An offering that cuts across the 3 dimensions of Performance Management: Training, Consulting and Outsorcing. Check out what many global corporations have benefited from.
Employee performance reviews or appraisals have been used in the United States for decades. Typically they are done annually and are used to evaluate how an employee is improving in his/her job field, learning, or if he/she should receive a promotion. If done well, appraisals can boost an employee’s confidence, morale, teamwork, and focus. In the U.S. these reviews, appraisals, evaluations, or assessments are pretty cut and dry. They focus on quality, quantity, and effectiveness. However, each company has a different system or structure it uses to rank and analyze, and various ways in which to go about the evaluation. Usually these appraisals are done by supervisors or a representative from the human resource department who analyzes each employee and assigns a score based on the employee’s performance over the prior year.
Foreign Staffing Inc., is unique because it collaborates with companies and organizations on a global scale. In order to better understand the diversity of the performance evaluation system in several countries, extensive research has been complied in this e-book representing our findings. What follows is a description of 23 different countries and how they use their employee performance evaluation systems.
http://www.foreignstaffing.com/employers/global-business-resources/global-ebooks-from-foreign-staffing/employee-performance-reviews-in-foreign-countries
Performance management analysis case studyMustafa Watar
In the firm that Humaid works for, actually there are several problems that contribute in making kind of inefficiency in performing the work and causing errors in delivering the work objectives on time on plan. These problems can be classified into three categories, first of all problems related to inefficient reward management system, secondly problems related to performance management system and thirdly recruitment and selection problems. These problems are:
• Work is not done on time.
• Salesmen often were unable to get through quickly to information clerks.
• Unclear connections between the salesmen and the clerks which caused providing incorrect information.
• Problem in the style of communications between the staff.
• High turnover and Absenteeism, 15-20% of the employees unlikely to show up on Mondays and Fridays besides delays.
• Unqualified staff “both part and full time employees”.
• Inappropriate working conditions.
• Problems in selection and recruitment criteria.
• Lack of Empowerment system.
Employee performance reviews or appraisals have been used in the United States for decades. Typically they are done annually and are used to evaluate how an employee is improving in his/her job field, learning, or if he/she should receive a promotion. If done well, appraisals can boost an employee’s confidence, morale, teamwork, and focus. In the U.S. these reviews, appraisals, evaluations, or assessments are pretty cut and dry. They focus on quality, quantity, and effectiveness. However, each company has a different system or structure it uses to rank and analyze, and various ways in which to go about the evaluation. Usually these appraisals are done by supervisors or a representative from the human resource department who analyzes each employee and assigns a score based on the employee’s performance over the prior year.
Foreign Staffing Inc., is unique because it collaborates with companies and organizations on a global scale. In order to better understand the diversity of the performance evaluation system in several countries, extensive research has been complied in this e-book representing our findings. What follows is a description of 23 different countries and how they use their employee performance evaluation systems.
http://www.foreignstaffing.com/employers/global-business-resources/global-ebooks-from-foreign-staffing/employee-performance-reviews-in-foreign-countries
Performance management analysis case studyMustafa Watar
In the firm that Humaid works for, actually there are several problems that contribute in making kind of inefficiency in performing the work and causing errors in delivering the work objectives on time on plan. These problems can be classified into three categories, first of all problems related to inefficient reward management system, secondly problems related to performance management system and thirdly recruitment and selection problems. These problems are:
• Work is not done on time.
• Salesmen often were unable to get through quickly to information clerks.
• Unclear connections between the salesmen and the clerks which caused providing incorrect information.
• Problem in the style of communications between the staff.
• High turnover and Absenteeism, 15-20% of the employees unlikely to show up on Mondays and Fridays besides delays.
• Unqualified staff “both part and full time employees”.
• Inappropriate working conditions.
• Problems in selection and recruitment criteria.
• Lack of Empowerment system.
The roles and responsibilities of human resource in the current scenario has undergone with massive amount of change and its main focus is now on evolving such functional strategies that enable effective enforcement of major corporate strategies. Human resource management today work towards enhancing and facilitating the performance of workforce by designing a favorable work environment and offering maximum opportunities to employees to participate in organizational planning and decision making process (Chadwick, 2008). In the present era, all the major activities of human resource are directed towards development of efficient leaders and encourage employee motivation.
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
Case StudyPerformance Management at Network Solutions, Inc.
Presentation Prepared By : Sailendra Adhikari, Diwash Kasaju, Nischal Poudel and Shristy during HR Specialization at ACE Institute of Management
Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.
Business processes and decisions are the backbone of every company, from small to the Fortune 50. It is these processes and decisions that can create competitive advantage, helping the company react more quickly to changing trends. The processes can also drag the company down if they do not serve the business with agility. The first step in building business agility is to understand how the business works today, what are the processes, what are the decisions we should take, and how should we take them. Understanding these processes and decisions can enable a company to improve, streamline, and increase efficiency.
IBM Blueworks Live provides a single, shared repository where all the stakeholders can find a single version of truth about any process. It facilitates successful process improvement projects by enabling all the users in the process improvement team to be aligned to the process goals, problems, and areas of improvement. IBM Blueworks Live directly integrates with IBM Business Process Manager so that documentation of the business processes are implemented, run, and optimized.
The Digital Group (T/DG), is a Global Information Technology, Services and Consulting Company. We deliver solutions that enable our clients to run their business efficiently.
Benchmark Six Sigmaoffers globally recognized Six Sigma training and certification(Six Sigma GB, Six Sigma BB, Six Sigma MBB,Lean Management) across eight Indian cities and also provides Six Sigma Consulting services on deployment of Six Sigma
The roles and responsibilities of human resource in the current scenario has undergone with massive amount of change and its main focus is now on evolving such functional strategies that enable effective enforcement of major corporate strategies. Human resource management today work towards enhancing and facilitating the performance of workforce by designing a favorable work environment and offering maximum opportunities to employees to participate in organizational planning and decision making process (Chadwick, 2008). In the present era, all the major activities of human resource are directed towards development of efficient leaders and encourage employee motivation.
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
Case StudyPerformance Management at Network Solutions, Inc.
Presentation Prepared By : Sailendra Adhikari, Diwash Kasaju, Nischal Poudel and Shristy during HR Specialization at ACE Institute of Management
Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.
Business processes and decisions are the backbone of every company, from small to the Fortune 50. It is these processes and decisions that can create competitive advantage, helping the company react more quickly to changing trends. The processes can also drag the company down if they do not serve the business with agility. The first step in building business agility is to understand how the business works today, what are the processes, what are the decisions we should take, and how should we take them. Understanding these processes and decisions can enable a company to improve, streamline, and increase efficiency.
IBM Blueworks Live provides a single, shared repository where all the stakeholders can find a single version of truth about any process. It facilitates successful process improvement projects by enabling all the users in the process improvement team to be aligned to the process goals, problems, and areas of improvement. IBM Blueworks Live directly integrates with IBM Business Process Manager so that documentation of the business processes are implemented, run, and optimized.
The Digital Group (T/DG), is a Global Information Technology, Services and Consulting Company. We deliver solutions that enable our clients to run their business efficiently.
Benchmark Six Sigmaoffers globally recognized Six Sigma training and certification(Six Sigma GB, Six Sigma BB, Six Sigma MBB,Lean Management) across eight Indian cities and also provides Six Sigma Consulting services on deployment of Six Sigma
Salesforce Platform: Governance and the Social EnterpriseJames Hindes
The road to the Social Enterpise is transformative, but IT departments need to ensure a smooth transition. Join us to learn first hand from customers who have made the journey, how they defined and managed the change with a well crafted governance strategy.
Avalance Global Solutions is a multinational information technology and outsourcing company headquartered in Vadodara, India and Mountain View, California.
Now you can outsource even customized and niche processes and save up to 40% on your costs - while improving process performance, accuracy and turn around time.
Governance and the Social Enterprise
James Hindes, The Standard, Director of Enterprise CRM
Lou Fox, Blue Wolf Group, CTO
James Burns, Salesforce.com, Director - Platform
Agenda
Introductions
A Strategic Governance Framework for the Salesforce Platform
The Standard’s Journey to Cloud Governance
Q&A
James Burns
Company – Salesforce.com
Role - Director – Platform Community Solution Advisors
Salesforce experience - 18 months
30 years Enterprise Architecture and design
Strategic Governance Framework
The Standard’s Journey to Cloud Governance
James Hindes – Director Enterprise CRM
Lou Fox – CTO, Blue Wolfe
James Burns
Director – Platform
Community Solution Advisors
http://uk.linkedin.com/in/burnsjames
CoE Drives Strategic Alignment and Ensures Value
Change Control
Basically to manage successful projects its needs 3 key ingredients:
The correct Processes for the job at hand.
The correct people.
The use of the correct techniques for the job at hand.
Traditional via Cloud
Over the years many great IT projects have delivered successfully.
With Cloud we can build on these processes and techniques.
No need to reinvent them.
The Single Org vs Multi Org Dilemma
Decision Process Methodology
Business Considerations
Solution speed to market
Flexibility and adaptability
Frequency of change
Predictability of delivery
Regional, global user base
Commonality of business process across the company
Collaboration use cases
Cross-application access across Salesforce applications to backend systems eg SAP
Technical Considerations
Data security level
Sharing of data across Salesforce applications
Record level access rights
User profiles
Business reporting requirements
Salesforce Org level security and system administration complexity
Common functionality between applications
Do the applications need to share data
Coding Standards
Strategic Governance Framework
Viable Dimensions provides turnkey business and technology management consulting that not only aims to re-invent businesses with a new perspective, but also make them consistently effective, efficient and innovative.
Our line of tailored consulting services aims to enhance our customer’s businesses, starting from the outset and moving to the core with the help of global standard based research and technology optimization methodologies in an approach we like to call Encompass®.
The AWS Private Equity organization utilizes the Recognized Cloud Transformation Leader (RCTL) program and Transformation Advisor role to enable portfolio company executives to successfully execute a cloud or digital transformation - accelerate migrations/modernization, remove transformation impediments and mitigate risk.
AWS PE Transformation Advisor program overview
Assigns a dedicated PE Transformation Advisor to the executive cloud sponsor (CxO or similar) for an 8-to-12-week engagement that can be further extended as needed. The PE Transformation Advisor aids the executive in value creation by removing transformation blockers, securing buy-in from the executive team, influencing the board, adapting business processes in support of cloud, and preparing the broader organization for the digital transformation.
During the engagement, the PE Transformation Advisor provides prescriptive guidance to define the transformation tenets and guiding principles, assist developing the business case, produce the cloud journey map, establish the Cloud Center of Excellence (CCoE), document KPIs, identify partners, and define the Cloud Operating Model (COM).
Microsoft Dynamics - SA Technologies Capability OverviewRajTalukdar2
Microsoft D365 ERP/ CRM End to End Business Solution for all the leading industry verticals and SA Technologies caters to Enterprises across the Globe.
please get in touch raj@satechglobal.com
US Desk: +1 (408) 724-9765
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1. SigMax-e
SigMax e Services Sdn. Bhd.
An Introduction
…benefit from Six Sigma
Higher satisfaction,Lower costs
customer
operating
2. Sigmax-e
SigMax-e is a Consulting, Training and Outsourcing company,
that enables you to enhance the performance and productivity of
your operations to world-class levels .
SigMax-e provides:
BPO services in:
Finance & Accounts
Transaction Processing
Strategic facilitation in:
Organizational Intervention,
Change Management, and
Productivity enhancement
Training in:
Leadership
Performance Management
Team Effectiveness
Six Sigma
3. Sigmax-e: Key clients:
DHL, Malaysia
Dell Computers,
Panasonic Air Conditioning,
Sony Electronics (Singapore),
Prudential Insurance (S. Korea)
Commonwealth
Accenture
Like.com, Inc (USA) COMMO NWEALTH
SECRETARIAT
Robinsonslondon (UK)
Bank Danamon, (Indonesia)
Measat Broadcasting / Astro,
Malaysia Airlines,
AmBank, (Malaysia)
CIMB (Malaysia)
INTAN.
4. Operations Highlights
• Established 2002
• Raised VC Funding 2003
• Today, Sigmax-e operates with:
– 25 personnel for BPO operations:
– 3 Consultants for BPR
• Core Leadership team:
– Sri
– Bobby
5. SigMax-e's Unique Relationship Model
…The Range of Relationship models…
Virtual Shared Service Center of Excellence
Customised Outsourcing End-to-end Outsourcing
…And
Process focus Output focus
Complex processes ..anywhere 'Hands-off' approach
Highly skilled manpower in-between Typical outsourcing
Reporting relationship with processes like Accounts
client (hire / fire / promote) Payable, Payroll, Data
Entry, Call Centers
6. SigMax-e's Various Contract Models
Operations Management
At Customer’s facility with
Customer’s systems and staff
Developing
Operations and Staff Management
At Customer facility with Customer’s systems and
relationships
Sigmax-e’s staff
Process Outsourcing
At Sigmax-e’s facility and Sigmax-e’s employees with Customer’s systems
Application Service Provision
At Sigmax-e’s facility with Sigmax-e’s employees and Sigmax-e’s systems. Offered for very selective
processes currently
Operations & / or Staff & / or Facilities & / or Systems
Governance and Contract models Determined by Customer’s
Objective
7. SigMax-e’s response to BPO concerns
Expertise: Data Security Cost Exit
Continuous Improvement
Transition
BPO Dedicated 10 to 20% Cooperative
Best Practices: facilities savings exit clauses
•GE •Access Controls: continuous Liability
SigMax-e’s Response
•PwC •Facility productivity insurance
•HSBC •Workstation improvement
•Shell •Data
•Six Sigma- BCP / DR
methodologies Confidentiality
IT culture Building
•Accessing •Zero-tolerance
diverse back- Trust
policy
end systems
Service based on understanding of Customer’s Concerns
9. Customer commendation: Astro
… assisting Astro since early 2005
In Dec 2005 … spawned another 3 projects
… in May 2006, yet another project.
…what differentiates SigMax-e is the depth
of their involvement. They make it a point
to understand the key drivers of the
industry & the company, and will peel
down processes to detailed levels to get at
root causes.
… their excellent interpersonal touch …
interact constructively across all levels of
project members and senior management
… they have earned respect and work
very hard at not losing it
I would not hesitate to recommend
SigMax-e for similar professional work,
10. Customer commendation: Prudential Insurance
“…I am happy to say that by co-
working with Sri and following the
guidance and direction that came
out of the workshop, we have
already achieved an increased
focus on these improvement
areas, and have actually seen
gains in productivity and quality
that we would likely not have
seen were it not for the time he
spent with us.
“I feel we received a very valuable
return on our investment!”
Sd/-
Mark Stevenson
Chief Operating Officer
PCA LIFE Korea.
13. Srikrishna Vadrevu, CEO
All-round, hands-on, experience in running Shared
Services:
US, UK, Australia, France, Hong Kong, India and
Malaysia
GE Capital, India … Selling, Leading 700-man
Processing Centre
Standard Chartered, Malaysia … Setting up Global
Shared Service Centre at TPM, Kuala Lumpur, as its
first CEO Sri (center) explaining the strategy
Trained Quality (Six Sigma) Master Black Belt adopted by his team to Jack F.
Welch, CEO, GE (left) in October
Process Improvement 2000.
Process Design
Facilitation, Change Management
Led 100+ process design and improvement projects;
Addressed several seminars on Process Management, Six Sigma and
Shared Services in Singapore and KL.
20+ papers published in leading journals in India, Malaysia and USA.
27+ years of management experience:
India, USA and Malaysia,
Banking, IT and Shared Services.
14. Bobby Varanasi, Vice President
First Batch of Certified Outsourcing Professionals (COP) in the World
~ 15 years of consulting and relationship management experience, in USA,
Europe, Asia-Pacific & Latin America
Extensive knowledge and experience in off-shore outsourcing and Shared
Services at Fortune 500 companies in USA, Europe & Asia-Pacific
Key Advisor to Governments on Industry Development, FDIs, DDIs etc
Key Advisor to Companies on Strategy, Buss. Modeling, JVs, M&As,
Sourcing etc
Key Clients Include Govts. Of Malaysia, Brazil, Jamaica, Jordan, Kenya,
Ghana; Companies like Dyson, Maxis, Maybank, JP Morgan, Home Depot,
Warner Bros, Trustmark, Stanford University, ITAA, Revionics, AgreeYa,
Bleum, Liberata, Hewitt, VeriSign etc
Globally Recognized Thought Leader with Papers Published across global & regional media like Forbes, fDi,
Executive View, Outsourcing, ZD Net, Business Week, NST, Times of India, Computer World, CIO Today etc
Holds strategic leadership positions for the International Association of Outsourcing Professionals (IAOP), a
standard setting organization for the global sourcing industry, as under:
Asia Ambassador – one of three in the world today
Authorized Global COP Trainer – one of five in the world today
Member – Global Advocacy & Outreach Board – one of 11 members from the corporate community
Member – Asia Pacific Advisory Board - one of 9 members from the region
Chairman – Malaysia Chapter
Addresses conferences, roundtables on global sourcing and strategic management across Asia, India, Africa,
Latin America, Caribbean, North America and Europe.
Hands-On experience in Setting up Shared Services Centers for HSBC Across Asia-Pacific
15. Our Managers
Ms Lim Soo Min
Over 17 years of accounting experience
Manager, Astro Accounts Payable and Expense Claims processing at
SigMax-e
Strong team leader, focused on customer deliverables
Charted Institute Of Management Accountants(CIMA) - pursuing
Head,
-Diploma in Commerce(Cost and Management Accounting) Accounting Ops
Yoga Mithran Balakrishnan
Over 7 years of diverse experiences ranging from acting and TV
production to Training
Team Leader & Trainer at HSBC’s Call Center in Malaysia
Manager, Like.com Image Quality Assurance process at SigMax-e
Chief cheer leader & primary interface to Gen X ! Manage Like.com
Netty Hezreen Abd Malek
Over 6 years experience in accounting and finance related processes
On secondment from MAVCAP to assist in accounting, financial
modeling and business development support.
Business Development
16. BPO Case Study: Book Keeping
Context: Process established for scanning all documents
Accountancy firm (B) in London looks to cut in London and storing them on secure server.
costs in book keeping and data entry costs to SigMax-e logs in accesses documents, captures
provide more cost-effective services to its data, saves ‘back-up’ file on server for B to
clients access and process further.
Action: Outsourcing commenced with 4 accounts
B decides to outsource the functions from Results: (after 12 Months)
receipt of inputs (vouchers, invoices, bank Process works effectively and is stable
statements, etc) to preparation of Trial Balance Trained employee at SigMax-e, successfully
to off shore entity that can provide trains two other staff
knowledgeable accounting services, world Scope expanded to cover 30 companies
class delivery and stable infrastructure. SLA implementation timelines improved
After considering India and Malaysia as B expresses satisfaction with progress
candidates, prefer Malaysia due to availability B agrees to expand scope further to include
of large numbers of UK-trained accountants analysis of accounts and preparation of Audit
and stable infrastructure Files by SigMax-e
B selects SigMax-e as partner of choice for the Learning:
outsourcing activity based on demonstrated Key success factors are:
commitment to world class quality and proven Partnership model
capability of delivering to SLAs Flexibility in crafting solutions
B sends trainer to train SigMax-e staff for one Transparency in discussing defects and
week. problems
17. BPO Case Study: Dot.com
Context: Hire fresh graduate as new process manager to
Start-up Dot Com form Silicon valley (A) seeks ‘relate’ well to the ‘interns’.
a low-cost partner to perform quality checks on Results: (after 12 Months)
their inventory data base. Selects one partner Process works effectively and is stable
each in Pakistan, Vietnam and Malaysia. Students introduce their friends to form a large
Action: virtual team that can be accessed, as required
A selects SigMax-e as partner of choice in Students offer many new processing ideas, that
Malaysia. However, typical man-power costs are passed on to customer for implementation.
in Malaysia are too high for their budget. SigMax-e manages even low-volume seasons
Sigmax-e constructs a detailed study of their with very low overheads.
requirements and develops a man-power and Learning:
service delivery model that matches customer Key success factors are:
requirements. Key features of the model: Partnership model
Develop pricing model based on number of Flexibility in crafting solutions
images (of each type) processed Transparency in discussing issues and problems
Develop training content and process to
achieve comparable results in 25% of normal
training time
Develop application to allow college students to
schedule work during free time
Develop service fee model that provides
attractive compensation for students, yet well
within customer preferred rates.