The document provides information about People Management Center's educative materials. It was created to (1) organize and improve information, empower analytic thinking, and generate and evaluate network data automatically. Key indicators include total HR, productivity, real HR, and annual retention. Principles for effective use include regular updates, coordination with CX VPs, and respecting formulas. Sheets can be edited in white spaces and provide automatic analysis in colored/striped spaces. Sheets track HR, membership, team standards, education plans, and performance using objectives and key results (OKRs).
Capability Building is one of the top most strategic priority for an organization. Even after taking many measures, the real benefit is never realized. With this Presentation a small effort is made to analyze the effectiveness of the different measures taken by the Organizations in building capabilities. The various problems are discussed along with the Vision, Principles and frameworks to resolve the same.
Capability Building is one of the top most strategic priority for an organization. Even after taking many measures, the real benefit is never realized. With this Presentation a small effort is made to analyze the effectiveness of the different measures taken by the Organizations in building capabilities. The various problems are discussed along with the Vision, Principles and frameworks to resolve the same.
Turn data into action and employees into advocates. This guide will help you discover the power of an action plan, as well as how to create and execute a plan that makes measurable improvements to your employee experience.
Balanced scorecard presentation for frpa draftdonljones
Presentation today at the Florida Recreation and Parks Association Annual Conference in Orlando, FL on behalf of Orange County, FL Parks and Recreation Advisory Board and George Mason University School of Recreation, Health, and Tourism.
Life Coaching PowerPoint Presentation SlidesSlideTeam
Life Coaching PowerPoint Presentation Slides features a highly visual format that is easy-to-follow. This business life coaching PPT template deck kicks off with an analysis of the current position of the company. You can showcase your findings related to the current year’s workforce turnover. Represent the total and voluntary yearly employee turnover trend or for every four months. Our designers have included ample data visualization tools to aid easy explanation. Your audience can develop a deeper understanding of the subject using this corporate coaching PowerPoint presentation. Our PPT slideshow helps you in putting forth a life coaching need assessment. You can explain the whole training lifecycle with the help of this leadership coaching PowerPoint theme. Elucidate the goals and objectives that form the primary reason for business mentoring. Briefly portray the life coaching process using a linear diagram. So, hit the download icon and begin instant personalizing. https://bit.ly/2KuAap8
Choose an organization according to the following • Curre.docxchristinemaritza
Choose an organization according to the following:
• Current employer
• Most recent or former employer
• Place of business that you have patronized or have been familiar with over a long period of
time.
o Avoid choosing an organization that is so large that historical data would be difficult
to apply. Firms in the Russell 2000® index may fit well, whereas firms in the Dow 30
Industrial index probably do not.
• The organization can be a start-up that you or a significant other may create in the future.
For a start-up, focus on an entrepreneurial idea that is of substantive interest, so this project
leaves you with a product you may leverage in the future.
Write a 1,050-word paper in which you address the following:
• Identify the major components of the strategic management process.
• Discuss how these components work together to create value for the organization.
• Evaluate the company's mission statement, vision statement, motivation strategy, innovation
strategy, and people strategy. If the organization does not have one or more of these, how
does that affect the organization and its people?
• Explain the role of ethics and corporate social responsibility in strategic planning. How does
this direct their strategy? How does the organization's vison and mission align with your own
values and vision? If you are currently working for the organization, how does your role
influence this and vice versa?
The Training Process Model
This book will take you through the complete training process as it would be conducted under ideal conditions. Unfortunately, most organizations do not operate in ideal conditions. Insufficient financial resources, time, and training professionals represent just a few of the challenges faced by most companies. Recognizing these limitations, we also provide variations to training practices and systems that, although not ideal, do a reasonable job of accomplishing training objectives . Of course, these shortcuts exact a price, and we identify the major consequences associated with these shortcuts. Thus, we try to provide both “ideal” and more practical approaches to implementing the training processes. Nonetheless, even in less-than-ideal conditions, all of the training processes are critical to the success of training. Although less-than-ideal methods may be used to carry out the training processes, elimination of one or more of the processes places the entire effort at grave risk.
Effective training is not just running a lot of people through a lot of training programs. To view training this way is shortsighted. Instead, training should be viewed as a set of integrated
1-1Training in ActionTeam Building Sizzles, then Fizzles
The director of a city utilities department felt that creating employee problem-solving teams would improve the quality of operations and the efficiency of the department. All employees were provided the opportunity to participate in team-building and problem ...
Sheet1Instructions Review each item below and determine your curr.docxmaoanderton
Sheet1Instructions: Review each item below and determine your current level of proficiency and the importance the item has for your career success. Use a scale of 1 to 7 (where 1 is low and 7 is high). See Part 1, Item 1 below for an example and then overwrite with your own rating for this item. The gap for each item will be automatically calculated.
Interpreting your results: In the example, the gap is -5. The large negative number is indicative of an item where current proficiency is low and career importance is high, so this might be an item to address. If the gap was a large positive number (e.g., 5), it would indicate that current proficiency was relatively high and career importance was relatively low. In this event, you would NOT want to pick the item as one to address. Using a scale of 1 to 7, where 1 is low and 7 is high, please indicate your current level of proficiency with each of the following.Using the same scale, select the number that best represents how important each item is for your career success.GapPart 1:Personal Leadership Assessment, Goal-Setting, and Implementation1I am able to formulate a good long-term career goal.02I am able to analyze my personal knowledge proficiency. 03I am able to analyze my personal skill proficiency.04I take actions to address self-identified areas of strength or weakness.05I am able to formulate goals that meet the SMART criteria to help me address areas of weakness or strength.06I monitor, critically analyze, and record my progress in taking actions and achieving goals.07I seek timely support and feedback from others to help track my progress and achieve my goals.0Self-Awareness08I know my areas of personal strength in the workplace.09I understand how to leverage my strengths to achieve success.010I know the things I need to improve to be an effective leader.011I understand what I need to do to make the improvements I believe are important for my career success.012I recognize actions I can take to help improve my leadership competencies.013I recognize how my behaviors may impact others.0Others Awareness014I have a good understanding of the needs of the people with whom I work.015I have a good understanding of how others perceive me at work.016I am interested in learning about the people with whom I work.0Self-Management017I handle criticism without becoming defensive.018I am calm under pressure. 019I use personal failures as an opportunity for further growth and development.020I manage stress well.021I typically see things in a positive way.022I try to see and understand things from others' perspectives.023I am a good listener.024I wait to form judgments until I have all the needed information. 025When I make a mistake I am not afraid to say so.0Management of Others026I am able to relate well with peers in the workplace.027I have good working relationships with those I supervise.028I have good working relationships with those to whom I report.00GAP for Leadership: Use your gap analysis to.
PLEASE READ BACKGROUND INFO BELOW. TURNIT IN IS USEDModule 4 .docxjanekahananbw
PLEASE READ BACKGROUND INFO BELOW. TURNIT IN IS USED
Module 4 - SLP
Strategy Implementation and Strategic Controls
Simulation
In Module 4, you will continue with the CVP analysis you completed in the Module 3 SLP.
Scenario Continuation:
It is still January 2, 2012.
You have just completed your revised SLP3 strategy using CVP analysis, and you are eager to implement your decisions for 2012 through 2014.
Using the CVP analysis from SLP3, run the simulation for a final time. Again, be sure to take notes about your analysis and the document the reasoning behind your decisions.
Finalize your report showing the strategy you have used.
Assignment Overview
Using the strategy that you developed in SLP3, run the simulation. Document your results as you did previously. Review and analyze these results, and develop a final strategy.
Please turn in a
6- to 8
-
page
paper, not including cover and reference pages.
Keys to the Assignment
The key aspects of this assignment that should be covered and taken into account in preparing your paper include:
The revised strategy consists of the Prices, R&D Allocation %, and any product discontinuations for the X5, X6, and X7 tablets for each of the four years: 2012, 2013, 2014, and 2015.
You must present a rational justification for this strategy. In other words, you must provide support for your proposed strategy using financial analysis and relevant theories.
Use the CVP Calculator and review the PowerPoint that explains CVP and provides some examples.
You will need to
crunch
some numbers (CVP Analysis) to help you determine your prices and R&D allocations.
Make sure your proposed changes in strategy are firmly based in this analysis of financial and market data and sound business principles.
Your goal is to practice using CVP and get better at it.
Present your analysis professionally, making strategic use of tables, charts, and graphs.
Time Line Summary:
SLP1
2015: Hired on December 15.
Turned in first report to CEO Smothers.
SLP2
You are returned – via Time Warp – to January 1, 2012.
You make decisions for 2012 – 2015.
December 31, 2015 – You have revised all four years, and you write up your summary report.
SLP3
Apparently, your SLP2 decisions were not “good enough,” as you’ve again been returned to January 1, 2012.
It is once again
January 1, 2012:
You decide to use CVP analysis to develop a revised four-year plan for your strategy. You analyze the results of your first decisions from SLP2, taking notes, and documenting your decision-making process. You use the CVP Calculator to help you develop your strategy. Your notes explaining the logic behind your decisions.
SLP4
It is still January 2, 2012. Using your CVP analysis from SLP3, you run the simulation, implementing your revised four-year plan. You keep track of your financial and marketing results year over year.
You submit your final
6-8 page
report, which includes your Final Total Score.
You compare – and report – your results with previous re.
4 Reasons Why HR is Lost in Translations When it Comes to StrategyRafael Lemaitre
It is a common theme today that HR is neglected as an administrative function rather than as a strategic enabler of the organisation. Why is that?
This white paper explores 4 different reasons that contribute for a miss alignment between HR and Strategy
How do you get greater productivity out of your already existing workforce? The answer is education and learning. Learning is the equivalent of a software upgrade for the human mind, which makes your workforce capable of doing more tasks, or tasks faster because more people have the required skills to do different tasks. Deploying a Business Learning System therefore creates flexibility and is a great moral booster, and helps employee retention and succession planning alike. The presentation explains how to deploy a BLS, and why you should. If you like what you see, than don't be afraid to contact me at honestvalu@gmail.com, to either deploy a BLS at your work, produce a educational presentation for your company training needs, or other educational, promotional, or Consulting needs. Remember... We always give you an Honest Value!
2. 1 Why did we create it?
✓ In order to organize and improve information;
✓ Empower the network to be more analytic;
✓ Generate simple and automatic data;
✓ Evaluate the entire network based in one tool;
3. 2 The most important indicators and concepts
✓ Total HR
All of the members who have passed through your
entity during the current year
✓ Productivity
The number of APDs your entity reached divided by
your Total HR
✓ Real HR
The number of active members in your entity today
or in any period
✓ Annual Retention
(Total HR – Exits)/Total HR
4. 3 Some principles to make it awesome
✓ Fullfill it every week or in every three days
✓ Explain it to your CX VPs and the role between
you and them to make it happen
✓ Respect the formulas! There are many automatic
references and any wrong move will harm the
entire sheet
✓ Use it to think. The sheet wont give you answers
but the right data to take the best decisions
5. 4 How to work with the sheets
There are two kind of spaces on the sheet:
✓ The ones you’ll put data
✓ The ones which’ll analyse it
Good News:
You are totally free to edit the ones you’ll
put data in!!!!!
More Good News:
The analysis are authomatic and you don’t
need to edit those spaces ☺
But how can I identify the ones I can edit and
the ones I can’t?
The white ones you can
edit!
Any other color you can’t
edit!
And the striped ones will
provide you analysis
7. 5.1 HR Analytics
In this sheet you’ll put membership information that’ll provide to the Center all the names you’ll work with. The
sheet will use it this names to HR Control and Membership Criteria.
In some columns you’re going to find
icons that’ll allow you to select one
option to describre members.
By choosing one of this options you’ll
have more patterns in the information
about your LC
It’s important to highlight
that you’ll keep information
about all members who
entered the LC even if
they’re not members
anymore!
8. 5.2 Membership Criteria
This sheet you’ll manage information about
membership criteria.
In this image you see the OH control of VP and
TL. Each square means a week.
Here you won’t insert the number of OH they
did during the week but only if they did it or
not.
In case it’s done you insert 1. If not, 0.
Once he got 75% or more in the
criteria per semesterhis Status
turns to OK
All the results from this sheet will generate
analysis in Central KPIs.
Those results per area are going to make you
more able to analyse and track the entire LC
situation
Both VP Name and TL Name will
show automatically once you
fullfill the HR Control sheet
9. 5.3 HR Control
HR Control is the sheet
to simply control your
HR situation and see
your entity
organogram.
Once you insert a
member in HR Analytics
his name we’ll be
available to be inserted
in HR Control
Those are the colors that’ll
represent the status of your
members
Example of an HR Control using
membership status. There are no
members in IXP, two in Alert and
two remaning positions.
10. 5.4 Team Standards
The sheet is organized in the three
main stages: Building; Performing;
Closing
When a team moves complete an
action, then you replace the
number 0 by a 1.
The 1’s you insert in the Sheet generates
analysis about the progress of TS Application
inside all the teams.
It’ll help you in mapping main gaps and build
actions in order to accelerate it.
11. 5.5 Plano de Educação
This sheet will concentrate your education plan,
trainings to the LC and the application schedule.
In this example you can see an LC schedule and all of the contnts you
have to talk about and work to educate the LC about.
Also, there’s not only trainnings and LC meetings as platforms for trainning people and educate LC.
You must know clearly what are the main implementation channels that will help you in creating and
doing those trainings
13. 5.5 Plano de Educação: OKR
The higher the performance the
higher the results
How to do it:
✓ Plan with your team
✓ Define team ambitions, delivereables
and key performance indicators
✓ Have clear and aligned DDLs and
responsibles
✓ Evaluate the results
Performance is the production of
valid results with value delivery.
How will the Performance sheet help me on it?
Using a method:
Objective and Key Results
In this method, you set a goal and define what are the
key-achievements that will guide you to achieve it.
The goals must be measurable and clearly aligned with the
processes and indicators you and your LC work.
If it doesn’t lead you to do more exchanges it’s going be
useless.
If you want to learn about it for real, then read the book!
14. 5.5 Plano de Educação: the sheet
What are the 3 Key-Results that will show you success in this goal?
Where does the team wants to be till the end of the semester?
What are the 3 Key-Processes and indicators that will drive you to reach
these results? (ex: Info Sessions? Cold Calls?
What is it the members role in terms of measurable and
practical results in order to achieve those KPI’s?
Once you define those numbers you have to evaluate weekly
and pay attention to the progress and it’s evolving with time,
routine and execution.
OKR will allow you to empower people
around a unique goal only if you and CX VPs:
✓ Make the objectives clear
✓ Define to all a clear number to reach
✓ Evaluate constantly
✓ Let people define at least 50% of their
own goals