This document provides ideas for how QBE can focus on becoming the best place to work for talent. It suggests focusing on two key areas: 1) Accelerating global leadership capability and performance by broadly developing leaders at all levels, rethinking what is taught about leadership and strategy, building a globally capable workforce, and reenergizing corporate learning; and 2) Inspiring minds and hearts by attracting and recruiting talent, inspiring passion and purpose, achieving true diversity and inclusion, helping overwhelmed employees, and involving all employees in innovation. Specific tactics proposed include crowd-sourcing feedback to identify stars, teaching situational leadership beyond hierarchies, enabling global mobility, and empowering employees to design their own careers and access continuous learning. The
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
This document discusses the emerging focus on talent systems in HR and provides 10 predictions for 2014. It notes that in 2014, companies will face challenges in skills shortages, leadership gaps, and workforce retention. To address these challenges, the document advocates moving beyond standalone HR programs to an integrated "corporate talent system" where all talent management elements work together. The 10 predictions for 2014 focus on trends like global skills needs, integrated capability development, performance management redesign, and the growth of HR technology.
New Paradigm In Management Education V1.3Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Generation Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
New Paradigm For Management Education Paper For National Conference At Vim V2.0Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Gen-Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
This document outlines a learning strategy for the public service of British Columbia with the goal of building a learning and innovative organization. It identifies 3 objectives: 1) Creating a learning culture, 2) Training that meets stakeholder needs, and 3) Efficient delivery of learning programs. Key strategic shifts are outlined to move from individual ministry strategies to coordinated central and ministry strategies, from short term/tactical focus to long term/strategic focus, and from a supply model to a demand model. The strategy establishes a framework for designing, developing and delivering corporate and ministry-specific training and development programs across the public service.
An interview with Learning Infinite - In Learning Infinite Interview series, we bring to you perspectives from Anand Joshi, Managing Director of NobleTek PLM Solutions Pvt. Ltd.
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
This document discusses the emerging focus on talent systems in HR and provides 10 predictions for 2014. It notes that in 2014, companies will face challenges in skills shortages, leadership gaps, and workforce retention. To address these challenges, the document advocates moving beyond standalone HR programs to an integrated "corporate talent system" where all talent management elements work together. The 10 predictions for 2014 focus on trends like global skills needs, integrated capability development, performance management redesign, and the growth of HR technology.
New Paradigm In Management Education V1.3Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Generation Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
New Paradigm For Management Education Paper For National Conference At Vim V2.0Anand Joshi
Technology has made significant changes to the way we do business and the changes are more rapid for Gen-Y. The challenge is not only to prepare Gen-Y for management roles or entrepreneurship, but also to prepare them for the new ways of doing business.
This paper proposes a new paradigm for management education, especially for Generation Y to ensure an inclusive development and growth of individuals, teams, organizations and thus environment.
The Authors propose a new paradigm in Management Education with additional emphasis on Human Nature and Organizational or External Environment.
This document outlines a learning strategy for the public service of British Columbia with the goal of building a learning and innovative organization. It identifies 3 objectives: 1) Creating a learning culture, 2) Training that meets stakeholder needs, and 3) Efficient delivery of learning programs. Key strategic shifts are outlined to move from individual ministry strategies to coordinated central and ministry strategies, from short term/tactical focus to long term/strategic focus, and from a supply model to a demand model. The strategy establishes a framework for designing, developing and delivering corporate and ministry-specific training and development programs across the public service.
An interview with Learning Infinite - In Learning Infinite Interview series, we bring to you perspectives from Anand Joshi, Managing Director of NobleTek PLM Solutions Pvt. Ltd.
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
This white paper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
This document discusses the issues and challenges facing management education in globalizing its curriculum and pedagogy. It outlines several problems faced by both industry and academia, including lack of quality, soft infrastructure, and research. It also notes a gap between management education and real-life business problems. The document provides recommendations such as producing competent managers rather than graduates, emphasizing employability over employment, understanding local needs, and offering more sector-based studies. The goal is for management education to keep pace with globalization and better prepare students for the business world.
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
This document discusses learning, training and development (LTD) programs in corporations. It provides an agenda that covers key indicators of LTD, LTD responsibilities and objectives, common LTD activities, evaluating different LTD programs, and information about the authors. The document analyzes two key indicators used to measure LTD programs: resource indicators related to commitment, involvement, influences and investment; and performance indicators related to complexity, efficiency and quality. It also lists and compares the most common types of LTD programs offered by small, mid-sized and large corporations. Finally, it provides frameworks for evaluating different LTD programs based on factors like frequency and level of evaluation.
The keynote presentation discusses the changing landscape of talent management. It covers six main pillars of talent management: recruitment, learning and development, goals and performance management, career development, rewards and compensation, and succession planning. Each pillar has transitioned from traditional, organization-focused approaches to new, employee-centered models that prioritize experiences, skills development, collaboration, diversity, and flexibility. The presentation argues that these shifts are necessary for organizations to attract, engage, and retain top talent in today's dynamic business environment.
Unilever has developed extensive leadership development programs to prepare its over 174,000 employees for leadership roles. It opened its first leadership center, called Four Acres, in London in 1954 and now has a second center in Singapore. The company identifies high potential employees and places them in accelerated development programs like Excelerator to advance their skills. Unilever also recruits 800 management trainees annually from top universities worldwide. It focuses on developing leaders with the skills needed for its future in emerging markets and a fast-changing business environment.
The document discusses Project Management Institute Pearl City Chapter's Student Leadership Competency Building initiative. The initiative aims to develop leadership skills in students aged 12-22 so they can become industry and nation ready leaders. It involves establishing Student Leadership Advisory Councils at partner academic institutions to implement training programs focused on leadership competencies. The goal is to help students gain the skills needed to contribute to the growth of the nation and industry.
This document summarizes the key findings of a large HR and talent study involving over 7,000 business and HR leaders from 130 countries. It identifies 10 major trends impacting the workforce in 2016, including the rise of teams in organizational design, the need to shape culture to drive business strategy, and the importance of leadership development. Other trends include the growing emphasis on continuous employee engagement, empowering employees to take charge of their own learning, and the disruptive impact of digital technologies in areas like digital HR and people analytics. The report concludes that 2016 will be a year of significant disruption as companies respond rapidly to these trends and transform their approach to management, organization, and the employee experience.
The document summarizes key information about the culture and performance of four successful companies: Southwest Airlines, Intuit, Google, and LinkedIn. It describes elements of each company's culture, such as core values and employee benefits, and how their strong cultures have contributed to financial success and reputation. For example, it notes that Southwest Airlines' relentless focus on culture, including its three core values, has led to 42 consecutive years of profitability.
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were: 1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues. 2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them. 3) Leadership development was seen as the single most urgent issue. 4) Retention and engagement was the second most urgent issue but often lacks clear ownership. 5) Reskilling HR was also a top priority as HR transforms its role from administration to a business partner.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were:
1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues.
2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them.
3) Retention and engagement are seen as a shared responsibility between HR, leadership and management rather than owned solely by HR.
4) HR is undergoing a major transformation from an administrative to a strategic business partner role, requiring new skills.
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
Leaderonomics India Roundtable Sessions - Presentation SlidesRoshan Thiran
In February 2019, Roshan Thiran (Leaderonomics Group CEO) together with Parthiban Vijaraghavan and Riddhi Parikh (from Leaderonomics India) conducted roundtable sessions with India business leaders and HR directors in Hyderabad, Bangalore and also in Mumbai. Attached are the slides presented by both Roshan and also Parthi/Riddhi.
The document summarizes a report on talent trends in India in 2023. It discusses how the "Invisible Revolution" has led to a major shift in employee loyalty and work culture since the start of the COVID-19 pandemic. Key points include:
- The number of employees switching jobs has increased, with 23% changing roles in 2022 compared to 20% in 2021 and 12% in 2020.
- 75% of the workforce can now be considered "active job seekers," either looking for a new job or planning to do so in the next 6 months.
- Companies can now only confidently rely on less than 1 in 10 employees staying, as 98% of all employees are now open to
Samsung Malaysia (SME) - Special Presentation on Diversity & LeadershipRoshan Thiran
This document discusses insights on 21st century leadership for Samsung. It emphasizes that leadership must embrace diversity and inclusion to be effective in today's changing world. True leadership development involves a combination of nature and nurture - it requires both inherent qualities and learning over time through diverse experiences that provide feedback and opportunities to develop new skills. Learning is contextual and influenced by both content and the environment in which it takes place.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
This white paper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.
Leading and managing in the 2020 workplace challenges for gen x leaders in wa...Cegos Asia Pacific Pte Ltd
This new joint research paper delivered by Cegos Asia Pacific, Temasek Polytechnic and the Singapore Training and Development Assoc highlights the leadership and managerial challenges in the 2020 workplace - with special attention on Gen X'ers who are leaders-in-waiting. The research was carried out in Singapore and has inputs from across SE Asia.
There is much talk about Generation Y and that is fair enough! That said, we felt a focus on Generation X was needed as the changes in the workplace over the next 5-7 years will be enormous when you consider: The iGen joining the workforce, an Ageing population continuing to contribute to organisational success, the increasing integration and use of technologies at work and within learning, the multicultural and often remote working environment and much more.
Some key outputs here for developing the leadership and management skill-sets in this increasingly cross generational and multi-dimensional workplace.
This document discusses the issues and challenges facing management education in globalizing its curriculum and pedagogy. It outlines several problems faced by both industry and academia, including lack of quality, soft infrastructure, and research. It also notes a gap between management education and real-life business problems. The document provides recommendations such as producing competent managers rather than graduates, emphasizing employability over employment, understanding local needs, and offering more sector-based studies. The goal is for management education to keep pace with globalization and better prepare students for the business world.
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
This document discusses learning, training and development (LTD) programs in corporations. It provides an agenda that covers key indicators of LTD, LTD responsibilities and objectives, common LTD activities, evaluating different LTD programs, and information about the authors. The document analyzes two key indicators used to measure LTD programs: resource indicators related to commitment, involvement, influences and investment; and performance indicators related to complexity, efficiency and quality. It also lists and compares the most common types of LTD programs offered by small, mid-sized and large corporations. Finally, it provides frameworks for evaluating different LTD programs based on factors like frequency and level of evaluation.
The keynote presentation discusses the changing landscape of talent management. It covers six main pillars of talent management: recruitment, learning and development, goals and performance management, career development, rewards and compensation, and succession planning. Each pillar has transitioned from traditional, organization-focused approaches to new, employee-centered models that prioritize experiences, skills development, collaboration, diversity, and flexibility. The presentation argues that these shifts are necessary for organizations to attract, engage, and retain top talent in today's dynamic business environment.
Unilever has developed extensive leadership development programs to prepare its over 174,000 employees for leadership roles. It opened its first leadership center, called Four Acres, in London in 1954 and now has a second center in Singapore. The company identifies high potential employees and places them in accelerated development programs like Excelerator to advance their skills. Unilever also recruits 800 management trainees annually from top universities worldwide. It focuses on developing leaders with the skills needed for its future in emerging markets and a fast-changing business environment.
The document discusses Project Management Institute Pearl City Chapter's Student Leadership Competency Building initiative. The initiative aims to develop leadership skills in students aged 12-22 so they can become industry and nation ready leaders. It involves establishing Student Leadership Advisory Councils at partner academic institutions to implement training programs focused on leadership competencies. The goal is to help students gain the skills needed to contribute to the growth of the nation and industry.
This document summarizes the key findings of a large HR and talent study involving over 7,000 business and HR leaders from 130 countries. It identifies 10 major trends impacting the workforce in 2016, including the rise of teams in organizational design, the need to shape culture to drive business strategy, and the importance of leadership development. Other trends include the growing emphasis on continuous employee engagement, empowering employees to take charge of their own learning, and the disruptive impact of digital technologies in areas like digital HR and people analytics. The report concludes that 2016 will be a year of significant disruption as companies respond rapidly to these trends and transform their approach to management, organization, and the employee experience.
The document summarizes key information about the culture and performance of four successful companies: Southwest Airlines, Intuit, Google, and LinkedIn. It describes elements of each company's culture, such as core values and employee benefits, and how their strong cultures have contributed to financial success and reputation. For example, it notes that Southwest Airlines' relentless focus on culture, including its three core values, has led to 42 consecutive years of profitability.
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were: 1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues. 2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them. 3) Leadership development was seen as the single most urgent issue. 4) Retention and engagement was the second most urgent issue but often lacks clear ownership. 5) Reskilling HR was also a top priority as HR transforms its role from administration to a business partner.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were:
1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues.
2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them.
3) Retention and engagement are seen as a shared responsibility between HR, leadership and management rather than owned solely by HR.
4) HR is undergoing a major transformation from an administrative to a strategic business partner role, requiring new skills.
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
Leaderonomics India Roundtable Sessions - Presentation SlidesRoshan Thiran
In February 2019, Roshan Thiran (Leaderonomics Group CEO) together with Parthiban Vijaraghavan and Riddhi Parikh (from Leaderonomics India) conducted roundtable sessions with India business leaders and HR directors in Hyderabad, Bangalore and also in Mumbai. Attached are the slides presented by both Roshan and also Parthi/Riddhi.
The document summarizes a report on talent trends in India in 2023. It discusses how the "Invisible Revolution" has led to a major shift in employee loyalty and work culture since the start of the COVID-19 pandemic. Key points include:
- The number of employees switching jobs has increased, with 23% changing roles in 2022 compared to 20% in 2021 and 12% in 2020.
- 75% of the workforce can now be considered "active job seekers," either looking for a new job or planning to do so in the next 6 months.
- Companies can now only confidently rely on less than 1 in 10 employees staying, as 98% of all employees are now open to
Samsung Malaysia (SME) - Special Presentation on Diversity & LeadershipRoshan Thiran
This document discusses insights on 21st century leadership for Samsung. It emphasizes that leadership must embrace diversity and inclusion to be effective in today's changing world. True leadership development involves a combination of nature and nurture - it requires both inherent qualities and learning over time through diverse experiences that provide feedback and opportunities to develop new skills. Learning is contextual and influenced by both content and the environment in which it takes place.
The document summarizes key findings from LinkedIn's 2022 Workplace Learning Report. It discusses how learning and development (L&D) has taken on greater importance and responsibility amid the pandemic, with L&D becoming more central, strategic, cross-functional, and pressured to deliver results. It also explores how L&D is focusing on skills development, leadership training, diversity and inclusion, as well as well-being initiatives. Budgets and jobs in the L&D field are growing to help organizations address skills gaps and transformation challenges through learning.
This document provides a practical guide for companies to bring purpose to their organization for a competitive advantage in talent acquisition and retention. It discusses defining an organizational purpose beyond profit, focusing on positive impact and personal growth. Research shows purpose-driven companies have better talent outcomes such as more/higher performing employees who stay longer. The guide provides advice on using purpose to improve strategic clarity, innovation, motivation, transformation, and partnerships. It also discusses how purpose strengthens consumer brands by appealing to shared values and building trust with customers.
This document summarizes data from SHL on the global availability of current and future leaders. It finds:
1) There is a lack of confidence that organizations have the leaders needed for future success, with only 25% of employees believing their company has the right leaders.
2) Countries with the highest percentage of populations displaying strong leadership potential today include Hong Kong, Germany, the UK, Australia, and the US.
3) While many countries have the potential leaders needed today, developing future leaders remains a challenge, with organizations acknowledging succession risks but often lacking the talent data and development programs to effectively address it.
The document discusses how management may change in the future due to emerging trends and disruptions. Some key points:
- Artificial intelligence will radically change business transactions and management as perception-based decisions are replaced. AI is predicted to replace 16% of jobs in the next decade.
- Blockchain technology, if widely adopted, has the potential to disrupt how data is stored today and transform how business is conducted through applications like smart contracts.
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CEE 2014 Executive Briefing - Learn@lunch Series - 2 April 2014
Making QBE The Best Place to Work for Talent -- Ideas on Where to Start
1. Making QBE the Best Place to Work for Talent:
Ideas on Where to Start Focusing for further education,
exposure, experience and execution in the People
Leadership Quadrant
Audience: Anyone from the QBE Leadership Academy
Alumni wishing to further their development within the
People Leadership Quadrant
Table of Contents
1) Introduction ________________________________________________________________ 2
2) Reflections on the companies where people want to work and the implications on us __ 3
a. We need to understand the forces that are changing the world we will lead dramatically ________4
b. How do we formulate our response to this radically different world? _________________________5
i) ACCELERATE OUR GLOBAL LEADERSHIP CAPABILITY AND PERFORMANCE AT QBE ________________ 6
ii) INSPIRE MINDS AND HEARTS TO BUILD PERFORMANCE AND COMMITMENT TO QBE _______________ 10
3) Next steps ________________________________________________________________ 14
2. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
2
1)Introduction
This paper acts as a thought piece on where QBE might focus on creating itself as one of the best places to
work for talent. It was written for two main purposes:
For the ELP to reflect on in their last meeting of 6-7 May to determine whether they have a role in
creating QBE as the best place to work for talent – and if so, what that role was
To determine the content of a Leadership Academy Alumni collaborative education piece on the
People Leadership that is further described in the paper known as “Leadership Academy Alumni –
How do I continue developing my leadership”.
As such, it is an introduction only on the types of content the Leadership Academy could further develop for
all alumni to focus on continuous development in the People Leadership quadrant of the leadership
Essentials Model. This is the quadrant we have selected first because it is where our Leadership Insights
data tell us that our leaders have the most to develop. In further papers we will write, we will also provide
thoughts on topics that the Leadership Academy could focus to answer the questions listed against the other
three quadrants.
The goal of this paper is to determine the 10 topics that Leadership Academy Alumni could explore
collaboratively in a series of education, exposure, experience and execution.
What else do we need to
learn as Leadership
Academy alumni in the
People Leadership
quadrant that would make
QBE the best place to work
for talent?
What else do we need to
learn as Leadership
Academy alumni in the
Personal Leadership
quadrant that would make
QBE a company that cares
about its people?
What else do we need to learn as
Leadership Academy alumni in
the Business Leadership
quadrant that would make QBE
the most innovative and global
insurance company?
What else do we need to learn as
Leadership Academy alumni in
the Results Leadership quadrant
that would make QBE the
company that customers choose
for its focus on delivery?
3. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
3
2)Reflections on the companies where people want to
work and the implications on us
Where do people really want to work?
The Great Place Work Institute , has published studies that show the 100
best places to work (sponsored by Fortune Magazine) outperformed the
S&P 500 by over two-fold from 1997-2013. These best places to work are
rated by the employees around trust:
o Trust with management because leaders exhibit credibility, fairness,
and respect
o Trust with other employments –“camaraderie”
o Trust that can make a difference through the job that they do
The employees’ trust rating counts
for 2/3/ of the overall rating. The
other third is based on responses to
the Culture Audit, which includes
detailed. questions about pay and
benefit programmes, a series of
open-ended questions about hiring
practices, methods of internal
communication, training, recognition
programmes and diversity efforts
Gallup research shows that globally only 13%of employees are highly
engaged at work – and more disturbingly, 24% are actively disengaged
(leaving 63% “not engaged”).
Our QBE pulse data indicates that:
39% of our people are inspired by our vision
45% of people believe that ONE QBE values and behaviours are
demonstrated by their team
40% of our people believe senior leaders role model our ONE QBE
values and behaviours
Deloitte Global Human Capital Research just published shows that only 8%
of large companies feel they have programmes to help employees adapt to
the new world. This survey included 2,532 business and HR leaders across
94 countries and all major industries
4. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
4
Reminding ourselves of some of the trends that we covered over the year now that 2014 that has arrived at our
doorstep, let’s determine how we might respond as an ELP cohort with over 655 alumni of a Leadership
Academy. We are determined that the academy be much more than a static set of courses that soon lose their
memory, experience and relevance.
a. We need to understand the forces that are changing the world we will lead
dramatically
2014 a Turning Point: A turning point when global recession ends and business
puts plans in place for a new wave of growth BUT meets a workforce that has
significantly shifted from the following changes:
Globalisation: In 2013, the developing countries contributed 50% of the world’s
GDP, which will grow to 55% by 2013. Leading companies source talent globally
– and constantly move their talent around for development, innovation and
inspiration
Mobiles, social, cloud: At the start of 2008, there were only 3 million Apple
iPhone mobile devices in the world. At the end of 2013, there were 1 billion
smartphones and more than 420 million iPhone mobile devices. Facebook had
a million users in 2004 and now has 1.23 billion users. This has transformed the
world of recruiting, education, analytics and the way we work. We are online
24/7, relentlessly flooded with information, messages and communications.
Companies must learn to absorb technology change while simultaneously
making it simple.
Mind overwhelm Beware, however, of the “overwhelm” of people now though in
this new world!! Research is showing us some worrisome trends – people
looking at phones 150 times a day; people spending 41% of their time doing
tasks that offer little value to the company and could be done much more
competently by others. We cling to email answering because it makes us feel
we have achieved because we feel busy and thus important while we are
missing the real thinking that we as innovation creators really need to do
Diversity, inclusion: Millennials ARE different in the way they prefer to work
and their ambitions, and they will make up 75% of the global workforce by 2025.
They want to feel like they are running their own businesses, and they want
accelerated career growth. They don’t trust current leaders to deliver what they
want (only 20% of them trust leaders to make ethical decisions; 61% believe that
management is the biggest barrier to innovation) Baby boomers want to stay,
too – and are extending their careers. We will have the most multi-generational
workforce in history and the most multicultural.
Shift in our view of pure capitalism: The rise of “conscious capitalism” is
making new demands on businesses, with social and community concerns rising
to new levels of priorities. Regulation is increasing. The concepts of mission
and purpose that have real meaning to employees is becoming important as the
world grapples with an increasingly worrisome trends in statistics: in the US
100% of the wealth of the world went to 20% of the households; 50% of it went
to 4%. See interesting readings in Conscious Capitalism and Firms of
Endearment See Arianna Huffington Third Metric – beyond just money and
power.
Technology changing how we work and skills we need: Collaborative
technologies, when used well, open the world up for companies to connect,
innovate, easily accessing expertise within and outside the world. New skills in
analytics, machine-assisted manufacturing, and the services industries are
booming
I don’t want a
career; I want an
experience
5. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
5
b. How do we formulate our response to this radically different world?
In the pages that follow, we have started a list of areas we might start to investigate as a collective ELP
leading a collective Leadership Academy alumni through education, dialogue and practice– if there were
interest.
Take this list as a start. We have provided a description of each area that we think is worth
investigating. In summary, the list of areas is ten:
ACCELERATE OUR GLOBAL LEADERSHIP CAPABILITY AND PERFORMANCE AT QBE
1. Broaden, deepen and accelerate leadership development at all levels
2. Radically rethink what we are teaching in leadership and culture
3. Build workforce capabilities that are global and can deal with a VUCA world
4. Re-energise corporate learning by putting our employees in charge of their own
growth
5. Redesign performance management’s archaic practices
INSPIRE MINDS AND HEARTS TO BUILD PERFORMANCE AND COMMITMENT TO QBE
6. Develop innovative ways to attract, source, and recruit talent
7. Inspire passion and purpose in each person
8. Move from diversity to inclusion
9. Help the overwhelmed employee deal with the flood of information and
distraction in the workplace
10. Involve everyone in formulating strategy and driving innovation—not just the
Top 50 or the Top 200
6. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
6
i) ACCELERATE OUR GLOBAL LEADERSHIP CAPABILITY AND PERFORMANCE AT QBE
1. Broaden, deepen and accelerate leadership development
at all levels across the organisation as a daily mission– especially at the first-
level and mid-level transitions. While the Leadership Academy has started this
– we know that the shelf-life of courses without practice is very short. We must
find ways to develop leaders consciously on the job continuously that is
reinforced by modern feedback mechanisms – crowd-sourcing sources of talent,
paths of learning, paths of careers, thus truly identifying our leading stars, who
might be found at all levels.
For the next evolution of the Leadership Academy, we are looking at ways for
people to build their awareness of the leadership gaps they are closing
throughout the day – providing crowd-sourcing ways (like Amazon does) for
people to collect feedback, find mentors, find courses that would suit their
ambitions and find career trajectories that would suit their desires. This will be
based around our Leadership Portal – a combination of collaboration; courses,
experts and mentors identified based on your profile of skill and ambition;
succession ideas that are not only thought by the “black box” of succession
planners but now actually crowd-sourced by people who can see potential in
others that the central succession planners cannot see
2. Radically rethink what we are teaching in leadership and strategy
Skim the article in Forbes on “The Management Revolution” and the following
month’s “How to Lead a Flat Army.” The opening paragraph for this article
shows that we have a lot of rethinking --- that needs to be done together:
What on earth is happening to management? Formerly self-evident truths
are being cast aside. The sacred goal of maximizing shareholder value is
now “the dumbest idea in the world”. The search for the holy grail of
“sustainable competitive advantage” is now recognized as futile. The
“essence of strategy” seen as “coping with competitors” is obsolete. The uni-
directional value chain—the very core of 20th Century management
thinking—is now a problem, not a solution. The short-term gains of large-
scale off-shoring of manufacturing are recognized to have caused massive
loss of competitive capacity. Supposed distinctions between leaders and
managers have collapsed. To top it off, a slew of recent management books
suggest that today’s organizations represent a failure so deep and pervasive
that there are hardly words to describe it. A veritable revolution in
management is under way.
Gary Hamel reminds us that: “Tomorrow’s business imperatives lie outside
the performance envelope of today’s bureaucracy-infused management
practices… Equipping organizations to tackle the future would require a
management revolution no less momentous than the one that spawned
modern industry.
At QBE, we need to create dialogue now that takes us far beyond the
hierarchical thinking that only the top 200 can think about strategy – and at the
Leadership Academy, we have the collaborative tools now to have this
“dialogue” – “creating meaning through word.” We can write, we can video, we
can create jams – which are virtual conferences held for a few days across the
7. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
7
world. Let’s be creative around this. As our Forbes author writes:
I like the author of “Flat Army”, Dan Ponefract’s thoughts: a “flat army” might
perhaps be regarded as an oxymoron: armies have historically been—and
mostly still are—quintessential models of steep hierarchies that frustrate
everyone by their mindless application of rules regardless of context, and by
their overriding respect for authority over competence.
Dan told me that he is using “army” in the sense of “a group of people who
share similar aims or beliefs”. The word “army” derives from the medieval
Latin term of “armata” which loosely means a flotilla of vessels moving
together. A “flat army” is thus an organization (or a team) that works together
to achieve a business result – a corporate commonality. It is part situational
hierarchy, part heterarchy and part common purpose.
How do we as leaders of QBE create an organisation that is part situational
hierarchy, part heterarchy, and part common purpose – and what should our purpose
truly be?
How can we be more creative around strategic thinking in ways we have never been
taught to do? This might be the focus of a Leadership Academy that not only
focuses on people and personal leadership, but also on business and results
leadership.
3. Build workforce capabilities that are global and can deal with a VUCA
world
If we are going to continue to expand globally and think globally, we need people
who have the world as their context, can see things without being overwhelmed
by VUCA (volatility, uncertainty, complexity, ambiguity), and can move from one
country to the next easily – through the global mobility they can easily find through
our integrated and transparent global opportunities.
Through its global programmes of Executive Leader Programme and Senior
Leader Programme, the Leadership Academy is assisting people to really get to
know each other, understanding the way each other thinks – and allowing people
to create connections that make innovation and collaboration easy. We can’t
afford to fly everyone around the world, but through the video technology that is
built into the Leadership Academy portal, we can build virtual connections of
people interested in various aspects of strategy and leadership development who
can meet virtually and see each other in a much greater presence than any audio-
webinar could ever hope to achieve. We would like this to be our next efforts,
which would be seen simply as an extension of learning in the classroom.
4. Re-energise corporate learning by putting our employees in charge of their
growth –
We need to find ways of ensuring that our people find multiple, transparent and
easy-to-find ways to develop their talent and their career globally. Global motility
is essential. The great places to work allow people to move from job to job
without fear of failure. At the moment, only 3% of the companies that Bersin by
Deloitte studies deliver strong mobility programmes, yet this is one of the
strongest drivers of engagement and continuous learning. Companies like
Facebook, Dropbook, Twitter and LinkedIn offer their companies continuous
learning and career growth – every year asking their employees what they want
8. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
8
to do next in order to expand – and the great companies are getting their
employees to design their own job descriptions – which change constantly to suit
the strategy of the business. These organisations meet Daniel Pink’s call for
autonomy, mastery and purpose.
Our QBE people will require open access to seeing opportunities around the
world (which may not always be described by a detailed job description) and an
understanding of what capabilities are require and how to develop these
capabilities -- if not today, then tomorrow. Our people need to have access to
assessment tools that help them rate their own capabilities against opportunities
that interest them – and then provide them with the results that link them to the
development that would be easy to access in any shape/any time of the day/from
any platform ......and that is recognisable and reward-worthy of their efforts. Our
hiring processes must be transparent – so we provide our people with interview
guides and give them the feedback they need when they both win the job and not
win the job. There is always another way to improve and get better – and it’s
worthwhile for the time.
Over the next year, QBE’s Centre for Excellence, Talent & Leadership will start
building career portals that employees can use to do just that assessment and
development. Our Leadership Portal will have open courses and references to
Mass Open Online Courses that leaders can take to plug the gaps they want to
plug. We are also working with other parts of the business to begin developing
expertise for our specialists – for example an “Underwriting Academy” under the
sponsorship of the GUDF.
5. Redesign performance management’s archaic practices.
Our employee performance does not follow a bell curve and we shouldn’t grade
by the curve. Performance systems of today create agonising problems with
employee performance and happiness. The bell curve creates a system of “rank
and yank,” forcing managers to reward a small percentage at the top and keep a
large percentage in the middle. What happens with the old 5-point rating is that
we ration the number of high performance ratings, we create losers at the
bottom, and we keep the bulk of our population known to themselves and the
organisation as “average.”
Research by Boyle and Aguinis on researchers, entertainers, politicians and
athletes found that performance in 94% of these groups did not follow a normal
distribution. They fell into what is called a “Paretian” or “Power” distribution
where there are a small number of people who are “hyper high performers,” a
broad swath of people who are “good performers” and a smaller number of
people who are “low performers.” This curve has very different characteristics
from the average. In this curve only 10-15% of the population are above average
and most are below average – the concept of average becomes meaningless. In
fact, hyper-performers in the innovation era can be multiples of more productivity
than their peers – 10x in software engineers, for example.
Look for hyper-performers who start companies, develop new products, create
amazing advertising copy, write award winning books and articles. For the rest
of your people, however, don’t call them “average” – find ways of collaboration,
professional development, coaching, and empowering to get the performers
towards the right of the Power curve.
9. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
9
We need different models – Bersin’s research cites all the evidence that is
proving what we already know about bell-curve grading, with the biggest finding
that company performance actually dips after performance management
processes:
1. No one wants to be rated on a five point scale. Reducing a single year work
to a single number is degrading, creating a defensive reaction and definitely not
encouraging people to improve. Performance evaluation should be continuous,
focusing on what to build on in strengths
2. Ultra-high performers are actually incentivised to leave and collaboration may
be limited. With a bell curve, most of the incentive money goes to the middle. If
you get “4” or a “3” you’ll probably feel under-appreciated even though you may
be paid well relative to performance. Most don’t believe that getting a “5” is even
possible so they don’t try and they don’t trust each other to collaborate given that
they are competing against each other to get a limited place in the “5”’s
3. “3” performers are not highly motivated to improve – you may be a frustrated
high performer who wants to improve but you could also be happy to stay as you
are, never striving to go past mediocrity. Without informed and tailored feedback
that challenges each person to move from where they are, a “3” just keeps
people safe, and in many cases “safe and angry.”
4. Compensation is inefficiently distributed – a bell curve does not reflect
accurately how people contribute because performance is not a bell curve. We
actually need higher variability in pay – basing it on value add, market wages and
scarcity of skills and not tenure and history
5. Incentives to develop and grow are reduced: Under a bell curve system,
people hang out in the 80% segment and don’t strive to be a high performer.
Companies with a 1-5 bell curve process are also companies who don’t have
anywhere to go for a person striving for high performance.
We need to get as analytical and psychologically insightful about performance as we
do on our customer’s analytics. Whilst the Leadership Academy does not have any
intentions to reformulate performance and reward, we would be happy to provide
education and forums for our leaders to reflect on the type of performance they want
to build for the future – looking at what other companies do and how other
companies think .
10. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
10
ii) INSPIRE MINDS AND HEARTS TO BUILD PERFORMANCE AND COMMITMENT TO QBE
6. Develop innovative ways to attract, source, and recruit talent
“Talent acquisition” and “recruitment” are not the same. Talent acquisition is
much more sophisticated these days – and it starts with business strategy –
sometimes following it, and more and more driving that strategy – see Booz &
Co, now PwC-owned Strategy &’s work on Capability-Driven Strategy. Talent
acquisition also incorporates employment branding, candidate relationship
management, selecting, hiring, onboarding, metrics and analysis.
What is QBE’s Employee Value Proposition to the external talent world? Why
would people want to work for us? If we can’t answer this as an Executive
Leader of QBE with a few powerful stories, then we need to work more together
to do this. Our EVP should be a clear set of propositions that differentiate QBE
in the market of attracting talent – showing provocatively what employees can
expect from QBE . . .and what QBE expects from employees --- the “give” and
the “get.” Brand alignment between customer and employee is essential in this
equation.
What do you think our internal and external brand alignment is? How would you
describe it by way of story?
And how do we attract people through the hundreds of channels that exist now
for people finding employment? Our talent systems must have direct links that
are automatically updating our presence on portals like LinkedIn, Broadbean,
Monster, TalentBin and Hire Right. It must be easy for prospective talent to find
out about us, our careers, our opportunities, and our culture. In reverse, it must
be easy for us to find about them as well. We need a portal where they can
keep us updated on their own careers, how they are developing, a portal where
they can take our online assessments to find out about their skills, their
technical match with our needs, their behavioural match with our culture, and
how they would fill any gaps if they had them. We need to be able to talk to
prospective employees by video, and we should never, never lose track of
prospective employees even if they don’t fit right away. It’s kind of like losing
track of a customer. Never ever.
And did we mention globally integrated talent acquisition?
7. Inspire passion and purpose in each person
How do we move beyond the target of “retention,” which sounds like a bit like
a jail term? How can we create meaningful work and leadership that we can
trust?
If only 45% of our people believe that ONE QBE values and behaviours are
demonstrated everyday in their team, why do we think that is? Are our
values meaningful – can our people remember them and relate to them?
Companies that are great places to work have values that are live, constantly
reflected on, and gathering constant stories momentum around them. We
were particularly inspired by the company Zappos and the way it displays its
values and talks about them with real live language, employees and
examples. They actually have the audacity to focus on happiness.
Apparently, they start all meetings at Zappos with a story about how a value
was demonstrated, and these values are provocative:
11. Making QBE The Best Place to Work for
Talent -- Ideas on Where to Start
11
1.Deliver WOW Through Service
2.Embrace and Drive Change
3.Create Fun and A Little Weirdness
4.Be Adventurous, Creative, and Open-Minded
5.Pursue Growth and Learning
6.Build Open and Honest Relationships With Communication
7.Build a Positive Team and Family Spirit
8.Do More With Less
9.Be Passionate and Determined
10.Be Humble
Are we as leaders of QBE attracting the trust from our people today and are
we demonstrating our values clearly? Gone are the days of the hard-
nosed, profit-obsessed leader. People expect leaders to work hard, but they
also expect leaders to provide a mission that matters – and to demonstrate
the values of trust, consciousness and soul. They want leaders who balance
their work by also taking care of our health, our families, and our health.
This means focusing on self-awareness, exercise, sleep and mindfulness.
It is well worth us as senior leaders of the organisation to start the dialogue
around passion, purpose, and a better way to manage ourselves. Building
our commitment to the community has been a fantastic initiative as a start,
but we cannot forget that we have a community within QBE we must nurture.
8. Move from diversity to inclusion
QBE’s first global Diversity Council presented some powerful insights and
statistics in March. We present these here –both the statistics that the Council
could gather without a global Human Capital system as well as the findings they
agreed upon
Gender:
o While QBE’s gender composition is females at 56% overall, our
gender gap begins at level 4 and widens significantly from Level 3
and beyond (to a 90% men and 10% women at Level 0). This
under-representation of women from Level 4 and beyond then also
directly affects the diverse composition of ‘feeder’ talent pool. In our
expertise with other organisations, this gender gap starts much
earlier in our organisation than that of other organisations
o With new hires – again, we hire more women in at the junior levels
and then it flips to hiring males from Level 3 and beyond.
o Promotions by gender indicate that men are proportionally promoted
consistently higher at all levels
Age:
o Age profile indicates that the highest proportion of our workforce is
aged 25-34yrs for both male and female, they are also the group that
dominates the roles at Level 6 and 5. Interestingly they too are the
cohort that makes up the largest group of voluntary leavers in QBE -
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stated reasons for leaving is primarily lack of career opportunities –
challenge and promotion.
Barriers to an inclusive culture at QBE (with variations across Divisions/Regions)
were identified to the Council as follows:
Attitudes – bias in the way decisions are made
No consequence management – i.e. when wrong behaviour is displayed
lack of willingness to change
Lack of information/opportunity to educate oneself
Culture does not encourage open expression
Lack of proactive executive sponsorship
Need for transparent and fair recruitment and promotion practices
Work/Life integration – poor support of the utilisation of flexibility
Need for clearer employment policies and processes
Greater awareness – more communication and marketing of what we are
doing, why and success stories across ONEQBE
This means that if QBE is to realise the business benefit generated from a diverse
and inclusive workplace and facilitate ONEQBE and drive higher engagement and
productivity, then we need to focus on the following priorities:
Strong pipeline of diverse talent – offering all employees the opportunity to
develop and progress their careers - removing any diversity related
headwinds to attract, retain and optimise the best talent
Diverse leadership and 'inclusive' capabilities - foster inclusive, gender
balanced leadership teams. Develop cultural dexterity and people agility to
effectively manage differences and different ways of working
Teamwork and collaboration - Harness diversity of thought for greater
innovation through collaboration - facilitate networking, knowledge sharing
and structuring of diverse cross divisional teams
Customer connectivity - Develop cultural dexterity and people agility to sell
effectively across diverse customer groups. Understand and meet diverse
customer and consumer product needs and preferences
Higher engagement of all talent - create a fair, inclusive and respectful place
for all employees irrespective of their gender, age etc Ensure high
commitment, loyalty and performance by valuing diverse backgrounds and
perspectives
9. Help the overwhelmed employee deal with the flood of information and
distraction in the workplace
We need help! Starting with you and the Senior Leader Programme alumni,
we are building an awareness of daily habits we can build with our bodies,
minds and emotions to build minds that can think much more innovatively
and leadership that can establish trust, kindness and presence.
We would like the Leadership Academy to be of assistance to you as you
find your own quiet minds – and will help you access to the ancient wisdom
we have managed to forget in our rush to get ahead --- witness the rise in
mindfulness and the practical leadership techniques of “doing more in far
less time”
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I think there is far more development that needs to be offered in both the
people and personal segments of our leadership capability – but this is
development that has to be practised daily – one behaviour at a time. We
would like to work with our leaders in a daily way in which we encourage
stillness at least 5 minutes a day, reflection at least an hour a week, and
community reflection at least once every two weeks. We wish to encourage
the humility it will take for us all to become lifelong learners – where minds
are more and more open to a world that no longer will resemble the world we
thought we understood as experts. The beginner’s mind is the mind in which
we will thrive – and it is not a mind harassed by lack of sleep and constant
bombardment of technology.
10. Involve everyone in formulating strategy and driving innovation—not just
the Top 50 or the Top 200
We have the technology now to connect across many more people than the
lucky few who get to fly into a world capital city together. As we formulate
customer value propositions, look at ways we can improve our core
businesses, increase our operational excellence, drive growth in our
emerging markets, build more financial stability and develop our leadership
and talent – we can access so much more if we can create ongoing dialogue
amongst our people to garner their ideas. In turn, they feel like they are
contributing, that they are part of something much larger than themselves,
and that their opinions are heard. Strategising through the Wisdom of the
QBE Crowd is going to get us moving faster and smarter – and much more
passionately. Check out how the world is moving towards the wisdom of the
crowds with this article.
More and more companies are using their internet collaboration tools to
harness strategy and innovation. In our efforts to further the business and
results leadership quadrants of our Leadership Essentials model, the
Leadership Academy would propose that we use our integrated Leadership
Academy portal to drive these types of dialogues – through company-wide
jam sessions on strategy, on innovation and on culture, through ongoing
cross-border dialogue on our discussion boards, through education available
24-7 on any of our topics, through our leaders getting on video that is always
available sharing their ideas and thoughts about directions.
We challenge the ELP to drive this strategic dialogue. through a global
QBE-wide leadership dialogue jam that could be started by you as ELP
members. The term “jam” was coined by IBM in 2001 and is defined as a
mass, global on-line collaborative experience that could last for days – and
could be focused on anything – product ideas, customer value ideas, or
culture improvements. We could establish the lead up to such a jam
(perhaps in 2015) by providing a series of online dialogue, exploration and
education sessions for you to lead the rest of the Leadership Academy
alumni.
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3)Next steps
Log on to the Leadership Academy Portal if you are registered and make yourself a member of “QBE:
The Best Place to Work for Talent” group and write your opinions of this or write to
leadership.academy@qbe.com if you are not registered yet on the Portal. Let us know what you think
about:
The ten topics we have selected that require further exploration
Your ideas on how we could work with a group of Leadership Academy Alumni who want to
explore these ideas further
Your own ideas on what requires exploration from what you have seen
Your interest in becoming part of an exploration group over the next 12 months