finance, Plant and Transmission Maintenance and a drawings management system called Agile in stages3. Use multi-media communications: Town Hall meetings all locations, posters, Web site, Live demos, Communications effectiveness survey, success stories
M Southern Company: Open enrollment: every on-line enrollment cost 10 percent of traditional method. K Eliminated a lot of manual paperwork.This year, we’ll finish standardizing all the names of parts in our inventory, so that anyone with proper authorization can check inventory at all location for needed parts.
M – There were issues and challenges, problems
K Leadership wants lower costs and higher satisfaction. Real Example: An employee qualified for a raise of 25 cents an hour. It was hand carried to eight different people in management and took three months to be approved.Now we approve that in 1 day or less. Salary increase example (25 cent raise took months to approve)There were 250 employees who didn’t use a computer at EKPC for their daily work. Some employees concerned about training/use.EKPC set up procedures on how to trouble-shoot problems and get answers. Classroom training, computer tutorials and experts at each site provided employees information on how to log in, use basic features (like getting access to a pay stub), search for answers and look up resources. EKPC rolled provided the training close to the roll out of each module.
KOur posters, articles, town hall meetings were all aimed at creating a vision of how EKPC Central could be leveraged as a tool to improve our work.
M EKPC didn’t have roles for people to manage EKPC Central Created position descriptions that list needed knowledge and skills You have to hire more staff and/or change responsibilities of staffStaff needed someone who could work with HTML, strong writing skills and an ability to learn new applications quickly.
K Nichole provided training every day to me for example. Now have a governance team with reps from all areas—meet monthly meeting There is a Help Center that lists contact information for advanced users who can assist with problems. There are tutorials.
K—Let’s wrap it up with ROI and lessons learns
M & KOne year after initial go live, 82 percent of employees said on a survey that the portal was the best tool EKPC had for communications. HR and Supply Chain paperwork has been greatly reduced and processes improved. Much more self-service focused We replaced aging and out-of-date software with new software that has technical support. Example: purchase orders are sent electronically, versus faxes and other methods. We now have a database of potential suppliers who are now more self-service oriented to check invoice status. Our employees now have much more visibility of inventory, requisitions and purchase orders Engineering staff can retrieve many drawings electronically—but this is still a work in progressEventually: We hope to see improvements to work order scheduling and make better decisions during outages.
M & KK1. Journey: Our Business Transformation is ongoing two years since the portal launch: we’re still improving the generation and transmission maintenance systems, and other processes.2.We have 70 years of drawings and documents that we’re scanning into our document-management software. One person is working on scanning those drawings full-time and two part-time, but it’s going to take five more years to get where we really want to be. Eventually, anybody from any location will be able to retrieve nearly all drawings—we’re not there yet. Staff would have liked more time with a dedicated consultant to fully deploy and implement until goals were fully met.M You will know you are successful when people start asking you for greater functionality
KWe’ve added large new section to support understanding of EKPC’s Strategic Plan, and a whole new section dedicated just to HR—eliminated all the weekly emails about benefits news, wellness events, training and blood drives.We’re still in a transition on Communications. Goal: post all communications in real time on the portal and do away with the newsletter.We’re using it to send out information to improve safety. 2011 was our best safety year ever. In February, we’re launching a new project—to help us establish maintenance metrics to do more preventative maintenance rather than corrective maintenance.We’ll establish key performance metrics on our assets