Mac's Response - part 3
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I have extensive experience implementing performance management, training, and succession planning programs across multiple companies and geographies. This involved establishing new review processes to balance short-term goals with long-term growth, as well as identifying high-potential employees and developing them through job rotations and cross-functional assignments. I also led efforts to monitor labor market trends and ensure the workforce could adapt to changing business needs.
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Robert Brimley is an experienced programme manager with over 15 years of experience managing large-scale retail, construction, and commercial programmes at Tesco Stores Limited. He has held several leadership roles at Tesco, including currently serving as the Head of Property Programme where he oversees a team managing Tesco's largest refresh programme. Prior to this role, he held other programme management roles at Tesco and has a track record of delivering programmes on time and on budget. He provides his contact information and an in-depth employment history highlighting his relevant skills and accomplishments.
Rebecca Taylor CV - January 2016
Rebecca Taylor has over 10 years of experience in program and project management across various industries. She has managed large, complex projects including the design and construction of a $20 million water bottling plant in Afghanistan and the implementation of an enterprise resource planning system. She is skilled at building high-performing project teams and embedding project management methodologies and governance.
WCM Newsletter
The document discusses operational excellence in Saint-Gobain Gypsum Activity. It covers the following topics:
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4) A
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Monika R. Werling is a marketing and communications specialist with over 15 years of experience in software and healthcare industries. She has a proven track record of developing strategic marketing plans, managing digital campaigns, and producing marketing collateral that resulted in tripling conference attendance and boosting website metrics by 25%. She also spearheaded initiatives that eliminated excess costs totaling over $600,000.
Ramesh 20ganiga-131008015759-phpapp01
This document discusses how successful program management can enable business transformation. It argues that adopting a partnership approach through effective communication and collaboration allows organizations to achieve desired outcomes. The key is applying basic principles like working as one team and enabling services. This includes orienting all stakeholders, norming teams, focused execution, achieving goals together, ensuring everyone contributes, and driving results beyond original targets. Cultural integration, leadership development, and enhanced communication further support the partnership approach. Staying relevant to all stakeholders through understanding their needs and challenges is also important for success. An example program increased market share, enhanced system capacity, realized cost savings, and grew new business volume through this structured approach.
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This document discusses how successful program management can enable business transformation. It argues that adopting a partnership approach through effective communication and collaboration allows organizations to achieve desired outcomes. The key is applying basic principles like working as one team and enabling services. This includes cultural integration, leadership development, and enhanced communication. Together these help create a collaborative environment and maximize benefits through a structured implementation model. The partnership approach was used successfully in one program to realize over £700k in benefits, increase market share by 50%, and achieve a 200% increase in new business. Adopting this framework of staying relevant to stakeholders can help delivery teams understand challenges and add value for all parties.
Dorothy-Percy-2
Dorothy Percy has over 15 years of experience in learning and development roles. She has a track record of collaborating with stakeholders to design and implement learning strategies, programs, and initiatives aligned with business objectives. Notable achievements include introducing a blended learning approach, creating learning brands and communication strategies, and designing management development programs.
DGI Capabilities-2016
The document provides information about Agile Change Management Strategists, a consulting firm that helps organizations identify, communicate, and implement actions required for change management. They use a facilitative coaching style to help clients prepare for and manage change. Their services include strategic planning, change management, marketing planning, and team workshops. They have experience helping both for-profit and non-profit clients with challenges such as strategic planning, change initiatives, and process improvement.
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The insurance company conducted a strategic review to strengthen its distribution system. This led to the development of 10 Agency Models for Success focused on key areas like recruiting, marketing, and management. The company implemented a consulting process where teams assessed agencies and provided feedback. Agencies then worked with consultants to develop action plans. The company also reengineered its home office to better support changes in the field. Regular communication and resources helped sustain commitment to the long-term restructuring effort.
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This document summarizes an enterprise and leadership development pilot program for Plymouth City Council leaders. The program is designed to help leaders create innovative solutions and entrepreneurial ventures that address major issues and create value for their communities. It involves forming teams around common challenges to develop new proposals and projects over six facilitated sessions. Between sessions, teams work to engage stakeholders, trial ideas, and maintain momentum. The program utilizes tools like psychometrics, coaching, creative thinking techniques, and business modeling to support the teams' work developing 11 new proposals to present to Plymouth City Council's executive team.
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When developing a HR team
The document provides guidance on developing an effective HR team. It recommends understanding team needs, setting clear objectives, and developing passion, intellect, and curiosity in team members. It also stresses making quick but correct decisions, surrounding oneself with better people, and valuing self-motivated members. Additionally, it advises that the right people will drive success, culture is demonstrated not created, and small improvements can have large impacts. Finally, it outlines that great leadership starts with a driven, humble, and respectful leader who creates trust and values such as honesty, discipline, and deliverables.
Career path and transition
The candidate has held several leadership roles in human resources across different industries, including grocery retail, food services, and pharmaceuticals. They led organizational change efforts at Timex and strategic initiatives to expand Goya Foods' national sales channels. After expatriate roles with Sara Lee and Chiquita Bananas, they returned to the US to integrate newly acquired coffee brands for Sara Lee. The candidate demonstrates strong interpersonal skills and experience managing HR in multicultural environments and growth situations. They support management agendas through identifying and developing talent and providing diverse thinking to strengthen organizations.
Competency model
This document provides a competency model that outlines key leadership outcomes and organizational performance across increasing levels of complexity. It identifies areas such as strategic alignment, commitment and competence, and creating organizational value. The model shows how officers are expected to demonstrate traits like defining markets internationally and leveraging expertise through technology. As roles increase in scope, context and thinking, leaders are expected to adapt strategies, create systems to support change, and manage business results through balanced scorecards.
Competency development
Lasting organizational change requires developing competencies. Competencies are skills, knowledge, and behaviors needed for success. They are visible through measurable results and perceived attitudes. Developing competencies requires understanding what matters most for each job, setting goals to achieve a shared vision, and modifying systems and structures to institutionalize changes while monitoring progress. Critical factors include leadership to drive change, creating need, shaping vision, gaining commitment, and ensuring changes last over time. The mix of important competency factors may vary depending on an employee's level within an organization.
Achieving commitment
The document discusses building commitment through deliberate processes. It emphasizes that commitment requires participation through time and energy to execute plans in parallel. Building resilience to change and creating a clear and appealing future are also key to maintaining focus on goals and building commitment.
Ops goals for operations some examples
The document outlines goals and action plans for an operations role within a new company. It includes 4 main goals: 1) Assisting with restructuring operations including headcount management, costs and change initiatives. 2) Supporting new operations management in implementing strategy and talent acquisition. 3) Assisting the CEO with operations management and communication. 4) Driving the operations management team to support growth. The action plans provide details on focusing on value-added systems, identifying best practices, monitoring costs, developing work procedures, supporting continuous improvement and resolving issues.
Operational principles and business standards
The document outlines operational principles and business standards for a company's operations department. It establishes minimum standards for conducting business and conveying corporate values to internal and external stakeholders. It also sets forth guidelines for supplier and vendor selection. The COO will be accountable for implementing the principles and monitoring compliance, with audits conducted by the CFO group. Annual reviews will ensure the standards remain responsive to changing business needs.
Operations flowchart
The document outlines key functional relations within an organization including people management, budget planning, business development, cost control, facility management, operations, construction, security and risk management, process center management, and equipment negotiations.
Project - wage and salary review
The document outlines an introduction meeting to discuss expectations for a wage and salary project, including the CEO, GM, and HR's goals. It will target all associates or specific job categories. Preparation will include reviewing job descriptions, salary ranges, compensation ratios, and grade levels. Deliverables are to secure an understanding of the present condition, provide a salary adjustment timeline and costing, and new salary range recommendations. The next tasks are to prepare a project presentation and findings.
An interviewer's prespective
This document provides a list of questions that are useful for interviewing job candidates. Some of the key questions include: "What circumstance brings you here today?", which can reveal problems with a current employer or character traits. "How would your best friend describe you?" which indicates how a candidate wants to be perceived. "What would you say are your 2 greatest weaknesses?" to see if a candidate can identify areas for improvement. The questions help hiring managers evaluate fit for the position and company culture as well as a candidate's qualifications, work ethic, problem-solving and leadership skills.
One minute introduction
Mauro Antonio Calcano is a HR professional with over 15 years of experience in various industries including consumer goods, hospitality services, and food services. He is currently an independent consultant providing advisory services to minority firms focused on process improvement, operations, and HR strategy for both early stage and mature businesses. Previously, he was the Vice President of Human Resources at Timex Group where he led a cultural transformation critical to repositioning the brand and achieving record profitability. He is now seeking an HR Business Partner opportunity to leverage his success in improving productivity, employee engagement, and overall HR performance.
Facilitation at the leadership level.
The document outlines steps for a CEO to execute a vision through a senior leadership team (SLT). It discusses defining the overall scope and CEO's direction, work done to date including any interdependencies or current status, generating alternative options by establishing requirements, wants, and limits, achieving team consensus on required actions, and making recommendations to resolve people issues and have consensus on supporting the SLT, managers, and professionals. The CEO seeks agreement from the SLT on analyzing options and determining the appropriate actions to take.
Prototype organizational review
The document outlines a process for prototype development and organizational review that includes:
1. Understanding the current organization, job responsibilities, and processes;
2. Proposing revised job descriptions and training curriculum focused on operational needs;
3. Assessing training staffing levels and workloads.
It also discusses the need for clearly defined reporting relationships, job responsibilities, and communication lines within the Operations team. Critical success factors include having a common focus on prototype success, understanding goals and responsibilities, enabling leadership, and cross-functional cooperation.
Personal bio mauro antonio calcano
Mauro Antonio Calcaño was born in Caracas, Venezuela and is fluent in Spanish, English, and Portuguese. He has a BA from The George Washington University and graduate study in human resources management. Over his career, he has held several human resources roles of increasing responsibility for companies like Merck, Beecham, Chiquita, Marriott In-flight, Sara Lee, Goya, and Timex. At Timex, he developed and executed a strategy to attract and retain engineering talent. Currently, he enjoys traveling with his wife Isabel and participating in hobbies like cycling, running, birdwatching, and photography.
Discussion document
The document outlines a 4 phase planning process for managing a placement function:
1) Build relations internally and externally to understand the business and build collaboration.
2) Conduct an organizational analysis and provide placement and career advisory services.
3) Focus on functional excellence through learning and development activities.
4) Implement career pathing, monitoring performance, and consolidating success through alignment with business strategies and processes. The goal is to match job opportunities to individual interests while identifying talent and developing people.
Be a leader
The document provides guidance for leaders on how to effectively communicate and build trust. It emphasizes that (1) the way leaders communicate matters, as their words and tone can inspire or undermine trust; (2) it is important to focus on benefits rather than just features to gain buy-in; and (3) effective communication involves staying on message, addressing needs, appearing positive, speaking to emotions, listening, being aware of how you are perceived, and being authentic.
Skills inventory
The document discusses skill inventory management and competency analysis for an organization. It outlines a methodology for 1) conducting a skills inventory of key personnel, 2) analyzing current skills against organizational needs, and 3) assessing skills to ensure proper role alignment. The objective is to propose an organizational design that aligns current and future skills with strategic plans, accommodates growth, and updates the skills inventory over time. A skills inventory model is also presented listing various competencies.
Addtional information mauro calcano
Mauro A. Calcano is an experienced HR professional with strong interpersonal and leadership skills. He has a global mindset and experience working in both strategic and tactical roles across various functions and industries. Calcano demonstrates high energy, focus, and drive, and is adept at communicating ideas and impacting business performance. He has expertise in change management, culture, and communication.
Mauro Calcano profile
MAC Calcano believes in organizational change through acquiring and developing talent. They have led human resources efforts at several companies to broaden talent pools and shift resources quickly. However, changes in company leadership and strategic direction led to their departure from some roles. Calcano has 20 years of international experience in human resources and leadership positions across various industries.
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- 1. MAC Response What has been your experience in performance management, training and development, and succession planning? I have implemented new performance management, development, and succession planning programs in numerous companies, business environments, and geographies. This involved installing a new on-going review and year-end appraisal mechanism to ensure that everyone in the organization balanced long-term growth with short-term accountability. In terms of the succession plan, we used a variety of tools to identify high potentials and managers with short/long-term growth potential, and established a robust professional development program that included job rotation, role expansion, and cross-functional assignments. More broadly, I led a proactive assessment of the labor market and other business trends to ensure that we could quickly adjust our workforce to our changing business needs. What has been experience in implementing programs and action plans to emphasize open and honest communications that fosters a culture of fairness, integrity and respect? I have developed effective employee communication programs to ensure enterprise-wide understanding of everything from corporate mission statements to union-free benefit programs, utilizing techniques such as Town Hall meetings, small group meetings, and web/direct mail communication. I was also responsible for the corporate public relations function from 2006 -2008, and managed a comprehensive global social responsibility platform, including the launch of green initiatives (e.g. a solar array project to generate 18% of the electrical use at HQ). I also served as the company international spokesperson, and developed and appeared in multi-market employee and customer presentations. I developed communication programs for executives, wrote training programs, led seminars/schools, created corporate manuals for trainers and participants, and appeared in company training videos.