The document discusses Lenovo's shared service center in Bratislava, Slovakia and various initiatives undertaken to improve employee engagement. It describes projects launched to enhance communication, cross-functional teaming, career development opportunities, and community involvement. Surveys showed employee engagement and management ratings significantly increased after implementing recommendations from employee workshops. Examples of successful projects included creating promotional videos, developing guidance for new/remote employees, and establishing an internship program with local universities. The center also organized various charitable events that increased volunteer participation and funds raised for community partners.
LARUS Business Automation is celebrating its 10-year anniversary with an event focused on technological innovation for large companies. The event will feature speakers discussing open-source technologies, Agile methodologies, and the Neo4j graph database. LARUS has expanded its offices, teams, certifications, research areas, partnerships, and training school as part of its growth program over the past year. The company aims to provide value to customers through technological innovation and knowledge sharing.
This document provides an overview of an SAP HANA 1.0 with SP5 training program. The training focuses on role-specific skills rather than just teaching the product. Key topics covered include introduction to HANA, data provisioning using flat files, BODS, SLT and DCX, modeling, reporting, user management, security, BW 7.3 on HANA concepts and sample projects. The training is delivered online and includes hands-on experience, assignments, mock interviews and guidance for SAP HANA certification. The trainer has extensive experience implementing HANA solutions and training students to become certified consultants.
Leland Bartlett has over 20 years of experience as a technical trainer and developer for SAP products. He has delivered training to over 300 companies across multiple industries. He specializes in SAP Enterprise Portal and has expertise in other SAP products like NetWeaver, ERP, CRM, and Business Objects. He is skilled in developing training solutions using various platforms and methodologies.
Rachel Seaman is seeking a business analyst position that utilizes her leadership, process improvement, and communication skills. She has over 14 years of experience working with SAP and leading projects to map business processes. Currently she is the Director of Service and Distribution at Thermo Fisher Scientific in Ottawa, Canada, overseeing 22 employees across two sites. She has extensive experience leading teams and process improvement initiatives.
This document provides an overview of deploying SAP Fiori UX. It discusses the architecture including front-end and back-end servers. It outlines the necessary components to deploy on each end including foundation and functional modules. It recommends tools for installation and maintenance. Finally, it recaps where to access all required assets and components from the SAP Service Marketplace.
A new approach to software development outsourcing and process outsourcing that combines the benefits of outsourcing and the PEO model to provide clients with the best of all worlds. Low cost resources (up to half of US cost,) and the accountability and exclusivity of resources. Clients the best of all worlds; low cost resources, dedicated exclusively to them, without the hassle of employment and administration.
Arkatay about Certificates for project managersJan Raaschou
The document provides an overview of project management certifications from several organizations such as PMI, IPMA, PRINCE2, and Scaled Agile. It discusses the different types of certifications available, their target experience levels, and benefits. The seminar agenda includes discussing which certifications are appropriate for individuals based on their experience and goals, as well as providing information on certification processes, requirements, and exams.
The document discusses Wiznic World, a franchise that provides project management training. It highlights:
1. Wiznic World has a team of experienced trainers and consultants with Oracle and PMP certifications. They provide training on Primavera P6 and MS Project software.
2. The franchise offers resources to franchisees like marketing materials, online tools, and courseware to help drive sales and minimize costs.
3. Testimonials from clients praise Wiznic World's knowledgeable instructors and their ability to help professionals excel in Primavera P6.
LARUS Business Automation is celebrating its 10-year anniversary with an event focused on technological innovation for large companies. The event will feature speakers discussing open-source technologies, Agile methodologies, and the Neo4j graph database. LARUS has expanded its offices, teams, certifications, research areas, partnerships, and training school as part of its growth program over the past year. The company aims to provide value to customers through technological innovation and knowledge sharing.
This document provides an overview of an SAP HANA 1.0 with SP5 training program. The training focuses on role-specific skills rather than just teaching the product. Key topics covered include introduction to HANA, data provisioning using flat files, BODS, SLT and DCX, modeling, reporting, user management, security, BW 7.3 on HANA concepts and sample projects. The training is delivered online and includes hands-on experience, assignments, mock interviews and guidance for SAP HANA certification. The trainer has extensive experience implementing HANA solutions and training students to become certified consultants.
Leland Bartlett has over 20 years of experience as a technical trainer and developer for SAP products. He has delivered training to over 300 companies across multiple industries. He specializes in SAP Enterprise Portal and has expertise in other SAP products like NetWeaver, ERP, CRM, and Business Objects. He is skilled in developing training solutions using various platforms and methodologies.
Rachel Seaman is seeking a business analyst position that utilizes her leadership, process improvement, and communication skills. She has over 14 years of experience working with SAP and leading projects to map business processes. Currently she is the Director of Service and Distribution at Thermo Fisher Scientific in Ottawa, Canada, overseeing 22 employees across two sites. She has extensive experience leading teams and process improvement initiatives.
This document provides an overview of deploying SAP Fiori UX. It discusses the architecture including front-end and back-end servers. It outlines the necessary components to deploy on each end including foundation and functional modules. It recommends tools for installation and maintenance. Finally, it recaps where to access all required assets and components from the SAP Service Marketplace.
A new approach to software development outsourcing and process outsourcing that combines the benefits of outsourcing and the PEO model to provide clients with the best of all worlds. Low cost resources (up to half of US cost,) and the accountability and exclusivity of resources. Clients the best of all worlds; low cost resources, dedicated exclusively to them, without the hassle of employment and administration.
Arkatay about Certificates for project managersJan Raaschou
The document provides an overview of project management certifications from several organizations such as PMI, IPMA, PRINCE2, and Scaled Agile. It discusses the different types of certifications available, their target experience levels, and benefits. The seminar agenda includes discussing which certifications are appropriate for individuals based on their experience and goals, as well as providing information on certification processes, requirements, and exams.
The document discusses Wiznic World, a franchise that provides project management training. It highlights:
1. Wiznic World has a team of experienced trainers and consultants with Oracle and PMP certifications. They provide training on Primavera P6 and MS Project software.
2. The franchise offers resources to franchisees like marketing materials, online tools, and courseware to help drive sales and minimize costs.
3. Testimonials from clients praise Wiznic World's knowledgeable instructors and their ability to help professionals excel in Primavera P6.
Global HR System: Translation & Localization International Roll-outVengaGlobal
The company faced challenges in training over 150,000 employees across 40 countries and 23 languages on a new HR system. Venga helped by developing globally neutral training materials, translating content into 23 languages, and launching a multi-platform support portal. Through strategic planning, process automation, and quality reviews, Venga ensured all employees understood how to use the new system, leading to a successful global rollout.
This is the latest whole company meeting; an internal presentation for all employees at OpenERP Belgium, U.S., and India. In order to be transparent, we decided to publish it online. Most of the explanations in this document are not yet documented, more public information will follow... be patient.
Using mobile learning as an effective onboarding toolJon Brasted
I delivered a presentation with my colleague Mahdi Barakat at mLearnCon 2014 titled, 'Using mobile learning as an effective onboarding tool', detailing how Qualcomm uses mobile learning in its onboarding strategy.
One of the leading Project Management consultants in India, pioneered for providing consultancy & training on Project Management Software .i.e. Oracle’s Primavera P6 & MS project, which have proved helpful in growth and development of thousands of professionals from various sectors, for past few years. Setting up own server and registering for procuring the license holder of EPPM 15.2 from Oracle to deliver quality services to our clients.
Looking forward to expand the business and services internationally.
In the last 24 months, we've transformed the way we work using the Scaled Agile Framework. To help with the transformation, we are also using UX practices, design thinking and lean startup methods.
By the end of this presentation, you will understand how we have leveraged UX practices, innovation games and design sprints to improve the maturation of the business needs and their prioritisation to best fit what our users want and deliver value in a continuous flow.
Concept Northern provides training and qualifications to help individuals with dyslexia succeed in the workplace. Their SQA Customised Award is made up of 7 units covering skills like reading, writing, time management and communication using assistive technology. The qualification can help learners establish core skills, develop coping strategies, gain a recognized qualification, and confidence. They offer two routes: 1) for ages 16-24 to develop skills and gain employment opportunities, and 2) for those in or seeking work to improve essential business skills. Both routes teach how to use assistive technologies like Texthelp, Sonocent Audio Notetaker, and MindView to perform common workplace tasks.
Personally designed (content + graphics design), officially accredited PRINCE2® Foundation courseware.
PRINCE2® (Projects IN Controlled Environments) is part of the AXELOS Global Best Practice Guidance.
How to get started with Twitter for business from Concentrix.Concentrix Doak
Want to get your social media portfolio up and running, try our guide here! This is a how to on get starting in Twitter for business from www.concentrix.com. It is a presentation for beginners, soon we will be uploading more advanced how-to guides. If you have any questions on this content.
Creating A Social Environment For EmployeesStephen Jio
The document discusses creating a social environment for employees at Dell. It emphasizes the importance of building an integrated social media strategy, training employees, and looking for the right infrastructure. An effective strategy includes identifying goals, budgeting, listening to customers, engaging in conversations, finding opportunities across the business, and measuring results. Training empowers employees by setting principles and processes for social media use. The right infrastructure allows for collaboration and sharing across projects and teams.
The Essel Group is a leading Indian conglomerate with a diverse portfolio across various sectors including media, infrastructure, utilities and manufacturing. It has a presence in over 169 countries with 12,000+ employees. Essel aims to transform urban infrastructure in India, particularly in the areas of smart water and waste management. Currently, water supply, sanitation and waste management in Indian cities is inadequate and below standards. Essel seeks to implement various infrastructure projects leveraging public-private partnerships to improve urban services and enable the development of smart cities.
A perceptual map visually categorizes customers' perceptions of a company and its competitors based on different attributes, allowing companies to assess their positioning and differentiation in the market; it requires understanding customers' views of a brand and competition; and perceptual maps are useful for evaluating strengths/weaknesses, identifying competitive advantages and market opportunities, and informing positioning strategies over time.
An HR audit was conducted at Snapdeal to assess job satisfaction. The audit examined areas like workplace policies, HR activities, and employee benefits. It identified both factors contributing to and detracting from job satisfaction. While most employees found the culture, work, and benefits rewarding, others cited underpayment, limited growth, and poor management as dissatisfying. The analysis found room for improvement in grievance handling and fair compensation. Overall, the audit aimed to pinpoint strengths and weaknesses to enhance job satisfaction.
The document provides an overview of HR and IR practices at Hindustan Aeronautics Limited's Koraput Division. It discusses the company's profile, products, customers, financial status, vision, mission and objectives. It then summarizes the company's practices regarding collective bargaining, grievance procedures, HR practices like recruitment, training, performance appraisal, knowledge management and welfare measures. Finally, it discusses trade unions, workers participation in management and corporate social responsibility initiatives at HAL.
This document provides an overview of performance appraisal and review processes at Hindustan Aeronautics Limited (HAL). It includes an introduction to HAL, discussing its history, growth, organizational structure, values, and objectives. The document also provides details about HAL's performance management system, including its key aspects like goal setting, mid-year reviews, annual reviews, competency frameworks and rating scales used in appraisals.
One of our presentation during Strategic Management class in KDI School of Public Policy and Management, South Korea. All graphics and information used in this slide belong to the original producer and owner. This slide is for educational purpose only.
Dusit International Hr Strategy (Revised) [Compatibility Mode]jusalice
The document outlines Dusit International's human resources strategy, including their vision, mission, brand dimensions, and core HR values. It details their people strategy called S.T.A.R. which focuses on selecting, training, acting, and recognizing talent. It also discusses their employer of choice framework and people management model, which links talent performance to competency development, career growth, and total compensation. Finally, it proposes improvements to Dusit's training and development system to better utilize internal resources and ensure consistent standards.
Marico faced challenges with its growing supply chain including forecast accuracy of only 70% and distributors suffering stock-outs of 30% of SKUs. To address this, Marico implemented an integrated IT system including SAP, APO, BIW, MIDAS and MiNet. This provided real-time stock visibility, automated replenishment, and order generation. The results were operational improvements like reduced inventory and improved forecast accuracy. Going forward, Marico aims to capture retailer data through handheld devices to further strengthen its supply chain.
Hr conclave and entrepreneurs' strategy summit at international school of bus...Dr. Trilok Kumar Jain
The document summarizes an HR conclave and entrepreneurship summit organized by the International School of Business Management. The event featured panel discussions on technology, fundraising, startups, and HR issues involving entrepreneurs, business leaders, and academics. It included talks, networking opportunities, and awards to recognize excellence in HR and leadership for societal development through entrepreneurship. The day-long event provided students a platform to learn from the experiences shared by industry professionals and experts.
The document outlines the role and responsibilities of global human resources in supporting an organization's business strategy on an international scale. It discusses establishing an HR structure and culture aligned with the corporate strategy and values. Key responsibilities include building cross-organizational partnerships, demonstrating HR's value beyond administrative functions, implementing a successful global culture through strategic focus and performance measurement, and playing an active role in business and country-level strategy.
How can firms improve performances through retribution and HR practices? How can they solve the principal - agent problem? How can management by objectives (MBO), job rotation, job enrichment, team incentives and peer review enhance human resources? How can Dell's employees retain high motivation and deliver first-class value for Dell's customers?
- Idea and Airtel are major Indian telecommunication companies, with Idea operating in 25 countries and Airtel in 19.
- Idea is part of Aditya Birla Group, India's first multinational corporation, employing over 125,000 people.
- Both companies operate GSM networks across countries, with Idea providing 2G and 3G services and Airtel providing 2G, 3G, and 4G.
Human resource practices in l&t (presentation on Larsen & toubro)manas agrawal
Larsen & Toubro (L&T) is an Indian multinational engaged in engineering, construction, and manufacturing which was founded in 1938 in Mumbai by two Danish engineers. L&T has grown to be one of the largest and most respected private sector companies in India with a global presence and offers diverse business services including construction, power, shipbuilding, infrastructure development, and more. The company has over 40,000 employees worldwide and is known for its innovativeness, financial performance, talent management practices, and quality of products and services.
Global HR System: Translation & Localization International Roll-outVengaGlobal
The company faced challenges in training over 150,000 employees across 40 countries and 23 languages on a new HR system. Venga helped by developing globally neutral training materials, translating content into 23 languages, and launching a multi-platform support portal. Through strategic planning, process automation, and quality reviews, Venga ensured all employees understood how to use the new system, leading to a successful global rollout.
This is the latest whole company meeting; an internal presentation for all employees at OpenERP Belgium, U.S., and India. In order to be transparent, we decided to publish it online. Most of the explanations in this document are not yet documented, more public information will follow... be patient.
Using mobile learning as an effective onboarding toolJon Brasted
I delivered a presentation with my colleague Mahdi Barakat at mLearnCon 2014 titled, 'Using mobile learning as an effective onboarding tool', detailing how Qualcomm uses mobile learning in its onboarding strategy.
One of the leading Project Management consultants in India, pioneered for providing consultancy & training on Project Management Software .i.e. Oracle’s Primavera P6 & MS project, which have proved helpful in growth and development of thousands of professionals from various sectors, for past few years. Setting up own server and registering for procuring the license holder of EPPM 15.2 from Oracle to deliver quality services to our clients.
Looking forward to expand the business and services internationally.
In the last 24 months, we've transformed the way we work using the Scaled Agile Framework. To help with the transformation, we are also using UX practices, design thinking and lean startup methods.
By the end of this presentation, you will understand how we have leveraged UX practices, innovation games and design sprints to improve the maturation of the business needs and their prioritisation to best fit what our users want and deliver value in a continuous flow.
Concept Northern provides training and qualifications to help individuals with dyslexia succeed in the workplace. Their SQA Customised Award is made up of 7 units covering skills like reading, writing, time management and communication using assistive technology. The qualification can help learners establish core skills, develop coping strategies, gain a recognized qualification, and confidence. They offer two routes: 1) for ages 16-24 to develop skills and gain employment opportunities, and 2) for those in or seeking work to improve essential business skills. Both routes teach how to use assistive technologies like Texthelp, Sonocent Audio Notetaker, and MindView to perform common workplace tasks.
Personally designed (content + graphics design), officially accredited PRINCE2® Foundation courseware.
PRINCE2® (Projects IN Controlled Environments) is part of the AXELOS Global Best Practice Guidance.
How to get started with Twitter for business from Concentrix.Concentrix Doak
Want to get your social media portfolio up and running, try our guide here! This is a how to on get starting in Twitter for business from www.concentrix.com. It is a presentation for beginners, soon we will be uploading more advanced how-to guides. If you have any questions on this content.
Creating A Social Environment For EmployeesStephen Jio
The document discusses creating a social environment for employees at Dell. It emphasizes the importance of building an integrated social media strategy, training employees, and looking for the right infrastructure. An effective strategy includes identifying goals, budgeting, listening to customers, engaging in conversations, finding opportunities across the business, and measuring results. Training empowers employees by setting principles and processes for social media use. The right infrastructure allows for collaboration and sharing across projects and teams.
The Essel Group is a leading Indian conglomerate with a diverse portfolio across various sectors including media, infrastructure, utilities and manufacturing. It has a presence in over 169 countries with 12,000+ employees. Essel aims to transform urban infrastructure in India, particularly in the areas of smart water and waste management. Currently, water supply, sanitation and waste management in Indian cities is inadequate and below standards. Essel seeks to implement various infrastructure projects leveraging public-private partnerships to improve urban services and enable the development of smart cities.
A perceptual map visually categorizes customers' perceptions of a company and its competitors based on different attributes, allowing companies to assess their positioning and differentiation in the market; it requires understanding customers' views of a brand and competition; and perceptual maps are useful for evaluating strengths/weaknesses, identifying competitive advantages and market opportunities, and informing positioning strategies over time.
An HR audit was conducted at Snapdeal to assess job satisfaction. The audit examined areas like workplace policies, HR activities, and employee benefits. It identified both factors contributing to and detracting from job satisfaction. While most employees found the culture, work, and benefits rewarding, others cited underpayment, limited growth, and poor management as dissatisfying. The analysis found room for improvement in grievance handling and fair compensation. Overall, the audit aimed to pinpoint strengths and weaknesses to enhance job satisfaction.
The document provides an overview of HR and IR practices at Hindustan Aeronautics Limited's Koraput Division. It discusses the company's profile, products, customers, financial status, vision, mission and objectives. It then summarizes the company's practices regarding collective bargaining, grievance procedures, HR practices like recruitment, training, performance appraisal, knowledge management and welfare measures. Finally, it discusses trade unions, workers participation in management and corporate social responsibility initiatives at HAL.
This document provides an overview of performance appraisal and review processes at Hindustan Aeronautics Limited (HAL). It includes an introduction to HAL, discussing its history, growth, organizational structure, values, and objectives. The document also provides details about HAL's performance management system, including its key aspects like goal setting, mid-year reviews, annual reviews, competency frameworks and rating scales used in appraisals.
One of our presentation during Strategic Management class in KDI School of Public Policy and Management, South Korea. All graphics and information used in this slide belong to the original producer and owner. This slide is for educational purpose only.
Dusit International Hr Strategy (Revised) [Compatibility Mode]jusalice
The document outlines Dusit International's human resources strategy, including their vision, mission, brand dimensions, and core HR values. It details their people strategy called S.T.A.R. which focuses on selecting, training, acting, and recognizing talent. It also discusses their employer of choice framework and people management model, which links talent performance to competency development, career growth, and total compensation. Finally, it proposes improvements to Dusit's training and development system to better utilize internal resources and ensure consistent standards.
Marico faced challenges with its growing supply chain including forecast accuracy of only 70% and distributors suffering stock-outs of 30% of SKUs. To address this, Marico implemented an integrated IT system including SAP, APO, BIW, MIDAS and MiNet. This provided real-time stock visibility, automated replenishment, and order generation. The results were operational improvements like reduced inventory and improved forecast accuracy. Going forward, Marico aims to capture retailer data through handheld devices to further strengthen its supply chain.
Hr conclave and entrepreneurs' strategy summit at international school of bus...Dr. Trilok Kumar Jain
The document summarizes an HR conclave and entrepreneurship summit organized by the International School of Business Management. The event featured panel discussions on technology, fundraising, startups, and HR issues involving entrepreneurs, business leaders, and academics. It included talks, networking opportunities, and awards to recognize excellence in HR and leadership for societal development through entrepreneurship. The day-long event provided students a platform to learn from the experiences shared by industry professionals and experts.
The document outlines the role and responsibilities of global human resources in supporting an organization's business strategy on an international scale. It discusses establishing an HR structure and culture aligned with the corporate strategy and values. Key responsibilities include building cross-organizational partnerships, demonstrating HR's value beyond administrative functions, implementing a successful global culture through strategic focus and performance measurement, and playing an active role in business and country-level strategy.
How can firms improve performances through retribution and HR practices? How can they solve the principal - agent problem? How can management by objectives (MBO), job rotation, job enrichment, team incentives and peer review enhance human resources? How can Dell's employees retain high motivation and deliver first-class value for Dell's customers?
- Idea and Airtel are major Indian telecommunication companies, with Idea operating in 25 countries and Airtel in 19.
- Idea is part of Aditya Birla Group, India's first multinational corporation, employing over 125,000 people.
- Both companies operate GSM networks across countries, with Idea providing 2G and 3G services and Airtel providing 2G, 3G, and 4G.
Human resource practices in l&t (presentation on Larsen & toubro)manas agrawal
Larsen & Toubro (L&T) is an Indian multinational engaged in engineering, construction, and manufacturing which was founded in 1938 in Mumbai by two Danish engineers. L&T has grown to be one of the largest and most respected private sector companies in India with a global presence and offers diverse business services including construction, power, shipbuilding, infrastructure development, and more. The company has over 40,000 employees worldwide and is known for its innovativeness, financial performance, talent management practices, and quality of products and services.
Five days of “executive-style” training program to prepare for the certification exam of Global Professional in HR (GPHR)
Powerful educational program for HR Professionals with cross-border HR management responsibilities which will provide the required tools to evaluate their competency level in global HR practices and acquire the needed critical knowledge and skills to support international projects and joint ventures. This certification preparation program shall use the latest SHRM Global Learning System®, an important reference guide for International HR professionals responsible for global HR assignments.
For more information and registration, please contact:
EMPOWER Management Consulting LLC
GHRM@EmpowerMC.com
Phone (+974) 4411-7561
Mobile (+974) 5586-1741
P.O. Box 11537 ♦ Doha, State of Qatar
Bharti Airtel is an Indian telecommunications company established in 1983 that now operates in 20 countries. It has over 251 million subscribers and is India's largest cellular provider. Airtel provides cellular, landline, broadband, and digital TV services. It has expanded rapidly through acquisitions and innovation, becoming a leading global telecom brand known for high quality customer service.
The document provides a presentation on Tesla Motors that includes:
1) An overview and history of Tesla Motors and its electric vehicles.
2) A situation analysis of Tesla's declining sales and share price.
3) An industry analysis identifying challenges around adoption rates, regulations and competition.
4) Two problems are analyzed around Tesla's low production capacity and corporate leadership structure. Strategic recommendations are made to form a joint venture with Boeing and revise Tesla's corporate structure.
Maruti Suzuki India Limited is changing its performance appraisal system to entirely link pay to productivity. Previously only 30% of compensation was performance-based, but now increments and basic salary will depend solely on annual performance. This new system will affect over 1,000 executives and managers. The company developed the new approach with consultant M.B. Athreya and has trained employees on goal setting and review processes. The changes aim to enhance managerial performance and help the company better assess costs and returns, as it looks to cut costs due to recent losses. Maruti has also proposed a voluntary retirement scheme for employees.
Global Business and International Human Resource ManagementLITTLE FISH
1) The document discusses definitions of globalization, HRM, and IHRM. Globalization refers to the cross-border integration of business and economy on a global scale. HRM involves policies for recruiting, training, and developing employees, while IHRM manages these processes internationally across different cultures, economies, and legal systems.
2) The 9-step IHRM process involves planning, staffing, selecting, training, compensating, handling repatriation and impatriation, managing labor relations, and fostering a multicultural environment. Key considerations for each step include determining staffing approaches based on cultural orientation, selecting candidates based on technical and soft skills, and designing compensation packages that attract talent while
PROJECT MANAGEMENT TRAINING | PM for Team MembersSteven Goeman
Learn how to actively support the project manager & the project team.
A 7 hrs project management training and learning experience to optimize your collaboration with project anagement.
Understand what project management desires from you as a team member and learn how you can actively contribute to the efficiëncy and effectiveness of the project team to assure project succes.
Winning at Culture: The Keys to the Successful DevOps OrganizationDevOps.com
When many people think about DevOps transformations within an enterprise the first thing that comes to mind is a technology overhaul. It turns out one of the most challenging aspects of a successful DevOps transformation is changing how people work together within the organization. It’s about culture. In our working with dozens of clients over the years, and seeing many successful DevOps transformations, along with some not so successful transformations, we’ve come to understand that DevOps transformation is a great deal about people, too. Join us in this webinar to learn what we’ve learned about successfully building and sustaining a DevOps culture.
This presentation discusses the keys to a successful DevOps culture transformation. It identifies seven keys: 1) involve the entire organization, 2) empower teams through skills development, 3) communicate changes across departments, 4) use metrics to optimize processes and people, 5) modernize legacy applications, 6) celebrate successes, and 7) unify tools and processes to support all development teams. The presentation argues that changing culture is the most challenging aspect of DevOps and these seven keys can help unlock a new collaborative culture.
PROJECT MANAGEMENT TRAINING | Executive WorkshopsSteven Goeman
Don't be fooled anymore and start asking the right questions!
3 to 4 hrs of interactive discussions on project management, seen from the viewpoint of executive management.
Get insights in the project management sponor and leadership roles and understand what it is to be a steering group member.
Prepare yourself to challenge and support the project management and steer your projects to successful results.
This document provides information about the PMO Leadership Summit 2016, which will take place from February 22-25, 2016 in Melbourne, Australia. It includes an agenda for the pre-summit workshop on February 22nd, and the two-day summit on February 23-24th. The summit will address trends, challenges and opportunities for project, programme and portfolio professionals, and provide strategies for PMOs to partner with businesses strategically. It will feature case studies from organizations like Bupa, Westpac, RACQ, and the Australian Taxation Office on developing effective PMOs. Interactive panels will discuss topics like engaging leadership, driving change and measuring PMO success.
The document is a curriculum vitae for Yuvetha Balakrishnan that summarizes her professional experience and qualifications. It includes details about her most recent role as Team Lead at Hewlett Packard, where she was responsible for quality evaluation, meeting targets, and stakeholder engagement. It also outlines her previous role at Convergys India as a technical support officer and senior escalation engineer. The summary highlights Yuvetha's expertise in areas like big data, Hadoop administration, and networking, as well as her various certifications and achievements over her career.
PROJECT MANAGEMENT TRAINING | Practical introduction to Project ManagementSteven Goeman
This document provides information about a 1-2 day training course on practical project management. The course objectives are to define project management, provide an overview of key techniques, and enable participants to take initial steps as project leads. The target audience is junior project managers and those new to leading projects. The course covers topics such as defining a project, basic concepts, success factors, the project lifecycle, and closing a project. It utilizes visual materials and real-life examples to engage participants.
There are often inefficiencies and overlap in both application configuration and processes which may impact P2P ability to operate optimally and be a driver of continuous improvements within finance. Also because of their spread over different geographies, the efficient application of P2P processes, the management of the data and configuration processes tend to be inconsistent. I will resolve those issues and implement a fully functioning P2P framework delivering outputs excellence
Denna presentation hölls på IBM Business Connect (http://www.ibm.com/se/businessconnect) i oktober 2015 av Eva Manavaduge (Project Manager, SEB)
Beskrivning:
You will hear about SEB and their Engagement Survey story. Where they started and where they are now in using surveys within the company.
Mazars University 2013-2014 Global Training CalendarMazarsU
Mazars University is a laboratory for innovative eductional ideas. This document sums up our new offer for international and regional programs for 2013-2014.
Presentation for wbl event on 28 june 2011 v2balham
The document describes a pilot project using a Work-Based Maturity Toolkit to inform the design, development, and delivery of a Bachelor of Arts in Youth Work between Edinburgh Napier University, Edinburgh's Telford College, and Edinburgh City Council. Key outcomes of applying the toolkit included strengthening partnership roles and responsibilities, offering multiple entry and exit points aligned with qualifications frameworks, integrating recognition of prior learning, and identifying needs for accessible technologies and digital literacy support for students and staff.
The SAP IMPACT program is a one-year rotational leadership program that aims to attract and develop the next generation of leaders at SAP. Participants will complete three 14-week rotations in different business units and functions, including one international rotation. The program provides coaching, mentorship, leadership development training, and exposure to senior leadership. SAP seeks entrepreneurial and experienced MBAs to solve problems and build relationships across the organization.
PROJECT MANAGEMENT TRAINING | Boosting Project SuccessSteven Goeman
Increase the success rate of your projects!
21 hours of exciting stories about Project Management!
Project Management Trainer Steven Goeman introduces you into the practical world of project management. This project management training, or better learning experience, is oriented to provide you proven and useful tips & tricks to boost your projects to successful heights.
Diana Vargas Ugalde has 10 years of experience in project management, customer service, logistics, and human resources at Hewlett Packard Enterprise. She holds degrees in public relations, business administration, and coaching. Her experience includes managing projects, providing administrative support, and leading recruitment, training, and performance improvement initiatives. She is seeking a new opportunity to develop her knowledge and experience, particularly in human resources.
Keeping the Vision Alive: UX Leadership in Long-Term ProjectsDesign for Context
Lisa Battle and Laura Chessman
Presentation at User Focus, the UXPA DC Chapter conference, Washington, D.C. – October 17, 2014
For long-term projects, it can be challenging to sustain the overall vision of the product through all the compromises and implementation decisions. This presentation offers some of our approaches for executives, project managers and developers.
The document announces a series of webinars from January to June 2017 hosted by the Centre for Executive Education on transforming next generation leaders in a VUCA (volatile, uncertain, complex, ambiguous) world. Each webinar will focus on a different leadership topic such as leading in a VUCA world, results-based leadership, and developing high performance teams. The webinars aim to provide business and HR leaders with contemporary, practical, and relevant skills and competencies to adapt successfully to new realities in a VUCA environment.
Amrit Koul is a SAP Technical Consultant with over 6 years of experience working with various SAP modules such as MM, SD, PP, QM, FI, CO, RE, PS, and BI. He is currently working as a Consultant for Convista Consulting India, where he is developing reserve packages for Nan Shan Life Insurance. Previously he has worked for Hewlett-Packard India, Bombay Dyeing, Kalpataru Limited, and Reliance Global Services in roles including Technology Consultant, Assistant Manager, ABAP Programmer, and ABAP Trainee. He has expertise in ABAP development, implementations, upgrades, and support across multiple versions of SAP ECC.
Together with London Business School (LBS), Nordea created the Strategic Leadership Programme to empower its next-generation leaders to: think strategically about the future and about customers; align functions and strategies to the overarching Nordea Future Relationship Bank Strategy; and build trust across the whole business.
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Engaging the Organization in Process Thinking - AnonymousBrad Power
A director of global processes at a multi-national company has a vision of global process management that includes an enterprise process model, process owners, measures, and targets. But, reality at his company is quite different. The company doesn't have strong support at the top for process. They think process means restrictions and costs. How would you advise that he get stronger executive sponsorship?
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Maxim Strashun - How Lenovo engages employees (HRLeaders 2014)
1. 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Lenovo shared service center in Bratislava, Slovakia
600 50+
Shared
Service
Center
EMEA
support
55 100
8 functions
40+ depts
3. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.3 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Engaging employees
1st wave of
projects
ENGAGEMENT
PEOPLE
Rotation program
How to become employer of choice?
Program for coaching managers
CUSTOMER DELIGHT
To define who is customer , his needs
Communication and relationship at all levels
E2E ownership
CROSS-FUNCTIONAL TEAMING
To build Bratislava management system
Teaming and relationship-building
Cross-functional problem solving
COMMUNICATION
Effective communication in BA
Increase BA brand recognition, showcase successes
Implementation of 4P culture as a program, tracking + measuring
progress and adherence to steps; keeping 4P culture alive
CONTINUOUS IMPROVEMENT
Communication and recognition of LSS successes
Enhance LSS management system
Alignment of KPIs for BA
J
C
Successful?
4. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.4 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Engaging employees
Employer
of choice
survey
2010/11
destructive uncertainty indifference performance
0% 30% 45% 65% 100%
SSC
44%
SR avg
50%
SR best
66%
SK
Qs
Benchmark
missing
Satisfied?
Engaged?
5. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.5 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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What do these areas mean?
WORKSHOP with EMPLOYEES
ROOT CAUSES
ACTIONS
Career Opportunities
Valuing people
Brand Alignment
3
hours
FACILITATORS
NO MANAGERS
1482
ideas
Q1 Q2
Q3 Q4
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Outcomes from workshops
2nd wave of projects
60
120
Strong BMS
Sponsors + Project Leads
Project Coordinator
NO
NOMINATIONS
WE LISTENED
TOP
3
Regularly informed:
•Senior meetings
•All-managers meetings
•Whole site newsletter
•All-hands: completion
LENOVO
INTERNAL
SURVEY
2011
AND 2012
120 + FRIENDS
CHARITY: ALL
LOTS OF COMM
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POSITIVE:
Learned new skills (e.g. video splicing),
new experiences
Built new relationships (mixed teams)
Chance to present: to managers, all hands
Visibility to managers + senior mngrs,
contacts
Different than my regular job
Brought improvement to site
Better insight into project management,
tools
Support from seniors
Training for project leads
89% would do again
80% avg attendance at team meetings
Summary of feedback from 2nd wave projects
DEVELOPMENTAL
Additional workload, 10% allocated but
sometimes work > 8 hours; more work than
expected
Challenges to define scope + timeline;
delays
Not priority (as in business), push was
needed
Missing responsibility of TMs as in business
Frustrating when team ideas were
challenged or rejected
Different expectations on projects among
Seniors (non-alignment)
At the beginning a lot of enthusiasm, then
higher workload and lower priority
TMs missing deadlines, review of actions
was needed
Bigger focus from Seniors (attendance and
interest)
8. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.8 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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How do we know it worked?
ENGAGEMENT
Below Average
LENOVO
INTERNAL
SURVEY
2011
LENOVO
INTERNAL
SURVEY
2012
MANAGEMENT INDEX
Below Average
ENGAGEMENT
Significantly
increased
82%
MANAGEMENT INDEX
Increased
78%
9. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.9 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Reinforcing communication: we already have this!
BENEFITS: @ All-hands
€ per person / year
€ per benefit for whole co / year
Strategy: pay market + great
benefits
People development
system: @ All-hands
Easy language
Why important, when seen by
managers / senior managers
Managers trained: how to make
more useful
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Overview of how people become managers in BA
11. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.11 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Overview of how people become managers in BA
TM OHRP
TL
Personal
Development
Program
ROTATED
TL
SPOTLIGHT
(TRg, OHRP
presentation)
Development
Center
Functional
Career
Board
(?) 2nd
TL
ROTATION
Site Career
Board
Waiting for
Open
Managerial
Position
MNGR
12. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.12 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Things that helped: alongside 2nd Wave projects
MANAGERS’
INFLUENCE
Followed-up
We’re paying attention
Training (e.g. filling out
development forms)
CHARITY
EVENTS
In city: clean-up / fix
Evening party: senior managers’
offers on auction
Paintings, photos, drawings
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2nd Wave project overview
Remote management
project
Newcomers’
package
Lenovo media
promotion
Managers’ package Lenovo benefits
booklet
Loyalty program
Lenovo people
University internship
program
Lenovo to students Job shadowing
program
Charity signature
activity
Lenovo charity
14. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.14 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Lenovo media promotion
• Promotional video created and ready to be used in any events
• Video introduced in All Hands, used by sales at events
• Sales showing video permanently in showroom
• Video was shown on site on LCD screens
• Team proved we can be successful outside of our comfort
zone (Screen writing, photography, filming, acting, Promotion,
Legal, Marketing)
Introduce Lenovo branding via Lenovo employees using videos (photo series)
Use it externally as well (eg at recruitment, events, partners)
15. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.15 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Lenovo benefits booklet
• Booklets listing all current stable benefits sent to all BA employees to
promote Lenovo benefits internally & also to public
• Booklets distributed to all in BA Lenovo office and softcopy was sent to
remote managers
Create booklet with all Lenovo benefits, send to all Lenovo employees
16. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.16 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Managers’ package
Complex guide for current and future Managers available in intranet at
one place:
• Practices to share
• Useful links
• Responsibilities of manager
• Calendar of Manager’s Activities
• Guides
• Procedures (e.g. Business Management System, Hiring process, Business
trip and travel policy, Face to Face meetings, …)
Creation of a guide for a Managers to provide guidance and
recommendations for people managers
17. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.17 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Newcomers’ package
• Newcomers Booklet in Hard copy created and distributed to newcomers
(contains e.g.: General info about BA site, HR tools, benefits overview,
guides on internal software, phone instructions, payslip explanation, …)
• Newcomer Guide in Soft copy on HR Knowledge base
• Newcomer Buddy checklist created and distributed to managers
Develop a very clear and concise newcomer package, to ensure that new
employees get the best start possible.
18. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.18 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Remote management project
• Flyers for Remote employees and Remote managers
• Remote club session with visiting executives
• Dotted line structure - announced and Quarterly updated
• Remote Club Fan page created (Facebook)
• Flyer for Remote employees – delivered to all remote employees
• Flyer for Remote managers – sent to all remote managers
• Input for Managers package & for Newcomers package - sent to project teams
• Sharing the project on EMEA HR call & WW GSC HR call
• Ensure that Bratislava based employees with remote managers are actively
encouraged to be included in the wider community within the Bratislava site.
• Make sure remote employees’ voice and opinions are heard.
• Improve Employee engagement, design programs to allow career and
personnel development and rotation if required.
19. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.19 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Job shadowing program
• E2E Job shadowing process created - thanks to which everybody can learn how
other teams work and broaden their E2E process knowledge
• Career job shadowing established – where you can experience the job you
aspire for & plan to grow to
• Hints & Tips, Guides created
Job shadowing
Cross functional
• E2E process
understanding and
implications to my area
• Cross-functional teaming
& appreciation
Career growth
• Experience the job you
aspire for & plan to grow to
• Get inspired & motivated
about a selected or
unknown career path
Development Plan
• Observe to develop
Lenovo competencies
• Learn how others live
and behave per
competency model (on-
the-job & experience)
20. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.20 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Lenovo to students
• 6 Universities contacted (4x Bratislava, 1x Trnava, 1x Nitra)
• 4 presentations at Universities done
• Over 200 students informed about Lenovo to Students project and about
Lenovo (Database of cca 200 e-mails)
• Over 186 surveys collected
• Better picture of what Universities need
• Future cooperation with Universities established (Lenovo subject)
• Facebook presentation of Lenovo
Build relationship with one key university in order to promote Lenovo brand as
well as Lenovo as employer of choice among students and to attract graduates to
work for Lenovo.
21. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.21 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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University internship program
• Internship program for students established, 6 students currently on
board
• 6 positions currently hired:
• 2 in Global Logistics
• 1 in Demand Planning
• 1 in HR
• 1 in Customer Fulfillment
• 1 in Inventory reconciliation
Establish a program for university students to come to Lenovo for an
internship, to have contact with top students and offer them interesting
internship positions in Lenovo.
22. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.22 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Lenovo people
• Database of Talents created (based on survey)
• External Promotion of Lenovo – through Intra Company Badminton League
• Supported efforts with the formation of the Lenovo choir "LenoVoice“ (sang
at Christmas party)
• Professional looking Profile Pictures (92 participants)
• Marathon Photo competition
• Summer Photo competition (29 participants submitted over 70 photos - over
400 votes cast)
To identify talented & creative people within Lenovo such as painters, musicians,
photographers etc. with a view to giving them the opportunity to contribute to
Lenovo events.
23. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.23 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Loyalty program
• BA Newsletter interviews
• All Hands videos
• Roundtable with Executives
• Colorful badges to recognize Loyal employees
• Loyalty blog created
Develop program that will value & recognize employees based on how long they
are with Lenovo and increase employee loyalty to Lenovo
24. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.24 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Lenovo charity
• 12 great events organized vs. 11 originally planned
• More than 100 children & 20 Hestia clients supported
• 248 (41%) Lenovo Volunteers joined the events = 946 volunteering hours
• 11.443 EUR collected during Lenovo Charity Night 2013
• Internal & External PR coverage of charity activities (19 emails to Lenovo
BA, 7 articles in Lenovo BA Newsletter, 3 articles in Lenovo Central, 2
events published on Facebook)
Create charity program to promote corporate social responsibility, raise money
through events for our chosen partners, help partners through volunteering and
events.
25. 25
Charity events
April
May
June
July
August
September
October
November
December
January
February
Inception event – 1st contact with
centers
Preparation for Underpass project
(All TMs involved, Town Mayor
spokesman, Town-council, Sprayers)
Pontis “Our Town” project
Official opening of Underpass
Lenovo Christmas market 2012
2x runs Collection of toys, sport
equipments, frames
Children’s day for children from school
Hestia Visit & PC donation
Lenovo Underpass project
Gingerbreads decoration with Hestia
Christmas gifts donation to our centers
Lenovo Charity Night 2013
Collectionofplasticbottles
2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Charity signature activity
Application
• 2 unique applications available: Tap To Talk & ABC
• Both applications now in use by 3 children (pilot)
Used hardware donations:
• 181 HW units donated to 20 centers for handicapped people
• 3 school IT Labs fully equipped
Lenovo Fund established
• € 9,878.79 secured through 1.5% corporate income tax
• More to come through 2% employees tax donation
Aimed at helping Autistic children communicate by donating hardware and
creating (ordering) specialty learning/communication software in Slovak
language.
27. 2012 LENOVO CONFIDENTIAL. ALL RIGHTS RESERVED.27 2014 LENOVO FOR HR LEADERS CONFERENCE; 12.06.2014; BA, SLOVAKIA;
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Maxim’s contact
Maxim Strashun
Head of Talent Development EMEA
Lenovo
mstrashun@lenovo.com
+421-911-450-672
Let’s share best practices on engaging
employees!