Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
This presentation highlights the required steps for HR Departments to transition themselves into a formidable HR Analytics Team. It will show how to apply HR Analytics to a departmental case as well as the required skill sets for your HR Team to acquire in order to become savvy analytics professionals. #hranalytics #humanresources
The document discusses the growing importance of HR analytics and tools. It notes that HR analytics can help identify opportunities for HR impact, support organizational strategic planning, prioritize HR investments, demonstrate the bottom-line impact of HR practices, and help managers make better workforce decisions. Additionally, the document outlines how HR analytics and tools are transitioning from functional performance metrics to more predictive strategic measures. It provides examples of analytics areas like retention, training, talent acquisition, and strategic workforce planning tools that organizations can use.
HR Management PowerPoint Presentation Slides is a highly visual virtual tool specially designed to showcase HRM strategies and practices. Human Resource Management PPT theme encompasses all the seven primary functions that rest on the shoulders of the HR department. Our workforce management PowerPoint slideshow is furnished with striking data visualization tools to assist you in effortlessly showcasing sophisticated processes. Several KPI and dashboard diagrams of personnel management PPT presentation help you to consolidate huge amounts of information systematically. Use this employee management PowerPoint theme to demonstrate strategic human resource planning, including recruitment, selection, motivation, training, development, and evaluation. The comprehensive layout of our staff management PPT slideshow helps you address all the fundamentals of a sound HRM system. Present details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint template. So, download our human capital management PPT deck and illustrate all the HRM functions with a dash of visual brilliance. https://bit.ly/3jrgTCu
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Talent Acquisition Best Practices Process Mapblayton551
Stanton Chase views the talent acquisition process as an ongoing strategic initiative focused on mid and senior level management positions. They utilize a best practices approach including engagement refinement, program assessment and launch, candidate development, research, soft qualification and assessment, coordination of interviews, and feedback and negotiations. The goal is attraction, assessment, and acquisition of top talent as a key business process.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
This presentation highlights the required steps for HR Departments to transition themselves into a formidable HR Analytics Team. It will show how to apply HR Analytics to a departmental case as well as the required skill sets for your HR Team to acquire in order to become savvy analytics professionals. #hranalytics #humanresources
The document discusses the growing importance of HR analytics and tools. It notes that HR analytics can help identify opportunities for HR impact, support organizational strategic planning, prioritize HR investments, demonstrate the bottom-line impact of HR practices, and help managers make better workforce decisions. Additionally, the document outlines how HR analytics and tools are transitioning from functional performance metrics to more predictive strategic measures. It provides examples of analytics areas like retention, training, talent acquisition, and strategic workforce planning tools that organizations can use.
HR Management PowerPoint Presentation Slides is a highly visual virtual tool specially designed to showcase HRM strategies and practices. Human Resource Management PPT theme encompasses all the seven primary functions that rest on the shoulders of the HR department. Our workforce management PowerPoint slideshow is furnished with striking data visualization tools to assist you in effortlessly showcasing sophisticated processes. Several KPI and dashboard diagrams of personnel management PPT presentation help you to consolidate huge amounts of information systematically. Use this employee management PowerPoint theme to demonstrate strategic human resource planning, including recruitment, selection, motivation, training, development, and evaluation. The comprehensive layout of our staff management PPT slideshow helps you address all the fundamentals of a sound HRM system. Present details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint template. So, download our human capital management PPT deck and illustrate all the HRM functions with a dash of visual brilliance. https://bit.ly/3jrgTCu
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Talent Acquisition Best Practices Process Mapblayton551
Stanton Chase views the talent acquisition process as an ongoing strategic initiative focused on mid and senior level management positions. They utilize a best practices approach including engagement refinement, program assessment and launch, candidate development, research, soft qualification and assessment, coordination of interviews, and feedback and negotiations. The goal is attraction, assessment, and acquisition of top talent as a key business process.
To see the full webinar visit: https://www.analyticsinhr.com/hr-analytics-webinars/.
The Introduction to HR Analytics Webinar.
Analytics in HR is the leading blog about HR analytics. These slides are part of a webinar, which can watch at https://www.analyticsinhr.com/hr-analytics-webinars/
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
Regression analysis is a predictive modeling technique used to investigate relationships between variables. There are several types including linear, logistic, and polynomial regression. Linear regression establishes relationships between dependent and independent variables using a best fit line. Logistic regression is used when dependent variables are binary. Polynomial regression allows independent variables to have powers higher than one. Regression analysis can be useful for human resources forecasting, determining staffing needs based on factors like projected sales or call volumes. It indicates significant relationships between dependent targets and independent predictors.
Redesigning the Role of Talent Acquisition From Transactional to StrategicGlassdoor
The document discusses transforming a talent acquisition team from transactional to strategic. A transactional team focuses on quickly filling roles and administrative tasks, but lacks understanding of business needs. A strategic team understands workforce planning, seeks to improve quality of hire through networking and data analysis, and acts as an advisor to influence hiring decisions. The document outlines steps to make this transition, such as building support, training the team, and investing in tools that support strategic talent acquisition goals.
Centralized recruitment can reduce costs while improving the time, quality, and standardization of the hiring process. Creating talent pools and communities can further reduce costs and times for sourcing and hiring while improving quality. Establishing a Center of Excellence supports non-traditional recruitment channels, improves acquisition and process efficiency, and enables business growth through faster hiring.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
The score is tied, 3-3 and it’s the bottom of the ninth with two outs and you’re standing at the plate. Now that’s major-league, contract-dangling, pressure. Oops, wrong sport. It’s the start of Q3 and you’re down 2 recruiters with 78 open positions over 60 days old and you’re about to meet with the executive team. Now that’s boardroom-serious, job performance questioning, pressure. What are you going to do different to drive results?
Access the webinar with top recruiting panelists here: http://resources.rpoassociation.org/top-recruiting-challenges-webinar/
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
Recruitment And Hiring PowerPoint Presentation SlidesSlideTeam
This document outlines the recruitment and hiring process for a company. It includes sections on key management, departments and teams, current vacancies, the recruitment process, sources of recruitment, job descriptions, tracking recruitment from applications to hiring, and budgets for recruitment. The goal is to provide transparency into how the company recruits and hires new employees.
Webinar - How to Attract and Retain the Best Talent for your Organization.pptxPayScale, Inc.
So how do you effectively attract the best talent in the market? What should you do to retain your top talent? Payscale’s Director of Talent Acquisition, Emily Kent, and Sr. Manager, HR, Tim Douglass, will be answering these questions and more. Register now and find out what you can do to recruit, and keep, the best talent for your organization.
Digital HR aims to transform HR services and processes through technologies like analytics, mobile, cloud, and social media. This improves both the employee experience and organizational success by making HR more digital, mobile, and optimized. Benefits include using analytics to align HR with strategy, streamlining duplicative systems, delivering a better employee experience through mobile-first HR services, and integrating modern tools through cloud-based talent management. Successfully transforming HR digitally requires establishing a clear and measurable goal linked to business objectives, gaining support from stakeholders, and bringing people together in the organization through the process.
Talent Acquisition Trends: Strategies for Success Cielo
As talent acquisition continues to grow in complexity, there are conflicting views on what a modern talent acquisition function should look like. From technology tools to total talent - it is unclear what proven processes and strategies should be embraced or avoided. Through careful analysis Aptitude Research Partners has identified the most critical components of a high-performing talent acquisition strategy and the coordinated processes needed to support candidates, recruiters and hiring managers.
This deck outlines these key components and provide recommendations on both best practices to adopt and approaches to avoid.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
A guide to strategic human resource planningwilliamwachira
The document provides a guide to developing a strategic human resource plan with 6 key steps: 1) setting strategic direction, 2) designing HR systems, 3) workforce planning, 4) generating human resources, 5) investing in development, and 6) assessing performance. It emphasizes aligning HR with organizational goals and strategies, determining workforce needs, developing policies and practices to meet those needs, and evaluating outcomes through metrics. The guide stresses integrating HR throughout the organization to effectively support its strategic objectives.
Cost reduction is the process used by companies to reduce costs and increase profits. It involves strategies that depend on the company's products and services, and every decision in product development affects costs. HR can help reduce costs through strategies like hiring and retaining top talent to reduce turnover costs, improving training and mentoring to prevent issues, automating manual processes, offering flexible benefits to attract workers, reducing workplace risks, and outsourcing some HR functions.
This document outlines 8 steps to create an effective talent pool:
1. Get buy-in from management and be realistic about which roles are included.
2. Map needs by consulting managers and establishing criteria for the talent pool.
3. Develop a sourcing strategy using different channels to find candidates.
4. Use a candidate relationship management system to track the talent pool.
5. Separate sourcing specialists from recruiters to maintain a forward-looking focus.
6. Source potential candidates from applicants, networks, and referrals.
7. Articulate your value proposition when approaching candidates.
8. Engage the talent pool over time using a customer relationship management strategy.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Scientists placed monkeys in a cage with a ladder containing bananas. Any monkey climbing the ladder would cause all monkeys to be sprayed with cold water. Over time, monkeys stopped climbing the ladder and instead beat up any monkey that tried, even if they had never been sprayed themselves. This demonstrated how paradigms and traditions can form and be passed down without understanding the original reasoning.
A paradigm is a person's mental model or framework for understanding something. It shapes how they perceive and interpret the world. While paradigms help people understand reality, different people may have different paradigms and see things differently. A paradigm shift occurs when a person changes their mental model or framework to a new way of thinking about something. Major paradigm shifts happen when entire fields or societies transition to entirely new ways of understanding an issue or domain.
To see the full webinar visit: https://www.analyticsinhr.com/hr-analytics-webinars/.
The Introduction to HR Analytics Webinar.
Analytics in HR is the leading blog about HR analytics. These slides are part of a webinar, which can watch at https://www.analyticsinhr.com/hr-analytics-webinars/
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
Regression analysis is a predictive modeling technique used to investigate relationships between variables. There are several types including linear, logistic, and polynomial regression. Linear regression establishes relationships between dependent and independent variables using a best fit line. Logistic regression is used when dependent variables are binary. Polynomial regression allows independent variables to have powers higher than one. Regression analysis can be useful for human resources forecasting, determining staffing needs based on factors like projected sales or call volumes. It indicates significant relationships between dependent targets and independent predictors.
Redesigning the Role of Talent Acquisition From Transactional to StrategicGlassdoor
The document discusses transforming a talent acquisition team from transactional to strategic. A transactional team focuses on quickly filling roles and administrative tasks, but lacks understanding of business needs. A strategic team understands workforce planning, seeks to improve quality of hire through networking and data analysis, and acts as an advisor to influence hiring decisions. The document outlines steps to make this transition, such as building support, training the team, and investing in tools that support strategic talent acquisition goals.
Centralized recruitment can reduce costs while improving the time, quality, and standardization of the hiring process. Creating talent pools and communities can further reduce costs and times for sourcing and hiring while improving quality. Establishing a Center of Excellence supports non-traditional recruitment channels, improves acquisition and process efficiency, and enables business growth through faster hiring.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
The score is tied, 3-3 and it’s the bottom of the ninth with two outs and you’re standing at the plate. Now that’s major-league, contract-dangling, pressure. Oops, wrong sport. It’s the start of Q3 and you’re down 2 recruiters with 78 open positions over 60 days old and you’re about to meet with the executive team. Now that’s boardroom-serious, job performance questioning, pressure. What are you going to do different to drive results?
Access the webinar with top recruiting panelists here: http://resources.rpoassociation.org/top-recruiting-challenges-webinar/
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
Recruitment And Hiring PowerPoint Presentation SlidesSlideTeam
This document outlines the recruitment and hiring process for a company. It includes sections on key management, departments and teams, current vacancies, the recruitment process, sources of recruitment, job descriptions, tracking recruitment from applications to hiring, and budgets for recruitment. The goal is to provide transparency into how the company recruits and hires new employees.
Webinar - How to Attract and Retain the Best Talent for your Organization.pptxPayScale, Inc.
So how do you effectively attract the best talent in the market? What should you do to retain your top talent? Payscale’s Director of Talent Acquisition, Emily Kent, and Sr. Manager, HR, Tim Douglass, will be answering these questions and more. Register now and find out what you can do to recruit, and keep, the best talent for your organization.
Digital HR aims to transform HR services and processes through technologies like analytics, mobile, cloud, and social media. This improves both the employee experience and organizational success by making HR more digital, mobile, and optimized. Benefits include using analytics to align HR with strategy, streamlining duplicative systems, delivering a better employee experience through mobile-first HR services, and integrating modern tools through cloud-based talent management. Successfully transforming HR digitally requires establishing a clear and measurable goal linked to business objectives, gaining support from stakeholders, and bringing people together in the organization through the process.
Talent Acquisition Trends: Strategies for Success Cielo
As talent acquisition continues to grow in complexity, there are conflicting views on what a modern talent acquisition function should look like. From technology tools to total talent - it is unclear what proven processes and strategies should be embraced or avoided. Through careful analysis Aptitude Research Partners has identified the most critical components of a high-performing talent acquisition strategy and the coordinated processes needed to support candidates, recruiters and hiring managers.
This deck outlines these key components and provide recommendations on both best practices to adopt and approaches to avoid.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
A guide to strategic human resource planningwilliamwachira
The document provides a guide to developing a strategic human resource plan with 6 key steps: 1) setting strategic direction, 2) designing HR systems, 3) workforce planning, 4) generating human resources, 5) investing in development, and 6) assessing performance. It emphasizes aligning HR with organizational goals and strategies, determining workforce needs, developing policies and practices to meet those needs, and evaluating outcomes through metrics. The guide stresses integrating HR throughout the organization to effectively support its strategic objectives.
Cost reduction is the process used by companies to reduce costs and increase profits. It involves strategies that depend on the company's products and services, and every decision in product development affects costs. HR can help reduce costs through strategies like hiring and retaining top talent to reduce turnover costs, improving training and mentoring to prevent issues, automating manual processes, offering flexible benefits to attract workers, reducing workplace risks, and outsourcing some HR functions.
This document outlines 8 steps to create an effective talent pool:
1. Get buy-in from management and be realistic about which roles are included.
2. Map needs by consulting managers and establishing criteria for the talent pool.
3. Develop a sourcing strategy using different channels to find candidates.
4. Use a candidate relationship management system to track the talent pool.
5. Separate sourcing specialists from recruiters to maintain a forward-looking focus.
6. Source potential candidates from applicants, networks, and referrals.
7. Articulate your value proposition when approaching candidates.
8. Engage the talent pool over time using a customer relationship management strategy.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Scientists placed monkeys in a cage with a ladder containing bananas. Any monkey climbing the ladder would cause all monkeys to be sprayed with cold water. Over time, monkeys stopped climbing the ladder and instead beat up any monkey that tried, even if they had never been sprayed themselves. This demonstrated how paradigms and traditions can form and be passed down without understanding the original reasoning.
A paradigm is a person's mental model or framework for understanding something. It shapes how they perceive and interpret the world. While paradigms help people understand reality, different people may have different paradigms and see things differently. A paradigm shift occurs when a person changes their mental model or framework to a new way of thinking about something. Major paradigm shifts happen when entire fields or societies transition to entirely new ways of understanding an issue or domain.
The document compares and contrasts different social science paradigms at both the micro and macro levels. It discusses several paradigms including the conflict paradigm, functionalism, behavioralism, and perspectives based on human development theory. It also outlines four traditions in working with people with intellectual disabilities - rights-based, skills-based, behavioral, and developmental approaches. Natural sciences are seen as progressing from false to true views, while social sciences paradigms may gain or lose popularity but are seldom discarded.
1. Paradigms are fundamental models or frames of reference that shape how we organize observations and reasoning. They lie behind theories and influence ways of looking at things. Examples include Marxism and structural functionalism.
2. Theories are systematic sets of statements that aim to explain aspects of social life through identifying relationships between facts, concepts, and variables, and developing testable explanations for patterns.
3. Methodologies establish whether theories accurately represent reality in a way respected by most, and vary from highly quantitative to highly qualitative approaches and often combine methods.
The document discusses the 9 box model for classifying employees based on their performance and potential. The 9 box model assesses people on two dimensions: demonstrated performance on their current role and their long-term potential. It places employees into 9 categories within a grid based on these dimensions to help identify high potentials, develop employees, and ensure they are placed in roles that suit their skills. Each category is described in terms of the typical employee attributes and recommended actions for development or placement. The overall purpose is to accurately assess individuals to match their development plans to maximize their contribution to the organization.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
The document discusses paradigm shifts in medicine. It provides examples of how the paradigms around removing tonsils, transmitting leprosy, and defining paradigms have changed. Specifically, tonsillectomies are now less common due to debate over their benefits, leprosy is no longer thought to be transmitted by touch alone, and paradigms are the models used to understand the world constructed by our conscious and unconscious minds.
This document discusses the need for utilities to adopt capabilities-driven strategies to redefine their business models for a changing energy environment. It advocates that utilities assess their strategic capabilities, focus on differentiated capabilities that support their strategy, and develop an organizational culture and processes that enable strong performance. Utilities face pressures from environmental initiatives, new technologies, and economic constraints, requiring decisive changes. Leading utilities will transform themselves into more performance-oriented, technically diverse organizations by realigning their capabilities with emerging opportunities and demands.
Booz co: investing in talent for sustained growthJuris Cernavskis
This document discusses developing the right talent for sustained growth through a capabilities-driven approach to people strategy. It outlines a four-step process: 1) Define the company's core capabilities that differentiate it from competitors. 2) Prioritize the capabilities that are most important to the company's strategy. 3) Identify the employee segments critical to developing those high-priority capabilities. 4) Invest in developing the skills and careers of employees in priority segments through tailored programs. Taking this capabilities-driven approach can help companies maximize the impact of their people strategies and talent investments.
UBC.ca - A Shift in Paradigm #PSEWEB2015Adrian Liem
In 2014, the University of British Columbia released a new version of its top-level website, UBC.ca. The change marked the beginning of a fundamental shift in paradigm in how UBC approaches its main web channel, moving from a functional, informational gateway, to a more experiential channel. One year later, the result is an online presence that has increased the reach and depth of engagement with its target audiences, and positioned the university to better-address broader communications challenges and opportunities across the enterprise.
Get the insider’s view on this latest redesign: the processes, tools, and strategy, the victories, setbacks, and lessons learned.
The document discusses how things are changing in the software testing field, with daily releases, agile methodologies, and automation tools driving a paradigm shift. It notes the transition from separate testing and development roles to more combined engineering efforts, and questions what this means for the role of quality assurance. The document calls for software testers to acquire new skills and adapt to fewer limits on the testing profession as organizations increasingly prioritize speed and agility over traditional testing models.
Six trends are disrupting healthcare and health insurance: (1) the chronic disease crisis, (2) the move to outcomes and value-based care, (3) the rise of m-health technologies, (4) the big data revolution, (5) increased customer centricity, and (6) underwriting pressures. Payers, employers, and governments lack incentives to change long-term health behaviors. While change has begun, it has been slow and fragmented. Insurers also face challenges of limited customer data and information asymmetry despite new sources of health information.
GastroTech Days: Language as a platform for innovation, lessons from elBulliRamon Sangüesa
A roadmap for researching the transition of elBulli to elBulli Foundation from the perspective of organizational innovation. A collaboration between elBulli, Columbia University, Technical University of Catalonia, Telefonica I+D. We present our hybrid approach combining sociological research and computer science research
Igniting growth through innovation: disruptive trendsEY
At the Igniting growth through innovation retreat, EY invited a panel of thought leaders to discuss three disruptive megatrends that are driving today’s innovation and altering corporate strategy.
Rethinking profitable growth - the productivity imperative for foreign multin...EY
After China's decade of economic boom, companies in the nation now need to boost productivity to stay competitive. What must they do to succeed?
http://www.ey.com/CN/en/Services/Advisory/China-productivity-imperative
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
This document discusses the concepts of disruption and megatrends. It begins by explaining how disruption has become mainstream in recent years as evidenced by a large increase in media mentions of the term. It then explores how our understanding of disruption is expanding to include causes beyond just technology, such as globalization and demographics. The document identifies three primary forces that are root causes of disruption: technology, globalization, and demographics. It argues that responding to disruption is critical for businesses due to the widespread impact, difficulty estimating the pace of change, and risk of doing the "right things" but still getting disrupted. Later sections discuss specific megatrends and questions for businesses to consider in order to seize opportunities from disruption.
Dabur places great emphasis on employee welfare and well-being. It aims to be a leading employer through investing in people. The company employs around 9,000 people across India and other countries. It focuses on talent development, recognition, and work-life balance. Programs include training, rewards, maternity benefits, and maintaining a 5-day work week. Dabur's efforts have resulted in it being ranked among the top companies to work for in India.
This document discusses the need for companies to balance operational improvements with innovation and growth. It argues that companies cannot achieve radical performance gains through efficiency improvements alone; they must also create new opportunities. The document outlines strategies for improving resource productivity such as portfolio optimization and increasing labor and capital productivity. It also discusses strategies for growth like developing new products/markets and building capabilities. Additionally, it addresses why people resist change and provides lessons on managing the tensions between operational improvements and strategic revitalization.
India Corporate Recruiting Trends 2012Bibin Shivas
1. Hiring in India remains healthy with over 50% of recruiters seeing increased hiring volumes in 2012. Competition for talent and compensation remain the top obstacles.
2. Passive talent sourcing and pipelining candidates continue to be essential recruiting strategies for most Indian companies. Internet job boards and social networks are rising sources of quality hires.
3. Quality of hire is the most important metric, and employer branding is a top priority as recruiters seek to attract top talent in a competitive environment. While data usage needs improvement, India leads in measuring employer brand impact.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
1. The document discusses how investments in the finance workforce often lag behind investments in technology and processes, despite the workforce being seen as critical to achieving high performance.
2. A survey found that finance leaders allocate only 1-2% of their budgets on average to enhancing the workforce.
3. As a result, many finance functions are seen as not achieving high performance due to gaps in areas like recruitment, retention, leadership development, and change adaptation.
4. However, finance organizations that comprehensively invest across six dimensions of workforce development including leadership, talent management, and change management are able to realize benefits like higher performance and returns on their investments.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Click through to see the top corporate recruiting trends for the U.S. in 2012.
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Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
1. Hiring in Australia remains relatively strong, with 70% of recruiters seeing steady or increased hiring volumes and budget growth in line with hiring.
2. Competition for talent is intense, cited as the top obstacle to hiring, and recruiters are most concerned about competitors investing in talent pipelines and employer branding.
3. Passive talent sourcing and talent pipelining remain essential strategies, used by over 80% of recruiters.
Click through to see the top corporate recruiting trends for Canada in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
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2012 Canadian Corporate Recruiting Trendserickennedy
A survey of 299 Canadian recruiting professionals found that despite macroeconomic trends, hiring in Canada remains relatively strong, with over 40% seeing an increase in hiring volume from 2011. Competition for talent and employer branding are key priorities. While passive talent sourcing and talent pipelining are important, consistent measurement of recruiting metrics like employer brand is lacking. Quality of hire is the most important metric but data-driven decision making remains a challenge for most organizations.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
1. Leadership plays a key role in fostering innovation through challenging current perspectives, creating freedom for employees to experiment, and inspiring curiosity.
2. Effective leadership development requires moving beyond isolated events to an ongoing journey through a blend of formal training, coaching, on-the-job experiences, and informal learning.
3. Identifying high-potential leaders requires considering a variety of factors beyond just performance, such as leadership promise, adaptability, and learning agility.
4. To enhance business and people outcomes, organizations must revolutionize outdated management cultures by making processes more adaptive, spreading decision-making, and prioritizing innovation and growth over rigid hierarchies.
The document discusses content-based marketing and best practices. It finds that most companies have a content marketing strategy or are developing one. Best-in-class companies dedicate more resources to creating content and measuring its effectiveness than other companies. Content should be aligned to the buyer's journey, from awareness to post-sales. Measuring the impact of content on metrics like website traffic and conversions is important for success.
Deloitte Ort Jet seminar - talent management priorities in a recovering eco...ekagan
This document discusses talent retention challenges for organizations in a recovering economy. It notes that despite high unemployment, organizations still face talent shortages. Surveys found that over half of organizations saw increased voluntary turnover in the past year and predict further increases. Executives expressed high concern about retaining critical staff. Research shows voluntary turnover typically rises after an economic downturn as confidence improves. The document urges organizations to implement strategic talent retention plans to keep valuable employees.
At Ideacomb, we had conducted a survey of HR and Talent Management professionals about Role of HR in Innovation. We received comprehensive inputs from professionals across the industry verticals and we are very thankful to all for their time in participating this survey. Find herewith the slides SpadeWorx shared during a Webinar conducted on September 27, 2012.
Bob Frisch's Presentation at the Rock Center for Corporate Governance at Stanford Law School - Sponsored by the Silicon Valley Chapter of the National Association of Corporate Directors (NACD) - January, 2013
Australia Corporate Recruiting Trends 2012 Slide VersionOliver Garside
The survey found that:
1. Hiring in Australia remained surprisingly healthy in 2012, with a majority of recruiters reporting hiring volumes were up or flat compared to 2011.
2. Competition for top talent was high, with competition and compensation being the top obstacles to attracting talent.
3. Most recruiters believed passive talent and pipelining of candidates remained essential recruiting strategies.
4. Quality of hire was considered the most important recruiting metric.
1. Hiring in Australia remains relatively strong, with 70% of recruiters seeing steady or increased hiring volumes and budget growth in line with hiring.
2. Competition for talent is intense, cited as the top obstacle to hiring, and recruiters are most concerned about competitors investing in talent pipelines and employer branding.
3. Sourcing passive candidates and talent pipelining remain popular approaches. Quality of hire is the most important metric but measurement of employer brand and candidate experience is inconsistent.
4. Employer branding is a high priority but data-driven decision making is lacking, with only a third regularly measuring brand health and a quarter surveying candidates. Most believe their organization is average or poor at using
Click through to see the top corporate recruiting trends for Australia in 2012.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
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Tweet with us: http://bit.ly/HireOnLinkedIn
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
Similar to Paradigm shift - Building a new talent management model to boost growth (20)
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
EY Price Point: global oil and gas market outlook, Q2 April 2021EY
The theme for this quarter is governed. Apparent market balance at prices that could be sustainable is the product of calculated choices by market leaders and the cooperation of those who follow them. Economics played their customary role as well, with capital scarcity in North America taking about 2 million barrels per day out of the market, about half of the remaining gap in demand. While inventories are close to their pre-COVID-19 levels, there is still uncertainty. The resolution of the pandemic is in sight, but timing is unclear. Vaccine distribution in the US is having an impact but Europe is struggling to contain a third wave of infections. The taps have opened on economic stimulus, but it remains to be seen if policymakers have done enough or if they have overshot the mark.
The shape of the crude oil forward curve has fundamentally changed since the end of the last quarter. In late December of last year, the Brent forward curve was gradually increasing while today, the curve is backwardated. This is a clear sign that the market sees a short-term dynamic that is disconnected from the medium-to-long-term fundamentals. The lasting impact of the COVID-19 pandemic remains to be seen. While many have opined that COVID-19 marks a turning point in energy transition, the IEA recently released a five-year forecast of oil demand that shows steady growth, albeit at rates that are below historical expectations.
Gas markets are a paradox. At the Henry Hub and at LNG destinations, demand grows, investment lags and prices will occasionally attract attention. Traders, so far though, are unconvinced and futures prices don’t indicate imminent scarcity at any link in the value chain.
EY Price Point: global oil and gas market outlookEY
We enter 2021 on a note of cautious optimism for global health, the world economy, and the oil and gas markets. The first weeks of December brought approval in the US and the UK of the first of several COVID-19 vaccines. The speed with which vaccine development occurred is unprecedented, but certainly welcome. In the weeks following the early November announcement of 90+% effectiveness by the manufacturer of the first approved vaccine, the price of WTI crude oil increased by US$10/bbl to US$48/bbl, the highest level since early March. Sustainability hasn’t returned yet, and whatever time it takes to get the world to normal, it will take even longer for normalization within the oil and gas markets. Inventories remain at historically high levels and, optimistically, it will take until April before inventory returns to levels observed in the preceding five years. That’s an estimate, and there has obviously been some difficulty properly calibrating the expectations of how balance will return and how long it will take. In late November, OPEC met to adjust its output plans because of the anemic rebound in demand. In mid-December, the IEA lowered its demand forecast for 2021 due mostly to continued sluggishness in aviation fuel demand.
A mild winter has interrupted a recovery in North American natural gas prices after a run-up motivated by curtailed capital expenditures, upstream activity and production. After an initial meltdown, with cargo cancellations and dramatic price reversal, LNG markets have made a remarkable comeback, and the spread between Asia and Henry Hub has reached a level we haven’t seen in almost three years. It may be the case that interruption in FIDs has brought us to the cusp of a balance that can support reliable returns.
EY Price Point: global oil and gas market outlook (Q4, October 2020)EY
Oil and gas prices have recovered steadily from their lows and are relatively stable, but that stability is supported by the combination of purposeful withholding of production by oil-producing countries and economic stress on upstream independents. Oil prices closed the quarter roughly where they started it, while refining spreads were down slightly. LNG spreads were substantially higher at the end of Q3 than they were at the beginning of the quarter but are still roughly half of what is generally thought of as sustainable.
Going forward, the market will be looking closely at how the economy and demand respond to new developments with respect to a potential COVID-19 vaccine and the US election.
EY Price Point: global oil and gas market outlookEY
As we close the second quarter of 2020, in most of Europe and Asia, the first (and hopefully last) wave of the COVID-19 crisis appears to be abating. In the parts of the US where the virus hit early, the profile has largely matched Europe’s, while in other parts, the urge to reopen businesses has trumped the desire to contain the virus and uncertainty looms. In the developing world, the crisis has just begun, but without the economic headroom and resources necessary to contain it. As the crisis unfolded, the effect on oil and gas demand has been predictable but difficult to gauge precisely and therefore difficult to manage.
Oil prices have crept up steadily as production has been curtailed through coordinated action (OPEC+) and because of economic reality (unconventional oil in North America). That trend has been subject to momentary spasms when bad news hit the market. It would be understandable if traders were nervous, and it seems that they are. Although nowhere near where it was at the peak of the crisis, option implied volatility is still at historically high levels. Gas markets, without the benefit of coordination on the supply side, continue to deal with the market implications of storage at or near capacity. Interfuel competition in power generation has always provided something of a floor, but those lows have been, and will continue to be, tested.
Zahl der Gewinnwarnungen steigt auf RekordniveauEY
Immer mehr deutsche börsennotierte Unternehmen müssen ihre eigenen Umsatz- oder Gewinnprognosen nach unten korrigieren. Im ersten Quartal stieg die Zahl der Prognosekorrekturen auf ein neues Rekordniveau: Insgesamt 77 Gewinn- oder Umsatzwarnungen wurden registriert.
Die Corona-Krise trifft auch die Versicherungsbranche mit voller Wucht. Die Versicherer rechnen mit weniger Neugeschäft. Jeder Fünfte mit Personalabbau und Prämienerhöhungen.
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
The document discusses the impacts of COVID-19 on the liquidity and cash management of advanced manufacturing and mobility companies. It notes that companies are searching for short-term solutions to issues securing liquidity to fund operations as the global economy falls due to actions taken in response to the pandemic. It provides an overview of various challenges companies may face, such as cash shortages, credit squeezes, supply chain disruptions, and reduced access to capital. The document also outlines some measures companies can take to enhance short-term liquidity.
IBOR transition: Opportunities and challenges for the asset management industryEY
This document provides an agenda and overview of a webinar discussing the IBOR transition for the asset management industry. The webinar covers topics such as the progress of the transition, impact on asset managers and products, perspectives from European central banking working groups, and how firms are migrating. It introduces the speakers and their topics. In addition, it provides background on the drivers for IBOR reform, timeline of key milestones, and summaries of transition progress for different jurisdictions.
Fusionen und Übernahmen dürften nach der Krise zunehmenEY
Folgt auf die Corona-Krise ein M&A-Boom? Laut Capital Confidence Barometer von #EY hoffen 40 Prozent der deutschen Unternehmen auf sinkende Bewertungen von Übernahmekandidaten.
EY Price Point: global oil and gas market outlook, Q2, April 2020EY
The first quarter of this year has seen some extraordinary events. As if chronic oversupply, prices stuck below sustainable levels, the looming energy transition, and investor pressure to decarbonize weren’t enough, our industry now faces a dramatic, but hopefully temporary, downturn in demand as a result of the ongoing COVID-19 outbreak.
Our Global Chemical Industry Leader Frank Jenner explores the trends and drivers that will shape the chemical industry of tomorrow in our latest Chemical Market Outlook.
Die Geschäftslage im Mittelstand hat sich leicht verschlechtert, ist in den meisten Branchen aber weiter überwiegend gut - die Einstellungsbereitschaft sinkt.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
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- KPIs and Performance Metrics
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Benefits:
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- Enhanced alignment and strategic focus across the organization.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
2. Introduction
► Growth is at the top of every organization’s agenda.
► Competitive advantage is hard to find.
► Talent : an untapped opportunity.
► Investment in talent often requires deep organizational changes.
► High performing companies invest more in talent management.
► It’s time for a “paradigm shift”.
Page 2 Paradigm shift
3. Agenda
► About the survey
► Survey highlights
► In search of a new talent paradigm:
1. Corporate workforces are becoming more global, but talent management is not
keeping pace.
2. Companies struggle to invest strategically in talent management
3. Measuring the effectiveness of talent management remains a challenge.
4. The skills and competencies required by future business leaders are changing.
5. Companies lack robust succession plans to identify the next generation of
leaders.
► Business implications
► Responses to business implications
► Does your talent model measure up?
Page 3 Paradigm shift
4. About the survey
The survey of 596 executives was conducted and analyzed as follows:
Survey demographics:
► 1/3 of respondents were from the Asia-Pacific region
► 1/3 from Western Europe
► 1/3 from North America
► 10% were from Latin America, the Middle East and Africa, and Eastern Europe.
► 53% percent of the respondents were CEOs, CFOs or other C-level executives.
► 44% percent of the companies surveyed reported revenues of US$1 billion or more.
Analysis:
► Compared findings from rapid-growth market and developed markets.
► Compared findings from high-performers with low-performers.
Page 4 Paradigm shift
6. Survey Highlights
Differences between high and low-performers
► High-performers:
► Place greater emphasis on linking pay with performance
► Provide more customized training and development
► Invest in talent management to meet the organization’s financial targets
► Choose people who can lead effectively in an international business environment
► Have a stronger pipeline of future leadership talent
► Build more robust succession plans and future leaders with diverse backgrounds
Page 6 Paradigm shift
7. Survey highlights
Differences between developed and rapid-growth markets
► Businesses in rapid-growth markets are more likely to:
► Offer variety in job descriptions and responsibilities
► Offer opportunities for employee mobility across functions
► Encourage working in different countries and offer greater freedom
to direct reports to make decisions
► Adopt an equal (less of a top-down) style of management
Page 7 Paradigm shift
8. In search of a new talent paradigm
Page 8 Paradigm shift
9. Scarcity of talent is becoming a key obstacle
to growth
► In India, the percentage of employers jumped 51% in 2011.
► 60% of organizations were experiencing a leadership shortage, an
increase of 40% from the previous year.
► 72% of respondents reported difficulty finding and keeping the high-
potential employees essential to boost their global competitiveness.
Source: Corporate Executive Board 2012 survey.
Page 9 Paradigm shift
10. Five key talent management challenges
1. Corporate workforces are becoming more global, but talent
management is not keeping pace.
2. Companies struggle to invest strategically in talent management.
3. Measuring the effectiveness of talent management remains
a challenge.
4. The skills and competencies required by future business leaders
are changing.
5. Companies lack robust succession plans to identify the next
generation of leaders.
Page 10 Paradigm shift
12. Challenge 1:
Corporate workforces are becoming more
global, but talent management is not
keeping pace
Page 12 Paradigm shift
13. It’s hard to find a company that isn’t global
What percentage of your organization’s workforce is based in a country other than where
the corporate headquarters are located?
Now In three years
34
24 23 22 22
17 18
10 10
9
7
4
0% 1%-20% 21%-40% 41%-60% 61%-80% 81%-100%
Page 13 Paradigm shift
14. But talent management is not keeping up
How effective is your organization at the following aspects
of performance and talent management?
Overseas workforce <40% Overseas workforce >40% All respondents
68%
60%
56% 56%
50%
46% 45%
41%
37%
Adapting talent management policies to Understanding clearly the relationship between Investing adequately in talent management to
changes in the business environment employee performance and company meet organization's financial targets
performance (e.g., revenue growth)
Page 14 Paradigm shift
15. The link between autonomy and performance
In the past three years, what changes has your organization made to the way
in which managers manage direct reports?
Now In three years
34
24
23
22 22
18
17
10 10
9
7
4
0% 0-20% 20-40% 40-60% 60-80% 80-100%
Page 15 Paradigm shift
16. Not enough opportunities for overseas
experience
Which of the following are part of your organization's strategy to manage a multicultural or
international workforce?
Low perfomers High performers
42%
Offer pension schemes, health care and other benefits
41%
39%
Encourage employees to join mentoring programs
42%
46%
Encourage flexible working
48%
47%
Create opportunities for employees to work in other countries
53%
47%
Provide customized training and development
55%
52%
Introduce greater varierty of responsibilities in job descriptions
57%
50%
Put greater emphasis on linking pay and performance
59%
58%
Create opportunities for employee mobility across functions
64%
Page 16 Paradigm shift
17. Challenge 2:
Companies struggle to invest strategically
in talent management
Page 17 Paradigm shift
18. Companies struggle to make the right
investments in talent
How effective is your organization at the following aspects
of performance and talent management?
High performers Low performers
66%
61%
56%
50%
46%
37%
Adapting talent management policies to Investing adequately in talent management to Understanding clearly the relationship between
changes in the business environment meet organization's financial targets employee performance and company
performance (e.g., revenue growth)
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19. Challenge 3:
Measuring the effectiveness of talent
management remains a challenge
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20. A focus on the wrong metrics?
Which of the following metrics do you consider to be the most important determinants of
an effective talent management program?
Low perfomers High performers
18%
Extent of skills gaps in workforce
26%
25%
Diversity of management team
31%
40%
Level of cross-functional collaboration
34%
41%
Employee productivity
38%
36%
External reputation of organization as an employer
40%
42%
Retention rates
45%
57%
Employee satisfaction
53%
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21. Challenge 4:
The skills and competencies required by
future business leaders are changing
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22. It’s the soft skills that matter most
What do you consider to be the most important attributes for potential C-level leaders of
your organization?
Low perfomers High performers
13%
Is a good risk manager
12%
27%
Has strong grasp of financials
21%
32%
Has industry expertise
30%
27%
Decisiveness
33%
37%
Can engage effectively with multiple internal and external stakeholders
33%
40%
Can command the respect of colleagues and reports
38%
37%
Can articulate and embody the values and culture of the organization
44%
37%
Can lead effectively in an international business environment
47%
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23. Challenge 5:
Companies lack robust succession plans
to identify the next generation of leaders
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24. Concerns about the next generation
of leaders
To what extent do you agree that your organization has the following aspects of
leadership development in place?
Low perfomers High performers
38%
A clear set of qualification metrics for leadership candidates
43%
36%
Future leaders with sufficiently diverse experience and backgrounds
45%
33%
Robust succession plans for key leadership roles
48%
43%
A strong pipeline of future leadership talent
54%
70%
Current crop of leaders with the right attributes and experience
78%
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26. 1. Align and integrate talent management
across the business
► Companies need to make sure that:
► They align talent management with culture, values and
strategic goals.
► They recruit and retain a workforce in a way that
supports their key objectives.
► Their HR function is embedded in the business and
serves as a partner to it.
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27. 2. Rethink approaches to international talent
► Companies need to review their approach to international mobility
and re-integration:
► Embedding mobility into their leadership and high-potential programs
► Adopting a strategic approach: overseas experience as part of long-term
leadership development programs
► Developing repatriation plans to take the executives to the next stage in their
career
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28. 3. Create the right blend between global and
local talent management
► Most companies try to standardize and globalize their talent
management practices.
► The one-size-fits-all model will not work.
► Some standardization is desirable.
► But companies need to think locally about how to attract and retain
talent.
► Companies should develop a framework that combines fixed and
flexible components.
Page 28 Paradigm shift
29. 4. Use analytics to identify talent gaps and
better understanding of workforce behavior
► Effective workforce analytics start with:
► Accurate data
► Complete data
► The ability to aggregate it
► Workforce analytics offer the opportunity to:
► Identify skills gaps
► Link talent management decisions with broader performance objectives
► Some companies are using analytics to:
► Forecast talent shortages or surpluses
► Assess how cycles will affect the availability of human capital resources
► Companies need to recognize that technology is a support
mechanism and not the solution to everything.
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30. 5. Take a long-term approach to
developing the next generation of leaders
► Companies should:
► Take a long-term approach to leadership development
► Extend succession planning beyond the immediate top team
► High potential programs can be valuable, but there is
a risk that they could turn into training grounds for the
competition.
► Companies must also be aware that past performance
is not always a predictor of future potential.
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32. Business implications and responses
► Align talent management with company culture, values and strategic goals
1.Align and integrate ► Recruit, retain and reward employees in a way that supports key objectives
talent management ► Integrate talent management programs across the entire organization and
across the business adapt to keep pace with changes in the business environment
► Embed HR into the business, establishing a more strategic partnership with
the function
► Build mobility programs into long-term leadership development, providing
2.Rethink approaches to high-potential executives with exposure to different markets to broaden
international mobility their knowledge and appreciation of different cultures
as well as re- ► Create a multi-directional flow of talent across developed and
integration rapid-growth markets
► Include a robust repatriation plan for international assignees
3.Create the right blend ► Establish the right balance by which talent management decisions will be
of global and local made: centrally versus locally
talent management ► Think locally about how to attract and retain talent, as well as how to
position the company as an attractive place to work
Page 32 Paradigm shift
33. Business implications and responses
4.Use analytics to ► Evaluate which metrics are most effective in supporting corporate
identify talent gaps performance objectives
and gain a better ► Use data to understand where skills gaps might exist
understanding of ► Look ahead to predict availability of talent (e.g., within an industry)
workforce behavior
► Understand the link between company and employee performance
► Consider the gap between current and future leaders, focusing on
the right attributes and experience
5.Take a long-term ► Build a strong pipeline of future leadership talent
approach to ► Include succession planning that expands beyond top leadership in your
developing the next approach
generation of leaders ► Establish an effective process for choosing a new leader, defining a
set of qualification metrics for these candidates
► Consider soft skills, which may be more important than having deep
subject-matter knowledge
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34. Three key strategies for maximizing your
return on talent
► Investing in talent has a long-term outcome
Think long term ► Look beyond the short-term expense of mobility, performance management
and recognition and rewards; instead focus on the long-term investment,
such as providing critical market experience
► Move away from traditional measures, such as employee satisfaction,
productivity, engagement, collaboration and retention
Measure the right ► More effective measures include filling positions with internal candidates,
outcomes developing job-specific employee skills and competencies, assessing and
validating recruitment and selection processes, and evaluating talent
according to business-performance standards
► Align your approach with the business strategy
Adopt a disciplined ► Integrate programs across the organization
approach ► Measure results to validate business strategy execution
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36. Does your talent model measure up?
Three key takeaways from today’s event:
1. Think long term. Remember that investing in talent has a long-term
outcome, and it may be years before your company sees the results.
2. Measure the right outcomes. Move beyond traditional measures
such as employee satisfaction, productivity and engagement.
3. Adopt a disciplined approach. Treat talent management as a
disciplined process involving alignment, integration and
measurement.
Page 36 Paradigm shift