This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
1) The document discusses whether HR truly empowers management or is just a power play. It outlines different roles HR can take such as strategic partner, change agent, administrative expert, and employee champion.
2) Managers expect HR to add value through talent management, training, knowledge management, and change support. For HR to empower management, they must think and work together using business language to understand and solve manager's needs and support strategic plans.
3) For HR to gain credibility and influence, they must receive value from the work they do for others. The HR business partner model can be effective if HR understands customer needs and contributes to performance management and business goals.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
This document discusses rightsizing as a strategic challenge for HR. It outlines the objectives of providing balanced practices for workforce rightsizing that limit business risks and optimize strengths. Various options for rightsizing are presented, including internal structure revamp, headcount rationalization, and focusing on core competencies. The importance of respectful practices, strong leadership, communication, and managing costs and risks is emphasized to help balance rightsizing efforts. A case study example from the automotive industry in KSA is also provided.
The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
1) The document discusses whether HR truly empowers management or is just a power play. It outlines different roles HR can take such as strategic partner, change agent, administrative expert, and employee champion.
2) Managers expect HR to add value through talent management, training, knowledge management, and change support. For HR to empower management, they must think and work together using business language to understand and solve manager's needs and support strategic plans.
3) For HR to gain credibility and influence, they must receive value from the work they do for others. The HR business partner model can be effective if HR understands customer needs and contributes to performance management and business goals.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
Ensuring maximum return on HR technology investmentSoftworld
Mike Theaker, Global Leader, HR Effectiveness, Mercer
A holistic discussion on: how to determine and capture return on HR technology investment; the associated struggles and victories; and examples of valid approaches.
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
How the HR function can add value as Strategic Business PartnerDr Samuel Tengey
The document discusses the role of the HR function and how it can add strategic value. It notes that the HR function is under pressure to prove its relevance. To address this, the HR function should align its systems and practices with organizational strategy so employees are committed and goals are achieved. However, many HR functions are criticized for being inefficient and not understanding business realities. The document argues that for HR to add value, it needs to operate as a strategic business partner by developing people strategies to support organizational objectives and evaluating whether training and development initiatives are achieving their goals. Acting in this role of strategic partner can help HR gain recognition and justify its place within the organization.
Shadowmatch is a tool that uses behavioral benchmarks to help organizations choose the right employees. It does this by assessing candidates' habits and comparing them to the proven top performers in specific roles. Organizations can use Shadowmatch for recruitment, coaching, succession planning, and developing current employees. By focusing on behavioral fit, Shadowmatch helps maximize employee and business success.
The document announces a two-day national conference on building futuristic organizations and developing sustainable competitive strategies to be held on March 8-9, 2013 in Coimbatore. The conference aims to answer key questions about the characteristics of future organizations and appropriate competitive strategies for such organizations to ensure adaptive sustainability in an uncertain environment.
The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
This document provides a competency model that outlines key leadership outcomes and organizational performance across increasing levels of complexity. It identifies areas such as strategic alignment, commitment and competence, and creating organizational value. The model shows how officers are expected to demonstrate traits like defining markets internationally and leveraging expertise through technology. As roles increase in scope, context and thinking, leaders are expected to adapt strategies, create systems to support change, and manage business results through balanced scorecards.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
The document discusses competency management and developing competency models for the AT&L workforce. It provides definitions of competencies and outlines a process for developing competency models that involves subject matter experts, key situations analysis, and validation surveys. The goals are to develop standardized competency models across functions, assess skills gaps, and leverage the results for strategic workforce planning, certification, and performance support. Competency management is presented as an investment that can close skills gaps through targeted training, education, and experiential opportunities.
Sarvagnya is a strategic HR and organizational development consulting firm founded on 20 years of global experience. It aims to provide best-in-class business solutions to clients through its core value drivers of knowledge, competence, and wisdom. Sarvagnya's services include change management, competency modeling, learning and development programs, business process engineering, HR policies and processes, performance management systems, executive search, and support for mergers and acquisitions. The firm takes a scientific approach using proprietary assessment and evaluation tools.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
The survey results show that HR must improve its capabilities to focus more on strategic challenges like leadership development, talent management, and anticipating critical business events. However, HR's capabilities are currently seen as weak in important future skills like innovation, strategic thinking, and business acumen. In order to fulfill its new strategic role and help the organization, HR will need to upgrade its own talent over the next three years by developing these in-demand skills.
Peoplepro Management Services provides professional HR services including strategy development, talent acquisition, training, and temporary staffing. They work with over 200 clients across various industries in India and abroad. The company is led by a team of experienced professionals with expertise in areas such as business strategy, HR, finance, and IT. They aim to help clients build high-performing teams through strategic and operational HR solutions.
The document discusses the importance of recognizing "Invisible Employees" - those who contribute significantly to an organization's success in less transparent ways. These can include past superstars who now mentor others, people who manage key relationships or projects, and advisors who help the organization run smoothly. Without a performance management system that identifies these employees, companies risk cutting them accidentally during downturns when focusing only on measurable metrics like sales. The document urges companies to develop ways to recognize Invisible Employees and make informed staffing decisions, as talent remains critical even in tough economic times.
Organizational Excellence Through an Effective Competency FrameworkRajesh Naik
The document discusses the design and implementation of an effective competency framework for an organization. It defines competency as the underlying characteristics of an individual that are related to superior job performance. It then outlines the key elements of designing a competency framework, including identifying job clusters, roles, competencies, and proficiency levels. It also discusses how a competency framework can be used in human resource functions like hiring, performance management, and training. Finally, it notes the framework needs to be regularly refined as competencies may change over time.
Insight Executive Search is a leading HR and management consultancy that provides executive recruitment services. They offer bespoke recruitment solutions through extensive networking and research capabilities. Insight listens to client needs and conducts a comprehensive initial brief to fully understand requirements. Candidates are carefully evaluated and communication is prioritized. The goal is to make successful, lasting executive appointments that benefit both the organization and individual.
HR needs to align its strategies with business strategies to help achieve organizational goals. This involves:
1) Understanding the business strategies and creating a matrix linking HR disciplines like recruitment, training, and compensation to the strategies.
2) Communicating the combined business and HR strategy to employees and ensuring understanding of strategic objectives.
3) Regularly reviewing HR structures, policies and metrics to ensure they are properly supporting the organizational strategies.
This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.
The document contains instructions for an educational game app called "Touch the Numbers" that teaches numbers through tapping and gestures. It includes the date of creation, descriptions of different exercises like tapping numbers and resizing, and contact information for the developer's website and social media.
Astina Lovina Hostel is a seaside accommodation located in Lovina, Bali that offers private cottages, a swimming pool, restaurant, and various amenities. Guests can enjoy activities like yoga, parties, games, dolphin watching, snorkeling, and dancing at the full moon. The hostel aims to provide a welcoming environment for travelers to experience tropical Balinese culture through its flowers, animals, locals, and more while meeting other guests from around the world.
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
This document discusses driving employee engagement and creating a learning and performance culture. It recommends using engagement surveys and modern technology tools to get employee input and promote learning. A key part of an engaged culture is clear expectations, advancement opportunities, communication, understanding jobs, and business relationships. A learning and performance culture has active learners who take responsibility for their development and retain new ideas, while supervisors promote learning and are open to new approaches. Measuring team performance rather than individuals can further increase engagement.
How the HR function can add value as Strategic Business PartnerDr Samuel Tengey
The document discusses the role of the HR function and how it can add strategic value. It notes that the HR function is under pressure to prove its relevance. To address this, the HR function should align its systems and practices with organizational strategy so employees are committed and goals are achieved. However, many HR functions are criticized for being inefficient and not understanding business realities. The document argues that for HR to add value, it needs to operate as a strategic business partner by developing people strategies to support organizational objectives and evaluating whether training and development initiatives are achieving their goals. Acting in this role of strategic partner can help HR gain recognition and justify its place within the organization.
Shadowmatch is a tool that uses behavioral benchmarks to help organizations choose the right employees. It does this by assessing candidates' habits and comparing them to the proven top performers in specific roles. Organizations can use Shadowmatch for recruitment, coaching, succession planning, and developing current employees. By focusing on behavioral fit, Shadowmatch helps maximize employee and business success.
The document announces a two-day national conference on building futuristic organizations and developing sustainable competitive strategies to be held on March 8-9, 2013 in Coimbatore. The conference aims to answer key questions about the characteristics of future organizations and appropriate competitive strategies for such organizations to ensure adaptive sustainability in an uncertain environment.
The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
This document provides a competency model that outlines key leadership outcomes and organizational performance across increasing levels of complexity. It identifies areas such as strategic alignment, commitment and competence, and creating organizational value. The model shows how officers are expected to demonstrate traits like defining markets internationally and leveraging expertise through technology. As roles increase in scope, context and thinking, leaders are expected to adapt strategies, create systems to support change, and manage business results through balanced scorecards.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
The document discusses competency management and developing competency models for the AT&L workforce. It provides definitions of competencies and outlines a process for developing competency models that involves subject matter experts, key situations analysis, and validation surveys. The goals are to develop standardized competency models across functions, assess skills gaps, and leverage the results for strategic workforce planning, certification, and performance support. Competency management is presented as an investment that can close skills gaps through targeted training, education, and experiential opportunities.
Sarvagnya is a strategic HR and organizational development consulting firm founded on 20 years of global experience. It aims to provide best-in-class business solutions to clients through its core value drivers of knowledge, competence, and wisdom. Sarvagnya's services include change management, competency modeling, learning and development programs, business process engineering, HR policies and processes, performance management systems, executive search, and support for mergers and acquisitions. The firm takes a scientific approach using proprietary assessment and evaluation tools.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
The survey results show that HR must improve its capabilities to focus more on strategic challenges like leadership development, talent management, and anticipating critical business events. However, HR's capabilities are currently seen as weak in important future skills like innovation, strategic thinking, and business acumen. In order to fulfill its new strategic role and help the organization, HR will need to upgrade its own talent over the next three years by developing these in-demand skills.
Peoplepro Management Services provides professional HR services including strategy development, talent acquisition, training, and temporary staffing. They work with over 200 clients across various industries in India and abroad. The company is led by a team of experienced professionals with expertise in areas such as business strategy, HR, finance, and IT. They aim to help clients build high-performing teams through strategic and operational HR solutions.
The document discusses the importance of recognizing "Invisible Employees" - those who contribute significantly to an organization's success in less transparent ways. These can include past superstars who now mentor others, people who manage key relationships or projects, and advisors who help the organization run smoothly. Without a performance management system that identifies these employees, companies risk cutting them accidentally during downturns when focusing only on measurable metrics like sales. The document urges companies to develop ways to recognize Invisible Employees and make informed staffing decisions, as talent remains critical even in tough economic times.
Organizational Excellence Through an Effective Competency FrameworkRajesh Naik
The document discusses the design and implementation of an effective competency framework for an organization. It defines competency as the underlying characteristics of an individual that are related to superior job performance. It then outlines the key elements of designing a competency framework, including identifying job clusters, roles, competencies, and proficiency levels. It also discusses how a competency framework can be used in human resource functions like hiring, performance management, and training. Finally, it notes the framework needs to be regularly refined as competencies may change over time.
Insight Executive Search is a leading HR and management consultancy that provides executive recruitment services. They offer bespoke recruitment solutions through extensive networking and research capabilities. Insight listens to client needs and conducts a comprehensive initial brief to fully understand requirements. Candidates are carefully evaluated and communication is prioritized. The goal is to make successful, lasting executive appointments that benefit both the organization and individual.
HR needs to align its strategies with business strategies to help achieve organizational goals. This involves:
1) Understanding the business strategies and creating a matrix linking HR disciplines like recruitment, training, and compensation to the strategies.
2) Communicating the combined business and HR strategy to employees and ensuring understanding of strategic objectives.
3) Regularly reviewing HR structures, policies and metrics to ensure they are properly supporting the organizational strategies.
This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.
The document contains instructions for an educational game app called "Touch the Numbers" that teaches numbers through tapping and gestures. It includes the date of creation, descriptions of different exercises like tapping numbers and resizing, and contact information for the developer's website and social media.
Astina Lovina Hostel is a seaside accommodation located in Lovina, Bali that offers private cottages, a swimming pool, restaurant, and various amenities. Guests can enjoy activities like yoga, parties, games, dolphin watching, snorkeling, and dancing at the full moon. The hostel aims to provide a welcoming environment for travelers to experience tropical Balinese culture through its flowers, animals, locals, and more while meeting other guests from around the world.
Conference: 2012 IEEE International Conference on Industrial Informatics
Title of the paper: A cross-layer approach to energy management in manufacturing
Authors: Anna Florea, Jorge A. Garcia Izaguirre Montemayor, Corina Postelnicu, Jose L. Martinez Lastra
El documento resume los siguientes temas gramaticales en español: el uso de que vs cual, los verbos ser y estar, verbos como gustar, los tiempos pretérito e imperfecto, los reflexivos, los comandos con tú, y la colocación de pronombres. También incluye ejemplos de preguntas comunes y sus respuestas.
Monalisa Arya is seeking an entry-level position in technology. She has a Master's degree in Computer Application from Rungta College of Engineering and Technology with 75% marks. She has skills in languages like C, C++, C#, ASP.NET, and core Java. Her academic projects include topics like online job portal and time table management systems.
Pv Park Components Supply And Financmentlucacococcia
ERAsolar offers to supply and finance solar panels, inverters, and mounting systems for developing greenhouses or solar photovoltaic fields. They propose financing up to 85% of material costs at an interest rate of 4/5% over 8-10 years for orders over $4 million. The financing can only be used to purchase qualifying materials from China and is contingent on providing documentation like project approvals and financial statements. If eligible, a Chinese bank will issue the loan using the PV system as collateral.
Silabus mata kuliah Evaluasi Pembelajaran membahas tentang penilaian proses dan hasil pembelajaran Bahasa Indonesia, meliputi jenis penilaian, pengembangan instrumen, dan pengolahan data hasil pengukuran. Tujuannya agar mahasiswa mampu mengembangkan dan menggunakan alat penilaian dalam pembelajaran. Materi pokoknya meliputi pengertian evaluasi, teknik penilaian pengetahuan, sikap, dan keterampilan, serta pengolahan hasil
El documento lista 12 de los rascacielos más altos del mundo, incluyendo su nombre, ciudad, país, ilustrador, estado de construcción y altura. Los rascacielos varían en altura de 363 a 448,7 metros y se localizan en ciudades como Nueva York, Chicago, Hong Kong, Guangzhou, Shenzhen, Moscú, Abu Dhabi y Dubai.
An organization is considering adopting a learning management system (LMS) to provide online training to employees. An LMS would allow the organization to deliver, track, and manage training programs for staff. It could help improve and standardize training across different departments through a centralized system.
Joyce fell and injured her hand two days ago. Her x-ray was normal but her hand is now swollen with reduced range of motion and grip strength. The physiotherapist examined her and found swelling and restricted movement in her middle finger and knuckle joints. The goals are to reduce pain and swelling and improve range of motion in the short term and regain full hand function in the long term through physiotherapy treatments including cryotherapy.
The document provides an overview of the faculty promotion process and timeline at a community college. It begins with the president publishing a list of faculty eligible for promotion based on years of service. Faculty can then apply for promotion by submitting applications that demonstrate how they have grown and contributed since their last promotion. Applications are due in January and are reviewed by a promotion committee, dean, and finally the president between March and April. The document outlines faculty rights in the appeal process and emphasizes assembling a strong professional file and application to support their case for promotion.
SDM adalah leverage dalam organisasi. Susah ditiru dan harus dikelola sebagai capital. Perlu paradigma baru dalam memandang SDM dengan pandangan yang holistik, berpikir kesisteman (system thinking) dan berpikir serba sistem (systems Thinking).
This document provides an overview of a presentation on developing business acumen for HR professionals. It discusses the importance of business acumen for the HR function and how HR needs to better understand the business. It then defines business acumen and provides examples of how HR can develop it by gaining knowledge about the business and industry, applying that knowledge to make data-driven decisions, and executing effectively to drive business results. The presentation also provides strategies for HR to assess and improve its business acumen.
The document discusses the role of strategic management in various aspects of human resource management such as HR planning, staffing, training and development, and performance appraisal. It explains how aligning HR strategies and activities with the business strategy of an organization can help achieve competitive advantage. Examples are provided of how companies like Infosys and Philips integrate strategic management principles into their HR processes.
The document discusses developing an integrated human capital strategy, including defining human capital, the relationship between people and business strategy, and the business case for an integrated human capital strategy. It provides an overview of key components of a human capital strategy framework, including recruiting, developing, and retaining talent through the use of competencies, metrics, processes and tools. The foundation of the framework involves creating a competency model to identify the key knowledge, skills, behaviors and abilities needed for roles.
We aimed at influencing change and the transformation from traditional HRM to Strategic HRM, through analyzing HR organization & capabilities, while providing valuable insights and solutions on specific HR issues that clients face.
Learning & Talent Analytics: Integrating Business Metrics to Show the Value o...Human Capital Media
Understanding the results your talent and learning programs have on your organization’s top and bottom line often define success of the programs. So having effective tools to track and analyze learning and talent management programs together is key. Learn how integrated analytics can make your organization’s learning and talent management programs more effective and demonstrate the impact on the top and bottom line.
This document discusses how companies can shift their focus from traditional human resources practices to human capital strategies that engage employees and drive business results. It outlines key elements of an effective human capital philosophy including rewarding, attracting, engaging, performing and learning. Specific human capital strategies are presented such as integrating performance and rewards, effective recruiting, and dynamic learning. The outcomes of implementing human capital strategies are described as profitable revenue, innovation and strategic alignment.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
Siemens Pakistan is a leading SAP solutions and systems integrator in Pakistan. It was the first value added reseller, certified implementation partner, and support partner for SAP solutions in Pakistan. Siemens Pakistan provides a full portfolio of SAP services including solutions, IT services, hardware/infrastructure, training, and consulting. It has a team of over 120 SAP experts and has trained over 1,300 consultants.
DIFR provides customized HR solutions to meet organizations' unique and changing needs. They offer a full range of HR services, including talent acquisition and training, talent management, HR process reengineering, and business incubation. DIFR's experts work with clients to design solutions tailored to their industry, size, goals, and budgets. Their vision is to develop high-quality human capital and maximize employee performance through coaching and career development.
ADP's Comprehensive HR services provide organizations with expertise and assistance in managing all aspects of human capital and resources. The services are designed to [1] simplify day-to-day HR tasks and allow organizations to focus on business objectives, [2] act as an extension of the HR department through added experience and expertise, and [3] empower employees through effective services, tools, and partners. A team of specialists in areas like HR, payroll, recruitment, risk and safety are available to consult on best practices, legislative changes, and strategic support. The goal is to help organizations effectively manage expenses, mitigate risk, ensure compliance, and find, grow, and retain top talent.
The document discusses the importance of human capital management for business growth. It states that the goal of every organization is to increase stakeholder value through a healthy balance sheet, high employee competency, customer confidence, high profits and low expenses. This can be achieved through effective execution of an operational strategy along with HR. The HR functions should be a strategic partner that ensures alignment with business goals, a change agent that supports business transitions, an employee champion that protects employee interests, and an administrative expert that provides efficient services. Key actions for HR include designing a performance system linked to strategy, identifying skills for business goals, and reviewing processes for relevance and scalability.
The document discusses strategies for HR professionals to have a "seat at the table" and be seen as strategic business partners. It defines having a seat at the table as being a trusted advisor who can add value from a business perspective. It emphasizes developing soft skills, understanding different business functions, and taking on projects where your expertise can make a difference. The document also covers assessing your strengths and weaknesses, defining your purpose and vision, and managing your own career development to position yourself for more strategic roles.
NewPower Coaching and Consulting firm focuses on supporting organizations in developing and implementing comprehensive talent management strategies to achieve optimal organizational health. They utilize proven tools like behavioral assessments, 360 reviews, engagement surveys, and focus groups to analyze an organization and identify areas for improvement. NewPower then works with leaders to create targeted development plans aligned with company goals to increase employee engagement, performance, and retention, thereby improving business outcomes like costs, customer relationships, and growth.
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
Human resource audits provide organizations with important insights into their HR functions and processes. The presented document discusses human resource audits and information systems. It defines HR audits and outlines their objectives, benefits, and common approaches. Compliance, best practices, strategic, and function-specific audits are described. Key sections of an HR audit are listed, including recruitment, performance management, and compensation. The role of human resource information systems and software in tracking employee data and supporting decision-making is also summarized. Common HRIS products and the services provided by HR consultancies are briefly mentioned.
The document discusses measuring return on investment in human capital. It states that human capital measurement offers HR the opportunity to demonstrate the value that employees provide to the organization. The first step is to identify metrics that are linked to broader business objectives and map the impact of people management over time. This will form a measurement tool to assess the value of human capital.
HRMetrics is a consulting firm that specializes in human resources, health and productivity management, and value enhancement. They help organizations optimize their people, processes, procurement, and productivity to increase performance. HRMetrics provides consulting services to develop HR strategies, assesses organizational needs, recommends solutions, and measures outcomes using key metrics. Their services include benefits consulting, wellness programs, technology solutions, and leveraging their purchasing power to provide clients access to various HR products and services at reduced rates.
Geoffrey Dubiski has over 20 years of experience in HR strategy, transformation, and management. He has led enterprise-wide transformational projects for Fortune 500 companies, including developing strategies, designing processes, and implementing HR technology solutions. He currently works as a Human Capital Strategist focusing on attraction, retention, and development of talent.
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.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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People Performance Practitioners
1. Culture
Building
Performance
Management Engagement
Surveys
ENABLING PEOPLE TO
Leadership MAXIMISE THEIR Coaching
POTENTIAL AT WORK
Competency
Development
Other people
issues that keep
you awake at night
2. DOES YOUR
+ HR MEAN
BUSINESS?
HR should be defined by not what
it does but what it delivers ….. Is
your HR delivering business value?
- Dave Ulrich
2
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
3. QUICK CHECK – ARE YOUR HR DELIVERABLES CREATING BUSINESS VALUE ?
THE RESOURCE PYRAMID IS A DYNAMIC MATRIX OBJECTIVE & TRANSPARENT REWARD &
BASED ON EMPLOYEE COMPETENCIES AND RECOGNITION SYSTEM THAT PROMOTES HIGH
COST AND DIFFERENTIATES THE RESOURCES LEVELS OF EMPLOYEE ENGAGEMENT;
BASED ON THEIR OVERALL BUSINESS IMPACT ;
LEADERSHIP PIPELINE IS IDENTIFIED AND
THE HIRING ENGINE IS OPTIMIZED TO DELIVER ADEQUATE DEVELOPMENTAL & RETENTION
IN TERMS OF NUMBERS, CAPABILITIES, SKILL INTERVENTIONS ARE IN PLACE FOR EFFECTIVE
MIX & COST WITHIN AN OPTIMAL TIMELINE; TALENT MANAGEMENT;
EMPLOYEE UTLIZATION, PRODUCTIVITY AND ORGANIZATION RESTRUCTURING/ M&As
CHARGEBILITY LEVELS ARE ALIGNED TO WITHIN SPECIFIED TIME FRAME, COST & RISK
BUSINESS PLANS; PARAMETERS;
HIGH PERFORMANCE CULTURE INITIATIVES HR METRICS ARE ALIGNED TO BUSINESS
DIFFERENTIATE PERFORMANCE & POTENTIAL OBJECTIVES AND CONSISTENTLY TRACKED.
LEVELS & GUIDES FOCUSED PEOPLE ADVANCED REPORTING & ANALYSIS OF HR DATA
INVESTMENTS ; PROVIDES BUSINESS INSIGHT; AND FINALLY,
APPROPRIATE MEASURES TO ENSURE INTERNAL POWERFUL EMPLOYEE VALUE PROPOSITION TO
& EXTERNAL EQUITY; ATTRACTS AND RETAIN THE BEST RESOURCES.
APPRORIATE SKILL UPGRADES FOR CUSTOMER HR FACILITATED ENTERPRISE SUSTAINABILITY
LOYALTTY & OPTIMAL REVENUE GENERATION; PROGRAM.
GLOBAL HR SYSTEMS, PROCESSES & PRACTICES; EXTERNAL HR AUDITS & COMPLIANCE CHECKS
DO YOU NEED AN EXPERIENCED HR PARTNER TO REINFORCE SOME OF THESE ISSUES?
3
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
4. OUR PURPOSE – DELIVER PEOPLE-CENTRIC BUSINESS SOLUTIONS
TO HELP ALIGN THE PEOPLE STRATEGY TO THE BUSINESS STRATEGY;
BE A CATALYST TO ENHANCE INDIVIDUAL AND TEAM PERFORMANCE,
THEREBY INCREASING ORGANIZATIONAL PERFORMANCE (BY OFFERING
THOUGHTS, EXPERIENCES, IDEAS, INSIGHTS AND DEVELOPMENT INITIATIVES BASED
ON OUR CUMULATIVE EXPERIENCE IN HR ACROSS VARIOUS DOMAINS AND ACROSS
VARIOUS COMPANIES);
ENRICH THE EMPLOYEE EXPERIENCE (COMMITTED & COMPETENT EMPLOYEES
WHO ARE TRULY INSPIRED & MORE ENGAGED AND THEREFORE MORE PRODUCTIVE,
BETTER UTILIZED AND MORE COST EFFECTIVE THAN OTHERS IN COMPETING
ORGANIZATIONS);
REINFORCE THE HR EXPERTISE OF YOUR
TEAM TO SUCCESSFULLY DELIVER SUSTAINABLE
Learning & Development
HR SOLUTIONS THAT DIRECTLY IMPACT THE
BUSINESS RESULTS;
ASSURE COST EFFECTIVE ROI-BASED VALUE-
ADDED HR DELIVERABLES BASED ON MUTUALLY
AGREED PARAMETERS.
4
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
5. VALUE PROPOSITION
Reduce cost of Delivery Improve agility
Reduce spend on non-core HR Create HR processes &
activities; contain costs and applications that can
re-focus on core business HR flexibly respond to
Learning & Development business changes
Maximize value
Extend the value of your
Leverage innovation existing HR investment to
achieve changing
Use technology innovations in HR business goals
to increase business performance
and add value to the enterprise
Provide Business Insights
Strong governance of HR metrices
that provide business insights that
facilitate focused interventions which
directly impacts business results
5
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
6. THE ENGAGEMENT MODEL
OBSERVE & IDENTIFY THE BUSINESS
PRIORITIES AND THE CHALLENGES
THAT HR FACES IN MEETING THEM
PROBE & DIAGNOSE THE
UNDERLYING ISSUES HOLISTICALLY &
SYSTEMATICALLY USING APPROVED
TOOLS & TECHNIQUES
TRUSTED DEVELOP SOLUTION MODELS TO DEAL
PARTNER WITH THE ISSUE IN THE MOST
EFFECTIVE & EFFIECIENT MANNER
IMPLEMENT THE SOLUTIONS IN THE
FIELD TO DELIVER THE DESIRED
OUTCOMES & VALIDATE THE RESULTS
MEASURE THE OUTCOMES TO
ENSURE THEY ARE IN LINE WITH
DESIRED OBJECTIVES AND JUSTIFY
ROI .
MAKE SOLUTION SUSTAINABLE.
6
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
7. PORTFOLIO OF SERVICES (1)
Strategy Talent Management & Employee
HR Strategy Succession Planning Engagement
Architecture Talent strategy Employee Value
Set up new HR Talent management processes Proposition
Function Talent identification and Employee
HR Transformation assessment Engagement
Outsourcing Development plans Surveys
Employee
communications
Resourcing Performance Management
Employer branding Productivity, Utilization ,
Vendor Appraisals & Chargeability Business
Management Hi-performance Culture Transformation
Assessment & 360 degree feedback Merger Integration
Development centers Performance Feedback Change
Psychometric testing Management
Competency based Reward & Recognition Managing
Selection interviewing Total rewards Strategy Downsizing/
Induction and on- C&B Surveys Redundancies
boarding Incentive schemes Organizational
Hiring Engagement Harmonization of terms & Design
Surveys conditions Outplacement
7
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
8. PORTFOLIO OF SERVICES (2)
Leadership Development Learning Management HR Analytics &
Leadership Pipeline Learning Roadmaps
Competency Audits
Governance
Learning management
Development Centers System (LMS)
Retention Strategies Individual Development
Resource
Individual and team Plans Management
personality profiling Blended learning
Collaboration & Team Facilitation PCMM
Building Set up L&D Shared
Coaching & Mentoring Services operations; Quality
Set up Learning Academy
HR Audits
Health & Ergonomics
Business Conduct
Social media in HR Culture Building policy
Counseling Services Enterprise Sustainability Compliance
Diversity & Inclusion
8
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
9. PORTFOLIO OF SERVICES (3) – LEARNING & DEVELOPMENT
NEEDS ASSESSMENT CUSTOMISED SENIOR LEADERSHIP
CONTENT DEVELOPMENT
BLENDED LEARNING STRATEGY WORKSHOP
DELIVERY METHODOLOGY BUSINESS REVIEWS
“ON DEMAND” LEARNING
ADVANCED LEADERSHIP PROGRAM
ROI ASSESMENT
INFRASTRUCTURE PLANNING & DESIGN EFFECTIVE NEGOTIATING
“CRADLE TO GRAVE” APPROACH ADVANCED PRESENTATION SKILLS
ALIGN LEARNING TO BUSINESS GOALS
OPTIMIZE LEARNING DELIVERY COSTS CONFLICT RESOLUTION
COACHING & MENTORING
ADVANCED MANAGERIAL SKILLS
LEADING HIGH PERFORMANCE TEAMS
LEADERS
TRANSITIONING TO A PEOPLE
MANAGER
SENIOR BASIC LEADERSHIP SKILLS
MANAGERS
SALES MANAGEMENT
CAMPUS TO CORPORATE
FIRST LINE BASIC COMMUNICATION SKILLS
MANAGERS TEAM BUILDING
BASIC PRESENTATION SKILLS
BASIC MANAGERIAL SKILLS
ENTRY LEVEL CUSTOMER ORIENTATION
9
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
10. HOW CAN YOU ENGAGE US?
SOLUTI ON SUIT E
OUTSOURCE APPROACH
1. DAY TO DAY HR BUSINESS ENGAGE US TO WORK WITH THE HR
PARTNERING TEAM ON A CONTINUING LONG-TERM
1 BASIS, WORKING ON SEVERAL
2. RESOURCE MANAGEMENT CONCURRENT PROJECTS AS A HR
3. EMPLOYEE ENGAGEMENT BUSINESS PARTNER ON AN 24/7
OPERATIONAL BASIS.
4. EMPLOYEE DEVELOPMENT
5. LEADERSHIP & TALENT
MANAGEMENT
MODULAR APPROACH
6. HR DELIVERY OPTIMIZATION CHOOSE A HR SERVICE MODULE
(FROM THE SERVICE PORTFOLIO) AND
7. TRANSITION & TRANSFORMATION ENGAGE US ON A PROJECT-BY-
8. MEASUREMENT, AUDIT & PROJECT BASIS. THIS IS MORE LIKE AN
GOVERNANCE 2 “ON DEMAND” AUGMENTATION OF
9. MERGER, ACQUISITION, DIVESTITURE SPECIALISED HR KNOWLEDGE AND
& OUTSOURCING EXPERIENCE ON PROJECTS THAT ARE
CRITICAL FOR BUSINESS VALUE
10. SPECIAL HR VALUE ADD PROJECTS CREATION.
10
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
11. WHY US ……. SOME BOTTOM-LINE BENEFITS THAT MAKE A DIFFERENCE
WHAT BUSINESS HOW I CAN SUPPORT WITH MY
SOME BENEFITS
WANTS KNOWLEDGE, SKILLS & EXPERIENCE
OPTIMAL RESOURCE MANAGEMENT
IDENTIFY REDUNDANCIES IN HR PROCESSES NO REVENUE LEAKAGE DUE TO
INCREASED PRODUCTIVITY, UTILIZATION OF LOST BUSINESS
REVENUE GENERATING RESOURCES DIRECT SAVINGS ON HIRING /
SUPPORT ASSIGNMENT MANAGEMENT & RE-HIRING COSTS
INCREASE REVENUE
MOBILITY HIGHER CHARGEBILITY OF
GENERATION
FOCUSED LEARNING & DEVELOPMENT BASED RESOURCES
ON COMPETENCY AUDITS REDUCED GO-TO-MARKET
SALES TO RESOURCE VALUE CHAIN TIMELINES
EVALUATE & IMPLEMENT OUTSOURCING/ OFF- FASTER ENTRY TO NEW MARKETS
SHORING STRATEGIES
HIGHER CUSTOMER SAT LEADING
INCREASE EMPLOYEE INCREASE EMPLOYEE ENGAGEMENT LEADING TO
TO REPEAT ORDERS
RETENTION HIGHER EMPLOYEE VALUE PROPOSITION
INCREASED COLLABORATION
• STANDARDIZE & INDUSTRIALIZE HR DELIVERY COST REDUCTION DUE TO
REDUCED HR PROCESSES IMPROVED KNOWLEDGE
DELIVERY COSTS • HR ANALYTICS THAT ALLOW HIGHER VISIBILITY MANAGEMENT
TO HR OPERATING COSTS SMARTER COST MANAGEMENT
BUSINESS CONTINUITY
EXECUTE A
CREATE ROBUST LEADERSHIP PIPELINE MERITOCRACY CULTURE
SUSTAINABLE
ROBUST TALENT MANAGEMENT DIFFERENTIATION
BUSINESS STRATEGY
HIGH PERFORMANCE WORKPLACE
11
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
12. MY CREDENTIALS
MBA from XLRI.
Proactive Business HR partner with over 25 years experience in strategic
HR roles across Manufacturing, Engineering, Automobile, IT and ITES
organizations. Worked in Global & Domestic roles for companies like
Siemens, HP, Compaq, Ashok Leyland & Tata Steel.
Seasoned Facilitator & Coach.
Visiting Faculty to various Business Schools.
Experienced in –
Operationalizing the HR strategy to Business Plans;
Performance Management to enable a high performance oriented organization;
Competency Management to ensure organization effectiveness;
Transition and Transformation projects
Organizational Restructuring/ Realignment;
“Best Place to Work For” initiatives through Employee engagement initiatives;
Building a Talent and Leadership pipeline; and
HR Governance and Analytics.
Certifications –
Certified as Internal Consultant by PDI.
Certified as HP Internal Coach.
Certified by SHL on Psychometric Assessments & Occupational Testing.
Certified Senior Leadership Program Facilitator at HP
Advanced Sales Training by Achieve Global.
Companies partnered –
HP, ABB, Logica, Siemens, Allegis, PE Ventures (names confidential)
12
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
13. MY ASSOCIATES
CHIRANJIT BANERJEE (CB) is a seasoned DHRUV SEN focuses on leadership and talent
banking/financial services & consulting leader development, creating business systems &
with a tested track record in building new processes and conducting assessment and
businesses within established MNCs as well as development centres.
successfully debuting as a late stage Over the course of his professional career
entrepreneur. In the early stages of his career, spanning 25 years, Dhruv has led the HR
CB has worked with marquee brands like SBI, function in large organizations in India and
Citibank & Amex. He also co-founded two of abroad and has considerable expertise in both
the earliest Indian private merchant banks in the operational and strategic aspects of HR. His
the early 90s. Later, he was to seed the India experience spans across various industry
operations of Asia’s risk management leaders, verticals including the FMCG, Manufacturing,
Hill & Associates and Quest Research that was Automobile and Pharmaceuticals.
subsequently acquired by First Advantage. With a MBA from XLRI, Dhruv is certified on the
We leverage CB’s incisive knowledge & OPQ, Occupational Testing and Competency
experience in the BFSI domain and his network Based Interviewing by SHL. He is also an assessor
of relationships to consummate corporate & for the EFQM model of Business Excellence and
institutional engagements. He also delivers certified in the Workplace Big Five Instrument
finance aligned programs on a bespoke basis. and the Hay Job evaluation methodology.
13
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
14. MY ASSOCIATES
KENNETH PINTO is a versatile corporate RACHNA AGRAWAL has a MBA in HR and
soft skills trainer with about 30 years of have over 9 years of experience in HR across
experience. He worked with the Taj Group of IT, ITES and Manufacturing organizations. She
Hotels in various senior roles for more than 18 has a successful track record of working with
years. For the last 11 years he conducts IBM, Siemens IT, and LG in the areas of
workshops on soft skills for organizations Employee Engagement & Retention, OD
across a wide spectrum of domains including intervention, Competency Management,
IT, ITES, Hotels, Pharmaceutical, Retail, Grievance Management, HR Compliance &
Hospitals, Manufacturing and Services. He Standardization of HR policies and procedures.
specializes in delivering business specific She has handled two large merger situations
workshops on Culture Sensitivity, and is well-versed in HR Integration activities. .
Communication skills, Presentation skills, Rachna has worked in several global projects
Team building, Campus to Corporate and with multi-cultural clients/ partner. She
Business Etiquette skills. consults on Diversity & Inclusion and other
Women Empowerment topics.
14
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS
15. CONTACT
DELIVERING RESULTS FOCUSED,
ROI BASED , SUSTAINABLE PEOPLE
SOLUTIONS ALIGNED TO YOUR
BUSINESS GOALS
PEOPLE SOUMITRA KUMAR DAS
PERFORMANCE
PRACTITIONERS +91 9845009258
shomi2@gmail.com
HR_practitioner
CREATING PERFORMANCE EXCELLENCE@WORK
15
SOUMITRA DAS – PEOPLE PERFORMANCE PRACTITIONERS