Creating a Strategic Plan is an excellent presentation for individuals who would like to understand the steps involved in creating a strategic plan. This presentation is very helpful for start-ups, entrepreneurs, and business owners who would like to create a strategic plan. This presentation was delivered at the University of Budapest in May of 2015.
If you would like help in creating a strategic plan, Gary Wheeler at The Virtual HR Director is available to help.
Onboarding Secrets: 10 Steps to Effective Onboarding and Boosting Your Retent...Tim Ruef
HR functions as the critical bridge to all parts of the organization. Yet, there is no organizational process more lacking in terms of cross functional linkages than onboarding. Onboarding mistakes occur in over 50% of new hires, are estimated to account for over 15 times the manager's total compensation, and have an extraordinarily negative impact on the organization's bottom line. While HR should not be wholly responsible for executing effective onboarding, they must successfully build the bridge by educating and leading key stakeholders within the organization to work together.
Conquer 6 workforce planning and optimization challenges | AnaplanAnaplan
Your workforce is likely your most expensive asset—and yet an investment in a workforce planning platform isn’t usually top priority for executives. But did you know that companies tackling their workforce planning and optimization with Anaplan are saving 2-5 percent on their payroll costs?
In this webinar, thought leaders from Workforce Insight and Anaplan discuss how customers, such as Aramark, TELUS, Kimberly-Clark, and Tableau have transformed their HR processes with Anaplan
Startup Recruiting Trends identifies where startups go wrong in recruiting and makes recommendations on how startups should approach hiring.
What's Included:
-Insights into recruiting best practices, diversity, and people programs.
-Recommendations on allocating resources.
-Benchmarking data on important hiring metrics: Recruiting team makeup, Hiring Goals, Reporting Structure and Pipeline Metrics.
The Next Big HR Transformation: How to Excel at Workforce PlanningHuman Capital Media
A fragile economic recovery. An increasing globalization. A major demographic shift in the working-age population. These are just a few of the reasons that today workforce planning can contribute more to the bottom line than ever before.
Yet for many organizations, workforce planning is a highly tactical activity, where human resources has a limited view of costs, finance owns the budget and source data varies in accuracy and completeness.
In this webinar, workforce planning expert Dino Zincarini will outline the keys to creating and executing a high-value workforce planning process, specifically:
Developing and exploring “what-if” scenarios.
Shaping workforce plans through collaboration.
Ensuring plans stick.
Understanding the factors that comprise your total cost of workforce.
Mapping plans to business savings.
Please join Dino as he explores this important topic.
The ROI of Recruiting Ops: How to Measure and Maximize the Talent ProcessYello.co
Adam Godson, SVP of Global Technology Solutions for Cielo, shares why recruiting operations is such an important component of your talent acquisition team, and offers actionable ways to measure success.
How do you build a highly motivated team with an unknown brand and limited budget? What type of people should you hire while your business is evolving rapidly? What are the 'must knows' in motivating a Gen Y talent? How to create the right role for your business, how to attract the right person, and how to ensure you can retain them.
Our Website: http://libbler.com/
For employers: http://www.libbleremployers.com/
Learn about LIBBLER : http://www.startupshk.com/libbler-career/
Creating a Strategic Plan is an excellent presentation for individuals who would like to understand the steps involved in creating a strategic plan. This presentation is very helpful for start-ups, entrepreneurs, and business owners who would like to create a strategic plan. This presentation was delivered at the University of Budapest in May of 2015.
If you would like help in creating a strategic plan, Gary Wheeler at The Virtual HR Director is available to help.
Onboarding Secrets: 10 Steps to Effective Onboarding and Boosting Your Retent...Tim Ruef
HR functions as the critical bridge to all parts of the organization. Yet, there is no organizational process more lacking in terms of cross functional linkages than onboarding. Onboarding mistakes occur in over 50% of new hires, are estimated to account for over 15 times the manager's total compensation, and have an extraordinarily negative impact on the organization's bottom line. While HR should not be wholly responsible for executing effective onboarding, they must successfully build the bridge by educating and leading key stakeholders within the organization to work together.
Conquer 6 workforce planning and optimization challenges | AnaplanAnaplan
Your workforce is likely your most expensive asset—and yet an investment in a workforce planning platform isn’t usually top priority for executives. But did you know that companies tackling their workforce planning and optimization with Anaplan are saving 2-5 percent on their payroll costs?
In this webinar, thought leaders from Workforce Insight and Anaplan discuss how customers, such as Aramark, TELUS, Kimberly-Clark, and Tableau have transformed their HR processes with Anaplan
Startup Recruiting Trends identifies where startups go wrong in recruiting and makes recommendations on how startups should approach hiring.
What's Included:
-Insights into recruiting best practices, diversity, and people programs.
-Recommendations on allocating resources.
-Benchmarking data on important hiring metrics: Recruiting team makeup, Hiring Goals, Reporting Structure and Pipeline Metrics.
The Next Big HR Transformation: How to Excel at Workforce PlanningHuman Capital Media
A fragile economic recovery. An increasing globalization. A major demographic shift in the working-age population. These are just a few of the reasons that today workforce planning can contribute more to the bottom line than ever before.
Yet for many organizations, workforce planning is a highly tactical activity, where human resources has a limited view of costs, finance owns the budget and source data varies in accuracy and completeness.
In this webinar, workforce planning expert Dino Zincarini will outline the keys to creating and executing a high-value workforce planning process, specifically:
Developing and exploring “what-if” scenarios.
Shaping workforce plans through collaboration.
Ensuring plans stick.
Understanding the factors that comprise your total cost of workforce.
Mapping plans to business savings.
Please join Dino as he explores this important topic.
The ROI of Recruiting Ops: How to Measure and Maximize the Talent ProcessYello.co
Adam Godson, SVP of Global Technology Solutions for Cielo, shares why recruiting operations is such an important component of your talent acquisition team, and offers actionable ways to measure success.
How do you build a highly motivated team with an unknown brand and limited budget? What type of people should you hire while your business is evolving rapidly? What are the 'must knows' in motivating a Gen Y talent? How to create the right role for your business, how to attract the right person, and how to ensure you can retain them.
Our Website: http://libbler.com/
For employers: http://www.libbleremployers.com/
Learn about LIBBLER : http://www.startupshk.com/libbler-career/
6 Cutting-Edge HR Metrics to Measure in 2019Namely
Are you thinking like a data scientist? While we’re all familiar with basic metrics like turnover and time to fill, there’s more that you can and should be measuring. Taking a more analytics-driven approach to your talent practices can help improve everything from hiring to workforce planning to employee development and retention.
Dr. Eric Knudsen, Manager of People Analytics at Namely, and Rita Patterson, Manager of Product Implementation, share how you can build, measure, and action these key metrics to drive HR and business results. In this webinar, you'll learn:
- How to use hiring data to measure and improve quality-of-hire.
- How to use career and skills data to anticipate workforce needs and facilitate tailored employee career growth.
- How to use compensation data to make improve workforce planning and prevent unwanted turnover.
Role of the HR Business Partner in Strategic Workforce PlanningHuman Capital Media
Because human resources business partners are the key liaison between the HR function and the business leadership team, it’s logical to assume they are key stakeholders and integral contributors to the company’s strategic workforce plan (SWP) effort. However, it seems that the role HRBPs play varies widely from company to company, including not being involved at all. This seems counter-intuitive, considering that when the HRBP is involved they are positioned to facilitate the process typically in collaboration with business leaders and subject matter experts in SWP.
This session will look Edison International’s workforce planning model and how it includes their HRBPs.
Attendees will learn:
How to gain buy-in for instituting workforce planning.
How and why HRBPs are the anchors of the workforce plan.
How workforce planning can improve communication enterprise-wide.
How to form the collaborative relationship HRBPs must have with their SMEs and executives that will ensure success.
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
Lightspeed's 2018 Hiring Trends Report
Our mission is to empower startups to find, hire, and retain the best people. Data is the key to successful hiring but has historically not been used due to lack of availability. The
second installment of this report dives into challenges, insights, and best practices across the employee life-cycle.
Workforce planning strategies for turbulent times in Oil & Gas: Creating more...Nakisa
Due to volatility in oil prices, oil and gas HR organizations are having an incredibly difficult time delivering cost-effective and efficient talent management results. This pressure, coupled with the difficulty of understanding HR data and predicting labor cost, means oil and gas companies need more than ever to deploy sound strategic workforce planning that will ensure their businesses not only survive but thrive.
These challenging times are a blessing in disguise, allowing oil and gas companies to go back to the basics to reassess and realign organizational structures and costs to optimize the delivery of work.
What are the key forces shaping the current reality of O&G companies and driving their strategic directions and shifts?
How do you align your organizational structure with your workforce strategy?
What are some leading tools to help build a more agile and effective workforce?
How have other oil and gas companies responded successfully to the pressure?
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
6 Cutting-Edge HR Metrics to Measure in 2019Namely
Are you thinking like a data scientist? While we’re all familiar with basic metrics like turnover and time to fill, there’s more that you can and should be measuring. Taking a more analytics-driven approach to your talent practices can help improve everything from hiring to workforce planning to employee development and retention.
Dr. Eric Knudsen, Manager of People Analytics at Namely, and Rita Patterson, Manager of Product Implementation, share how you can build, measure, and action these key metrics to drive HR and business results. In this webinar, you'll learn:
- How to use hiring data to measure and improve quality-of-hire.
- How to use career and skills data to anticipate workforce needs and facilitate tailored employee career growth.
- How to use compensation data to make improve workforce planning and prevent unwanted turnover.
Role of the HR Business Partner in Strategic Workforce PlanningHuman Capital Media
Because human resources business partners are the key liaison between the HR function and the business leadership team, it’s logical to assume they are key stakeholders and integral contributors to the company’s strategic workforce plan (SWP) effort. However, it seems that the role HRBPs play varies widely from company to company, including not being involved at all. This seems counter-intuitive, considering that when the HRBP is involved they are positioned to facilitate the process typically in collaboration with business leaders and subject matter experts in SWP.
This session will look Edison International’s workforce planning model and how it includes their HRBPs.
Attendees will learn:
How to gain buy-in for instituting workforce planning.
How and why HRBPs are the anchors of the workforce plan.
How workforce planning can improve communication enterprise-wide.
How to form the collaborative relationship HRBPs must have with their SMEs and executives that will ensure success.
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
Lightspeed's 2018 Hiring Trends Report
Our mission is to empower startups to find, hire, and retain the best people. Data is the key to successful hiring but has historically not been used due to lack of availability. The
second installment of this report dives into challenges, insights, and best practices across the employee life-cycle.
Workforce planning strategies for turbulent times in Oil & Gas: Creating more...Nakisa
Due to volatility in oil prices, oil and gas HR organizations are having an incredibly difficult time delivering cost-effective and efficient talent management results. This pressure, coupled with the difficulty of understanding HR data and predicting labor cost, means oil and gas companies need more than ever to deploy sound strategic workforce planning that will ensure their businesses not only survive but thrive.
These challenging times are a blessing in disguise, allowing oil and gas companies to go back to the basics to reassess and realign organizational structures and costs to optimize the delivery of work.
What are the key forces shaping the current reality of O&G companies and driving their strategic directions and shifts?
How do you align your organizational structure with your workforce strategy?
What are some leading tools to help build a more agile and effective workforce?
How have other oil and gas companies responded successfully to the pressure?
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HR planning is a process by which an organization ensures that it has the right number and kinds of people, at the right time, capable of effectively and efficiently completing those tasks that will help the organization to achieve its overall strategic objectives.
Human resource planning ultimately translates the organization's overall goals into number and types of employees needed to meet those goals.
Employment planning cannot exist in isolation . It must be linked to the organization’s overall strategy.
This presentation holds 15 Productivity improvement techniques required for effective management of employees and the organization as such, holds few slides for individual productivity improvement too for personal productivity. this ppt is prepared for Project planning and Implementation subject.
Getting The Best Out Of Your People - webinarG&A Partners
In today's business environment business owners must understand what motivates their employees so that they can reduce turnover and absenteeism, boost individual performance and create customer loyalty to ensure the long term success of the company. Jose Laurel takes an in-depth look at strategies that will help you align and manage goals, document performance and develop a plan for the Performance Management Process.
Becoming a Best Place to Work: The Six Strategies That Every Great Employer F...Xenium HR
Looking to attract the top talent of your industry? Great! So does everyone else. It’s never been more important to develop a holistic HR strategy that will attract and retain great employees. Whether you need a total overhaul or you’re just missing a few key elements, this webinar will help you get started. Join us as we discuss the six critical elements of top-notch HR strategy.
#FIRMday London 28/04/16 - Armstrong Craven 'Best Practice Talent PipeliningEmma Mirrington
Teresa Wykes from Armstrong Craven presents 'Best Practice Talent Pipelining' Essential learning for novices or a refresher session for those already doing it. Support for talent teams to handle and coach hiring managers as they are required to socialise with talent and lead their own succession planning. Theory, best practice, what works and doesn't work in this talent strategy approach.
HRPA 2018 Conference: Metrics--Measuring HR's Business ImpactBen Eubanks
What if there was a way to prove the value of the activities that human resources professionals carry out each day? In this presentation, Ben Eubanks walks an audience of HR executives through the strategic business value of metrics, how to create a balanced HR scorecard, how to calculate ROI on HR activities, and what it takes to create an evidence-based mindset.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. TABLE OF CONTENTS
• The Evolution of HR
• Results from Internal Analysis
• Vision for the Future
• Strategic Plan for Creating the Vision
• Critical Outputs
• Executive Support & Approval
2
3. GENERATIONAL ASSIMILATION
The change in focus of getting-along-at-work conversations to hone in on getting the work done. Don’t ignore. Leverage the differences.
3
THE GENERATION Y/MILLENIALS
• Most entering the workforce 2005 to now
• 32% completing advanced degrees, then entering workforce
• Most important job considerations include salary, benefits and career growth
• Employers are responding with:
-Attraction strategies
-Work/Life balance programs
-Increased feedback from managers
-More $$ toward career development
• Generational Characteristics:
-Helicopter parents
-No memory of pre-technology era
-Accustomed to instant results
-Face an infinite array of choices
-Word-of-mouth oriented
THE BABY BOOMER EXODUS
RETIREMENT
WORK
More than 100 million in the US Born between 1943-1960
• Generational Characteristic:
-Crowded classrooms
-Highly competitive
-Independent and goal-driven
Their retirement combined with leaps in technology and engineering will result in significant shortage of labor across all labor pools.
• Employers are responding with:
-Phased retirement programs
-Contract & consulting work
-Increased value of older coworkers
Less than 70 million in US Born between 1981-1995
4. RESULTS FROM INTERNAL ANALYSIS
• Interviews completed:
– 8 Executive Leaders
– 18 Managers (to include VP’s)
– 79 Employees (Core, Data Factory, Infrastructure &
Sales)
– 1 Board Member/1 Board Observer
Offices visited include Harwich, Austin, Norwalk & Atlanta
4
5. MAJOR THEMES
• On balance, HR is mostly reactive.
• Overall, HR deliverables’ quality is the middle of the road.
• HR needs to lead long-term workforce planning.
• HR’s most visible function is recruiting, and in greatest need of
improvement.
• HR needs to enable the organization to better manage
performance.
• HR needs to take a leadership role in building better managers
and developing and retaining high performers.
• HR needs to take ownership of the succession planning
process.
5
6. MAJOR THEMES
• HR needs to listen to participants-Provide better
contracted benefit plans-with increased tier rates. Cost
effective plans with excellent customer service
• Compensation Model-(Earned Compensation) (EC)
• Need for blended compensation mix
• A company-wide performance management process
applied consistently is critical to our success
• Creating a goal-focused company where managers at
every level plan, set objectives, and align their work with
the broader organization
6
7. MAJOR THEMES
• Change from patriarchal, slow-moving,
change-resistant company to innovative,
creative, adaptable organization
• Communication needs to be effective-two way
with consistent messaging approaches over
different media sources
7
8. THE EVOLUTION OF HR
19th Century-Transactional
Managing clerical functions;
administering paychecks
20th Century-Tactical
Delivering services & developing
policies, benefit packages, &
training interventions
21st Century-Strategic
Acting as a catalyst for change by
aligning people strategy with
business strategy; developing
talent to achieve competitive
advantage.
8
9. STRATEGIC PLAN FOR CREATING THE
VISION
If you do what you’ve always done,
you get what you’ve always got.
Therefore the road to success
requires a new perspective and
change.
9
10. THE MISSION OF HR
10
Create a proactive, progressive, and
practical HR infrastructure that
enables the business and employees
to thrive and grow.
11. GLOBAL VP HR & OD
DIRECT TALENT
ACQUISITION
WORKFORCE
PLANNING &
COMPETENCY
SKILLS MATRIX
JRM CONSULTING
RECRUITING
PARTNER
ATS-COMPLIANCE
HR MANAGER
GENERALIST
JLM CONSULTING
OVERSIGHT &
EMPLOYEE
RELATIONS
COMPENSATION
CONTRACTOR
DIRECTOR OF
TRAINING
SENIOR INSTRUCTOR
TECHNICAL TRAINER
TECHNICAL TRAINER
VIDEO PRODUCTION
SPECIALIST
TRAINING ADMIN
OD CONSULTANT
CONTRACTOR
Jill
SKILLS MATRIX
INTERNAL
COMMUNICATION
CONTRACTOR
JLM HR CONSULTING
HIGH STREET
PARTNERS
HUMAN RESOURCES 2013-2014
11
12. STRATEGIC FRAMEWORK
• Organized around the effective management of our talent
• Includes five major elements
• Weaves an analytical orientation into each element
• Depends on HR’s ability to do the basics well
• Implies structural changes to HR department
• Provides a framework through which we can understand,
discuss, and address our human assets
• Success depends on how all five elements work together, not
on the mere existence of multiple elements
12
14. “Doing the basics is like getting our sea legs. If
we can’t do the basics well, the ride ahead will
be turbulent as the world around us rapidly
changes.”
THE BASICS ESTABLISH THE BAR;
THE FIVE ELEMENT AREAS WILL RAISE
THE BAR
14
15. BASIC #1
Make HR Easier to do Business with
• Streamline the
application, hiring &
onboarding process once
a candidate is selected.
WHAT
Three Dimensions:
• Automation-Select and Implement HRIS integrate
with applicant tracking system; back-office
automation of benefits enrollment; 401k and
payroll
• Service Standards-Returning email within 24
hours
• RFP-For New HR transactional outsourcing agency
WHY
• Increase HR’s capacity for more strategic-level
initiatives
• Decreases errors and improves reputation and
responsiveness with employees-our clients
• Makes work easier & faster for managers,
employees & HR
• Q3-Q4-2014
HOW
• Automation: partner with Corporate &
external vendors (SAP)
• Service Standards: assemble HR project
team
• Select New HR Outsourcing Agency
WHEN
• Q1-2014
• Q1 & Q2
• Q3-QQ4-2013
15
16. BASIC #2
Apply Formal Analysis to HR Practices
WHAT
Infuse Evidence-Based HR into everything we
do:
• Analysis in Hiring Decisions
• Workforce Analysis
• Job Analysis
• Compensation Analysis
• Training Analysis
• Benefits Value & Usage Analysis
• Policy Analysis
WHY
HOW WHEN
Ongoing
• Analysis in ?
• Employee ? ? Skills Matrix ?
• Workforce Analysis Begins Q4 2013
Analysis is embedded into all five strategic
elements.
• Why else would you trust anything we
say?
• Analysis leads to measurement which
leads to accountability.
16
17. THE CENTRAL QUESTION
17
Do we make decisions about our
talent with the same logic, rigor, and
confidence as our decisions about
new business, responding to an RFP
and our differentiators?
19. FORECAST WORKFORCE NEEDS
What Workforce Planning Is
Workforce Planning is taking the steps today to ensure we have
• The right people
• In the right place
• With the right skills
• At the right time
Done well, Workforce Planning reduces strategy execution risks associated with
workforce capacity, capability and flexibility.
19
20. FORECAST WORKFORCE NEEDS
What Workforce Planning Is Not
• A commitment to future decisions
• Something done once
• A report to go on a shelf
• Done exclusively by HR
• The way to fill vacancies today-staffing & budgeting
• A perfect prediction of workforce needs
Time
Staffing & Budgeting
1 year 3 years 5+ years
Workforce Planning
20
21. “Hiring is the most important thing a manager
will ever do.” – Jack Welch
An up front investment in the process will drive
improved results and reduce risk.
Pay now or pay later
WHY A DISCIPLINED APPROACH?
21
22. Move From:
SOURCE EXTERNAL CANDIDATES
REACTIVE
RECRUITING
Too much waiting for
candidates to come to us
STRATEGIC
RECRUITING
Better building of a candidate
pipeline
22
23. • External Sourcing Channels
– Road Kill
– Online Sourcing Database ATS
– Employee Referral Program
– Direct Email/Social Media Campaign
– University Recruiting Program
– Silver Medalist Program
– Manager Outreach Program
– Corporate Alumni Program
– Staffing & Agencies
– Corporate Open Houses
– Government Career Fairs
SOURCE EXTERNAL CANDIDATES
23
24. PLACE AND TRANSITION TALENT
The Challenge The Solution The Benefits
• Streamline the
application, hiring &
onboarding process once
a candidate is selected.
• Use an Applicant Tracking
System to redesign & HRIS
automate:
• Requisition Process
• Application Process
• Job Descriptions
• Making Offers
• Onboarding
• Follow-up
• Eliminates many manual
processes, freeing up
recruiters for more
relationship-building
strategic initiatives.
• Allows for measuring &
analytical capabilities
24
26. DEFINE ON-BOARDING
PHILOSOPHY
Why? How?
• On-Boarding Program
supports efforts to attract,
retain & motivate
• Reduces and eases new
employee’s transition to full
productivity through two
training experiences: 90-day
roadmap, online access &
hiring employees & manager’s
checklist
• Supports PDA New Vision-
”Preferred Place of
Employment”
• Divide On-Boarding into two
phases, both required:
o Phase 1: The first day
o Phase 2: The first month
• Divide On-Boarding resources
to both the hiring managers
and the new employees
26
27. • Hiring manager’s checklist (including roles,
responsibilities, action steps, timeline, etc.)
• Roadmap for first 90 days
• Organization charts for every Division
• Guidelines for conducting informational interviews
with peers and other departments
• Key Executive contacts, HR contacts, IT contacts and
other important numbers
ON-BOARDING RESOURCES
27
28. • Program Design and Writing
– Q1 2014
• Pilot Program Roll-out
– Q1 2014
• Implemented
– Q1 2014
IMPLEMENTATION
28
30. “COMPETENCY” DEFINED
• Any combination of knowledge, skills, and abilities
(KSAs) that are essential for success in a given role
• Employee skills matrix with functional competency
and business competencies. Defined and
measurable. Competencies separate great
performance from mediocre performance
30
31. WHY A COMPETENCY MODEL?
• Integrates and standardizes virtually all HR practices
• Makes selection, performance, and coaching decisions
easier, faster, more accurate and more fair
• Creates a legally defensible basis for selection and
performance related decisions
• Focuses the organization’s resources and efforts on
developing competence in specific, strategic areas that
advance short- and long-term business goals
31
32. BUT MOST IMPORTANTLY:
• Competency models positively impact a company’s financial
performance:
Hewitt Associates
A study of 110 European
companies found that
organizations with above
average financial returns
are not only committed to
leadership development,
but have well-articulated
programs in place.
Corporate Executive
Board
Corporate Leadership
Council research reveals
that companies with strong
leadership bench strength
outperform companies with
weaker leadership.
32
33. TALENT DEVELOPMENT
INITIATIVES
ELEMENTS DESCRIPTION TIMELINE
Behavioral Competencies Model
Job Descriptions. Employee Skills
Matrix
Define success criteria at the
company, leadership, and job-
specific levels; providing behavioral
criteria used to measure
performance across the company.
Q4-2013-Q1-2014
Selecting Talent Provides training, tools, & a proven
approach to making consistently
good hiring decisions; gives hiring
managers clear visibility into
candidate’s competency and fit as
they relate to the job and the
company.
Q1-2014
Director Talent Acquisition
On-Boarding Program Reduces & erases new employee’s
transition to full productivity
through two training experiences;
90-day roadmaps, new employee
and hiring manager’s checklists.
Q1-2014
Director Talent Acquisition & Up
33
34. MANAGER DEVELOPMENT
TRAINING
STEPS DESCRIPTION TIMELINE
Analysis of employee relations
data
Correlation of situations and
managerial competencies
Q1 till
Survey managers on behavioral
competencies
Management would participate in
survey and response analysis
Q1 till
Focus group information Correlation between all data
collected
Q1 till
Feedback to leadership Design elements for Manager
Development Training
Q1 till
Action planning process Selection of Instructional Design
person/write the program
Q1
Pilot training AL learning model Q2
Implementation and
measurements
TBD Q2
34
36. MANAGE PERFORMANCE
Design the
Process
Create the Tools
to Support the
Process
Automate the
Process
Train Managers
and Employees
Using Phased
JIT Approach
Provide ongoing support through continuous training, one-on-one coaching with
managers, integration into Development, and online tools for real-time learning and
application. Incorporate feedback from the new process into the design.
36
38. WHY A PERFORMANCE
MANAGEMENT PROCESS?
• A robust performance management process
builds:
– Stronger managers and leaders
– Stronger teams
– Stronger organizations
– Stronger bottom lines
Managing performance is not more work. It is the way to
work!
38
39. CAREER PATHING
GE’s core competence is not producing aircraft engines, kitchen appliances, or
capital financing. It’s producing great managers. The need for and impact of
great talent cannot be underestimated, ignored, or faked.
~Jim Collins in “Good to Great”
Good talent requires ongoing career development to
become great. And, great talent requires career
development to become even greater.
39
41. CAREER PATHING DEFINED
Proposition 1:
You are not your job
title.
Proposition 2:
You can create a
career consistent
with your goals in life.
Proposition 3:
You are responsible
for managing your
own career.
• The process in which employees take responsibility for
developing their ability to make an expanded contribution to
the organization
• The contribution links individual work satisfaction and
performance to the goals and challenges of the organization
41
42. CAREER PATHING
Role of the
Company:
Role of
the
Company
Integrate career
development into
the company’s
performance
management process
Offer career
management
training &
assessments
Support employees’
career goals through
tuition
reimbursement
42
46. PERFORMANCE MANAGEMENT &
CAREER PATHING PRODUCE
EFFECTIVE TALENT MANAGEMENT
• Talent Management is an organization’s capacity to:
– Identify its talent (20-70-10)
– Develop its top 20% talent actively and aggressively
– Position and promote its talent for total success
46
47. EXECUTIVE COACHING
• Once managers reach Director level and above, they seldom
receive quality development because they are expected to
already “know it”
• Reality is that people of all levels aced ongoing development
to sharpen skills and increase capacity
• Executive coaching can bridge the gap
47
48. IMPORTANCE OF STRONG
TALENT PIPELINES
Organizations with top-tier leadership teams achieve
10 percent higher total shareholder return than
industry peers.
~Corporate Executive Board
48
50. REWARDS INITIATIVES
(Early Stages)
ELEMENTS DESCRIPTION TIMELINE
Benchmark for Industry
Compensation Models
• Define success criteria at the
company leadership level for
blended comp.
• Market analysis of business
competitors.
Q1-2014
Benefits-Broker Review • Investigate current plans &
providers
• Cost associated with plans
• RFP process
• Participation
Sept. 2013
Dec. 2013
Nov. 2013
Dec. 2013 (Ongoing)
Communication Plan • Internal & external methods of
communication
• Review internal resumes
Dec. 2013 (start)
50
51. EXECUTIVE SUMMARY
• Changes our lenses by which we view the Human Resources Function:
– View our human assets as talent and focus on maximizing full potential
– Consider a communication exercise to re-launch HR to all employees
• Roll-out the clear vision and model that everyone commits to:
– Do the Basics Well
– Five Major Element Areas
• Shift the approach to one driven by data, analysis and optimization
51
52. BENEFITS
• Increased quality of talent pool and talent hires
• Improved employee morale
• Increased trust & transparency
• Increased performance
• Increased quality of deliverables
• Improved quality of the services we provide
• Consistent human resource practices
• Inspire company culture
• Become the preferred place of employment
• Produce higher shareholder return
52
53. NEXT STEPS
• Senior leaders advise of potential strategy changes
• Senior leaders advise of costs associated with changes
• Senior leaders approve revised strategy
• Share strategy with all the managers
• Share strategy with Training Department
• Share strategy with all employees
• Begin implementation of strategy Elements One through Five
• Provide quarterly updates to senior leaders
53