This document summarizes the performance management system used by Rainbow Trust, a UK charity that supports families of children with life-threatening illnesses. The charity introduced a new performance management scheme in 2010/11 to help increase the number of families it supports from 1,000 to over 1,700 currently. The system ties individual employee objectives to organizational goals and business plans. It includes setting objectives, mid-year reviews, year-end performance ratings calibrated across managers, and links to a performance-based pay scheme. The aim is to sustain employee engagement and focus effort on key priorities to better achieve the charity's mission.
The document discusses talent acquisition strategies among top-performing companies. It finds that Best-in-Class organizations, defined as having 96% first-year retention of new hires, 92% of hires being the top candidate, and a 6% decrease in time-to-fill, focus on candidate experience and relationship management. They have clear talent requirements, constantly pursue top candidates, and collaborate between HR, recruiters, and managers. This results in higher employee productivity, customer retention, and overall business performance than other companies.
The document provides an overview and sample content from an HR Policies and Procedures Manual that can be customized and delivered to organizations. It includes over 50 policies across various areas such as recruitment, learning and development, leave entitlements, employment conditions, remuneration, and administration. Sample policies cover topics like professional development, study assistance, and a template application form for study assistance. Customers can purchase the full manual on CD or Microsoft Word format along with introductory briefing sessions.
This document provides a summary of a survey of salaries for talent acquisition and recruiting professionals. It collected compensation data between January and April 2017 through self-reported sources. Key findings include average salaries ranging from $40,000-$135,000 for junior to senior recruiters across industries. Director of Recruiting averages $63,000-$110,000 nationally while Vice Presidents range from $92,000-$350,000 depending on company size and location.
Our team’s mission is to focus on the needs of each of our clients. Our depth of knowledge, experiences and sense of urgency attitude enables us to deliver the results required for our clients’ successes. All projects are led by individuals having experience in research and recruiting, thus providing us with a unique outlook, relative to the talent pool and recruiting realities.
This document is a research report analyzing whether a clinic called The Balmoral Clinic should hire a full-time doctor instead of using part-time locums. The report includes an executive summary, research proposal, introduction, methodology, main results and findings, analysis and discussion, conclusion and recommendation, limitations, bibliography, appendices, supporting documents, and tables/graphs. Key findings from primary and secondary research indicate that patients prefer seeing the same doctor regularly and prefer seeing female doctors. There is also an increasing demand for general practitioners working in private clinics.
The document provides salary information for various positions in Vietnam in 2014. It includes minimum and maximum salary ranges for jobs in offices including human resources, legal, procurement, and general administration. Experience requirements and typical job responsibilities are also outlined for each role. The salary guide aims to help both job seekers and employers understand compensation levels in key industries and support human resource planning.
Staff Attrition Rates and Staff Turnover Rates 2013great-with-talent
great{with}talent conducted research in October 2013 into attrition rates and staff turnover rates in the UK. This presentation shows significant trends relating to industry, attrition geography, employee retention challenges and what companies are doing to combat these issues.
They also offer predictions for future staff turnover rates and attrition rates.
BLI is the largest provider of custom training to the finance and accounting industry focused on the development of success skills. With a catalog of over 400 titles and a global network of thought leaders, we can provide a custom curriculum designed to help you win the war for talent.
Course are available in multiple formats that include instructor-led training, webcasts, on-demand, e-learning and focus on the critical success skills like leadership, collaboration, communication, strategic thinking, innovation, business development, performance management, presentation skills, and a library of core technical finance and accounting courses.
At BLI we believe that the successful organizations in the future will be those who can learn faster than the rate of change and faster than their competition (L>C). Our approach is to align your training strategy to support your organization's strategy.
Visit our on-line catalog for the most up-to-date programs. http://www.blionline.org
The document discusses talent acquisition strategies among top-performing companies. It finds that Best-in-Class organizations, defined as having 96% first-year retention of new hires, 92% of hires being the top candidate, and a 6% decrease in time-to-fill, focus on candidate experience and relationship management. They have clear talent requirements, constantly pursue top candidates, and collaborate between HR, recruiters, and managers. This results in higher employee productivity, customer retention, and overall business performance than other companies.
The document provides an overview and sample content from an HR Policies and Procedures Manual that can be customized and delivered to organizations. It includes over 50 policies across various areas such as recruitment, learning and development, leave entitlements, employment conditions, remuneration, and administration. Sample policies cover topics like professional development, study assistance, and a template application form for study assistance. Customers can purchase the full manual on CD or Microsoft Word format along with introductory briefing sessions.
This document provides a summary of a survey of salaries for talent acquisition and recruiting professionals. It collected compensation data between January and April 2017 through self-reported sources. Key findings include average salaries ranging from $40,000-$135,000 for junior to senior recruiters across industries. Director of Recruiting averages $63,000-$110,000 nationally while Vice Presidents range from $92,000-$350,000 depending on company size and location.
Our team’s mission is to focus on the needs of each of our clients. Our depth of knowledge, experiences and sense of urgency attitude enables us to deliver the results required for our clients’ successes. All projects are led by individuals having experience in research and recruiting, thus providing us with a unique outlook, relative to the talent pool and recruiting realities.
This document is a research report analyzing whether a clinic called The Balmoral Clinic should hire a full-time doctor instead of using part-time locums. The report includes an executive summary, research proposal, introduction, methodology, main results and findings, analysis and discussion, conclusion and recommendation, limitations, bibliography, appendices, supporting documents, and tables/graphs. Key findings from primary and secondary research indicate that patients prefer seeing the same doctor regularly and prefer seeing female doctors. There is also an increasing demand for general practitioners working in private clinics.
The document provides salary information for various positions in Vietnam in 2014. It includes minimum and maximum salary ranges for jobs in offices including human resources, legal, procurement, and general administration. Experience requirements and typical job responsibilities are also outlined for each role. The salary guide aims to help both job seekers and employers understand compensation levels in key industries and support human resource planning.
Staff Attrition Rates and Staff Turnover Rates 2013great-with-talent
great{with}talent conducted research in October 2013 into attrition rates and staff turnover rates in the UK. This presentation shows significant trends relating to industry, attrition geography, employee retention challenges and what companies are doing to combat these issues.
They also offer predictions for future staff turnover rates and attrition rates.
BLI is the largest provider of custom training to the finance and accounting industry focused on the development of success skills. With a catalog of over 400 titles and a global network of thought leaders, we can provide a custom curriculum designed to help you win the war for talent.
Course are available in multiple formats that include instructor-led training, webcasts, on-demand, e-learning and focus on the critical success skills like leadership, collaboration, communication, strategic thinking, innovation, business development, performance management, presentation skills, and a library of core technical finance and accounting courses.
At BLI we believe that the successful organizations in the future will be those who can learn faster than the rate of change and faster than their competition (L>C). Our approach is to align your training strategy to support your organization's strategy.
Visit our on-line catalog for the most up-to-date programs. http://www.blionline.org
Trigger HR Consultancy Services is one of the best HR consulting firm in Pune. They are providing almost all needs related to HR consulting. Their services are valuable and cost-effective.
The document provides salary information for various office positions in Vietnam in 2015. It includes job descriptions, required qualifications and experience, and salary ranges in Vietnamese Dong for the following roles: HR Head, Regional HR Manager/Director, HR Staffing and Compensation & Benefits Manager, Training Manager/Trainer, HR Assistant Manager, HR Supervisor, HR Officer Specialist Executive, and HR Administrator Assistant. The salaries provided are monthly gross salaries for each role based on years of experience.
This document discusses recruitment strategies and methods for Tanglewood, a retail company. It provides details on recruitment budgets and the relevant labor markets for different regions. It analyzes the most effective recruitment methods for each region based on metrics like applicant numbers, hiring rates, retention rates, and costs. These include employee referrals, staffing agencies, kiosks, job services, and media advertising. The document also discusses advantages and disadvantages of different recruitment approaches and the importance of setting realistic recruitment policies.
Jolly Mind Solutions is a human resources outsourcing firm based in Northern India that provides HR solutions like recruitment, payroll, and compliance services. It works with companies in various industries. The company aims to help clients focus on core operations by outsourcing HR functions. This proposal outlines the scope of an HR outsourcing project including developing HR policies, organizational structure, performance reviews, and day-to-day support. Additional recruitment services are also offered for a separate fee.
The document advertises an upcoming Indian HR Convention in 2010 that will focus on determining solutions for challenging times and changing expectations in human resources. It will feature presentations and panel discussions from HR professionals on realigning HR strategies to meet business targets. The event aims to provide networking opportunities and a chance to learn best practices for managing people during turbulent economic times. The agenda outlines sessions on talent development, aligning HR with organizational objectives, and developing future leaders. The registration form provides details on fees and sponsorship opportunities for the conference.
The document discusses employee engagement and strategies to improve engagement. It summarizes an upcoming Employee Engagement and Experience Congress in Singapore on November 16-17, 2016 that will bring together HR practitioners to discuss trends, challenges, solutions and technologies for employee engagement. Some of the key topics to be covered at the congress include understanding the roles of HR, line managers and employees in engagement; designing employee experiences; measuring and utilizing engagement data; and equipping managers with engagement skills. Featured speakers will present case studies on engagement best practices from organizations like SUTD, America Express and Telstra. The event aims to provide insights on creating an engaged workforce to achieve better business performance and customer satisfaction.
This document is an employee handbook that outlines policies and guidelines for employees of ABC Corp Services Private Limited. It covers codes of conduct, terms of employment, general administrative policies, employee development, compensation, termination, leave policies, travel expenses, and internet usage. Some key points include policies on equal opportunity, harassment, conflicts of interest, confidentiality, working hours, holidays, late arrivals, absences, performance reviews, training, salaries, resignations, dismissals, leave allowance including sick leave, maternity leave and paternity leave. The handbook provides a comprehensive overview of HR policies and guidelines for employees.
How Companies Benefit by Offering Employees EquityDarin Pastor
A former executive at Chase Investment Services Corporation, Darin Pastor is now the CEO of Capstone Affluent Strategies. In this role, Darin Pastor has received accolades for the human resources benefits of the company, which include higher education refunds and employee ownership.
This document proposes an employee referral program for an enterprise. It provides statistics showing referrals result in shorter time to hire, higher retention rates, and lower costs per hire than other hiring sources. It outlines best practices like public recognition, prompt bonus payouts, and engagement incentives. Bonus payout tiers are proposed based on position level from $1000 for senior roles to $250 for entry levels. The referral process and eligibility policies are described.
Business Impact Study - BPO Executive Series June 2010pavansriram
How one of the largest BPO companies successfully hired 7000+ front-line executives using a combination of technology and award-winning predictive assessment tools
Techspecialist is a leading management and technology consulting firm providing customized solutions to public sector, financial, and communications clients. It has a diverse team of experienced consultants and partners with other technology firms. The document provides an employee handbook covering company policies on dress code, holidays, leave, safety, and use of equipment. It aims to clarify responsibilities and communicate Techspecialist's interest in employees' welfare.
HR Business Proposal PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a HR Business Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/3fFleho
This document is a dissertation submitted by Ashena M. Ramloutan to the University of KwaZulu-Natal in partial fulfillment of the requirements for a Master of Business Administration degree. The dissertation examines the relationship between organisational climate and employee job satisfaction in a government department. Specifically, it aims to assess the perceived organisational climate in the department, identify employee job satisfaction levels, compare employee and manager perceptions of climate, and determine which climate factors most impact satisfaction. A questionnaire was distributed to employees to collect data which was then analyzed. The study provides valuable insights for both the department studied and the literature on climate and satisfaction in the public sector.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document describes an employee referral program where current employees can refer candidates for open positions and receive rewards if the candidates are hired. It outlines who can participate, how employees can refer candidates, eligibility requirements for candidates, positions that are eligible, advantages like cost savings and faster hiring, potential downsides like lack of diversity, and concludes that it is a cost-effective recruitment method.
The document discusses recruitment and provides definitions, purposes, and factors affecting recruitment. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment include determining staffing needs, increasing the applicant pool at low cost, and reducing unqualified applicants. Factors like company policies, size, growth and external conditions like the job market affect recruitment. Effective recruitment provides quality applicants while ineffective recruitment increases costs. The recruitment process includes finding applicant sources, attracting candidates, and generating applications. Internal sources like current employees and external sources like job sites and ads are used.
This document provides an 18-page report on managing human resources at The Container Store. It begins with an executive summary highlighting how The Container Store uses effective HRM practices like extensive training and a culture of employee empowerment to motivate workers and achieve high performance, despite operating in a declining industry segment. The report then reviews literature on high-commitment HRM models and their application at The Container Store. Specific HRM practices at The Container Store like selective recruiting, long training programs, performance-based rewards, and emphasis on culture and communication are examined. Potential problems with flat career structures and non-transparent promotions are also discussed.
Trigger HR Consultancy Services is one of the best HR consulting firm in Pune. They are providing almost all needs related to HR consulting. Their services are valuable and cost-effective.
The document provides salary information for various office positions in Vietnam in 2015. It includes job descriptions, required qualifications and experience, and salary ranges in Vietnamese Dong for the following roles: HR Head, Regional HR Manager/Director, HR Staffing and Compensation & Benefits Manager, Training Manager/Trainer, HR Assistant Manager, HR Supervisor, HR Officer Specialist Executive, and HR Administrator Assistant. The salaries provided are monthly gross salaries for each role based on years of experience.
This document discusses recruitment strategies and methods for Tanglewood, a retail company. It provides details on recruitment budgets and the relevant labor markets for different regions. It analyzes the most effective recruitment methods for each region based on metrics like applicant numbers, hiring rates, retention rates, and costs. These include employee referrals, staffing agencies, kiosks, job services, and media advertising. The document also discusses advantages and disadvantages of different recruitment approaches and the importance of setting realistic recruitment policies.
Jolly Mind Solutions is a human resources outsourcing firm based in Northern India that provides HR solutions like recruitment, payroll, and compliance services. It works with companies in various industries. The company aims to help clients focus on core operations by outsourcing HR functions. This proposal outlines the scope of an HR outsourcing project including developing HR policies, organizational structure, performance reviews, and day-to-day support. Additional recruitment services are also offered for a separate fee.
The document advertises an upcoming Indian HR Convention in 2010 that will focus on determining solutions for challenging times and changing expectations in human resources. It will feature presentations and panel discussions from HR professionals on realigning HR strategies to meet business targets. The event aims to provide networking opportunities and a chance to learn best practices for managing people during turbulent economic times. The agenda outlines sessions on talent development, aligning HR with organizational objectives, and developing future leaders. The registration form provides details on fees and sponsorship opportunities for the conference.
The document discusses employee engagement and strategies to improve engagement. It summarizes an upcoming Employee Engagement and Experience Congress in Singapore on November 16-17, 2016 that will bring together HR practitioners to discuss trends, challenges, solutions and technologies for employee engagement. Some of the key topics to be covered at the congress include understanding the roles of HR, line managers and employees in engagement; designing employee experiences; measuring and utilizing engagement data; and equipping managers with engagement skills. Featured speakers will present case studies on engagement best practices from organizations like SUTD, America Express and Telstra. The event aims to provide insights on creating an engaged workforce to achieve better business performance and customer satisfaction.
This document is an employee handbook that outlines policies and guidelines for employees of ABC Corp Services Private Limited. It covers codes of conduct, terms of employment, general administrative policies, employee development, compensation, termination, leave policies, travel expenses, and internet usage. Some key points include policies on equal opportunity, harassment, conflicts of interest, confidentiality, working hours, holidays, late arrivals, absences, performance reviews, training, salaries, resignations, dismissals, leave allowance including sick leave, maternity leave and paternity leave. The handbook provides a comprehensive overview of HR policies and guidelines for employees.
How Companies Benefit by Offering Employees EquityDarin Pastor
A former executive at Chase Investment Services Corporation, Darin Pastor is now the CEO of Capstone Affluent Strategies. In this role, Darin Pastor has received accolades for the human resources benefits of the company, which include higher education refunds and employee ownership.
This document proposes an employee referral program for an enterprise. It provides statistics showing referrals result in shorter time to hire, higher retention rates, and lower costs per hire than other hiring sources. It outlines best practices like public recognition, prompt bonus payouts, and engagement incentives. Bonus payout tiers are proposed based on position level from $1000 for senior roles to $250 for entry levels. The referral process and eligibility policies are described.
Business Impact Study - BPO Executive Series June 2010pavansriram
How one of the largest BPO companies successfully hired 7000+ front-line executives using a combination of technology and award-winning predictive assessment tools
Techspecialist is a leading management and technology consulting firm providing customized solutions to public sector, financial, and communications clients. It has a diverse team of experienced consultants and partners with other technology firms. The document provides an employee handbook covering company policies on dress code, holidays, leave, safety, and use of equipment. It aims to clarify responsibilities and communicate Techspecialist's interest in employees' welfare.
HR Business Proposal PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a HR Business Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/3fFleho
This document is a dissertation submitted by Ashena M. Ramloutan to the University of KwaZulu-Natal in partial fulfillment of the requirements for a Master of Business Administration degree. The dissertation examines the relationship between organisational climate and employee job satisfaction in a government department. Specifically, it aims to assess the perceived organisational climate in the department, identify employee job satisfaction levels, compare employee and manager perceptions of climate, and determine which climate factors most impact satisfaction. A questionnaire was distributed to employees to collect data which was then analyzed. The study provides valuable insights for both the department studied and the literature on climate and satisfaction in the public sector.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document describes an employee referral program where current employees can refer candidates for open positions and receive rewards if the candidates are hired. It outlines who can participate, how employees can refer candidates, eligibility requirements for candidates, positions that are eligible, advantages like cost savings and faster hiring, potential downsides like lack of diversity, and concludes that it is a cost-effective recruitment method.
The document discusses recruitment and provides definitions, purposes, and factors affecting recruitment. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment include determining staffing needs, increasing the applicant pool at low cost, and reducing unqualified applicants. Factors like company policies, size, growth and external conditions like the job market affect recruitment. Effective recruitment provides quality applicants while ineffective recruitment increases costs. The recruitment process includes finding applicant sources, attracting candidates, and generating applications. Internal sources like current employees and external sources like job sites and ads are used.
This document provides an 18-page report on managing human resources at The Container Store. It begins with an executive summary highlighting how The Container Store uses effective HRM practices like extensive training and a culture of employee empowerment to motivate workers and achieve high performance, despite operating in a declining industry segment. The report then reviews literature on high-commitment HRM models and their application at The Container Store. Specific HRM practices at The Container Store like selective recruiting, long training programs, performance-based rewards, and emphasis on culture and communication are examined. Potential problems with flat career structures and non-transparent promotions are also discussed.
Este documento describe diferentes tipos de "facies", que son expresiones faciales asociadas con ciertas enfermedades. Describe facies relacionadas con enfermedades del sistema respiratorio (adenoidea, neumónica), circulatorio (aórtica, asistolia), renal (renal), digestivo (peritoneal, hepática), glándulas endocrinas (acromegálica, cretinoidea, mixedematosa, basedowiana), sistema nervioso (parálisis facial, parkinsoniana) y otras. Proporciona detalles sobre las características f
This powerpoint presentation contains a detailed case study of Nivea brand which is mentioned in chapter 13- Setting Product Strategy, Page-426-427 of Philip Kotler's book on Marketing Management.
entrevista psiquiátrica relación medico paciente duveyska glores
relación medico paciente, entrevista psiquiátrica, anamnesis, recolección de información, relación de confianza, test psicoanalíticos, establecimiento de confianza mutua, primera parte de la entrevista psiquiátrica, fuente, relación medico paciente. desarrollo del informe psiquiátrico, comportamiento medico en relación al paciente, desarrollo de confianza.
Pendekatan Numbered Heads Together menitikberatkan akauntabiliti individu semasa proses pembelajaran secara kumpulan. Pendekatan Numbered Head Together dapat mewujudkan aspek kepelbagaian kepada strategi penyoalan guru di dalam kelas. Dalam keadaan biasa, guru akan mengemukakan soalan dan guru akan memilih pelajar yang telah mengangkat tangan untuk menjawab soalan tersebut. Melalui pendekatan Numbered Head Together, guru akan mengemukakan soalan dan akan memanggil pelajar berdasarkan nombor yang telah ditetapkan.
Lantaran itu, pendekatan ini dapat memupuk sikap pelajar untuk lebih bertanggung jawab dalam menguasai topik pembelajaran demi untuk merealisasikan aspek kejayaan kumpulan. Oleh sebab pelajar tidak mengetahui akan nombor apa yang akan dipanggil oleh guru, semua ahli kumpulan akan lebih bersedia.
The document is a presentation by Keith Brooks titled "18+ WAYS TO HELP CLIENTS LOVE YOU" for the ITA 2017 International Conference. It contains 22 slides with tips for how consultants can better serve their clients and build strong client relationships, such as listening to clients, understanding their needs, delivering high quality work, and maintaining ongoing communication. The presentation encourages consultants to go above and beyond for their clients.
Material teknik dibedakan menjadi 5 golongan yaitu logam, keramik dan kaca, polimer, komposit, dan semikonduktor. Logam paling banyak digunakan adalah baja yang kuat dan dapat diformasi. Keramik seperti aluminium oksida tahan panas. Polimer seperti plastik murah dan ringan. Komposit campuran serat dan matriks seperti karbon memberikan kekuatan dan ringan. Semikonduktor seperti silikon berguna untuk elek
This document describes how "NanoLabs" can help companies accelerate innovation and drive culture change. NanoLabs are small, temporary workshops that bring together diverse groups to work on challenges. They are moderated and last less than half a day. The document outlines how NanoLabs can be used for startups, teams, and larger corporations to generate solutions rapidly through playful experiments and interactions. It provides examples of NanoLabs and feedback from participants who found them effective for gaining new perspectives and learning quickly.
The document discusses font and color choices for different sections of a music magazine. For the masthead, the designer chooses "Ciretone(Stijla)" as it is simplistic yet unconventional. For headings, "Agency FB" is selected as it is easy to read but stands out. The main text will use "Cambria" as it is a standard serif font. Pull quotes will feature "Aharoni" to make them bold and prominent relative to other fonts. Color schemes and layout plans with identified sections are also included.
This document discusses measurement, evaluation, and tests in physical education. It defines these terms and explains their interrelationship. Measurement involves using tests to collect quantitative data about traits, while evaluation judges the worth of those measurements. Tests are tools used for measurement. The document also discusses the need for and modern trends in measurement and evaluation, such as increased accountability, emphasis on health-related fitness, and more sophisticated instruments. It explains how measurement and evaluation are important for setting objectives, assessing achievement, research, and responding to current issues in physical education.
This document discusses strategies for maximizing the impact of corporate engagement with startups. It outlines several models for collaboration, including observing startups, working directly with startups, investing in startups, and building startups internally. It also provides guidance on developing the right culture, securing resources, managing ecosystem relationships, and persevering through the challenges of open innovation. The goal is to move corporations from casual dating to meaningful deals and partnerships with startups.
Reward Gateway, an employee engagement technology company, conducted a review of its benefits for its growing global workforce of 300 employees. It gathered feedback through focus groups and a health check of current benefits. Based on new benefit principles, it introduced significant changes to existing benefits and new benefits like wellbeing choice, enhanced parental leave, an optional benefits package, and life assurance. The changes aimed to better meet the needs of its diverse global workforce.
The document summarizes PwC Saratoga's approach to measuring HR effectiveness through benchmarking metrics. Some key points:
- PwC Saratoga has over 30 years of experience benchmarking HR metrics for over 16,000 organizations globally.
- They measure inputs like costs, outputs like productivity, and HR delivery metrics to evaluate functions like recruiting, learning & development, and retention.
- Organizations use the benchmarks to improve strategy, identify best practices, set targets, and demonstrate their competitiveness to leadership.
- PwC Saratoga proposes launching their benchmarking survey in Mongolia to provide the first HR metrics benchmarks for organizations there.
The document summarizes PwC Saratoga's approach to measuring HR effectiveness through benchmarking metrics. Some key points:
- PwC Saratoga has over 30 years of experience benchmarking HR metrics for over 16,000 organizations globally.
- They measure inputs like costs, outputs like productivity, and HR delivery metrics to evaluate functions like recruiting, learning & development, and retention.
- Organizations use the benchmarks to improve strategy, identify best practices, set targets, and demonstrate their competitiveness to leadership.
- PwC Saratoga proposes launching their benchmarking survey in Mongolia to provide the first HR metrics and help organizations evaluate their performance.
Capstone Management Consulting provides business consulting services to clients through the COMM 448 class at the University of Saskatchewan's Edwards School of Business. The annual report summarizes Capstone's operations for 2014-2015, including messages of support from the Dean and CEO, the board of directors, financial statements, list of clients, and profiles of past student consultants. Capstone aims to provide hands-on consulting experience for students while offering valuable services to clients.
Employee Engagement Capabilities Report by Altus and Red BalloonElizabeth Lupfer
- The document discusses findings from a study on employee engagement conducted over three years with nearly 3,000 survey responses.
- Key findings include that highly engaged organizations have the most capability in areas like culture, purpose, and clear key performance indicators (KPIs). Those with lower engagement scores have less capability, especially in these core areas.
- While benefits and perks are not the main drivers of engagement, highly engaged organizations are more likely to invest in coaching, mentoring programs, and cash bonuses compared to average performers. Simply increasing spending on engagement is not enough without focusing on the right capabilities.
Nestlé began in the 19th century as a nutrition company developing infant formula. It has since expanded its product lines significantly through mergers and research to include chocolate, coffee, and other foods and beverages. Nestlé established operations in Pakistan in 1988 through an acquisition. It follows a flat, matrix organizational structure with functional departments divided by both function and product. Key human resource departments include Shared Services, which handles payroll and benefits administration, the Centre of Expertise for recruiting, training, and compensation, and Business Partners who link HR to other departments. Training programs aim to enhance employee skills and competencies through both formal sessions and on-the-job learning. Compensation is benchmarked against competitors to be competitive and reward performance.
The Corporate Training Company | Corporate training solutions for industry needs. Major industries covered Automotive, Banking, Pharmaceuticals, Healthcare, Retail, Finance, Insurance, IT, ITES.
This document provides information about top employers in Africa for 2017. A record number of 86 organizations across 32 African countries and 23 industry sectors achieved certification as Top Employers for demonstrating excellence in employee conditions and human resources best practices. Transparency and effective communication were highlighted as important factors contributing to organizations achieving certification. Examples are provided of how some certified companies, such as Nestle and Microsoft, use various communication channels and cultural practices to ensure transparency and engagement with employees.
standard chartered bank employees motivation by AARKSrehmanaar5
Standard Chartered Bank was formed in 1869 through a merger of two banks and has since expanded globally with over 1,700 branches in more than 70 countries. The bank employs over 75,000 people representing over 115 nationalities worldwide. The bank motivates employees through performance management and feedback, employee development programs, and competitive compensation and benefits. Recommendations to improve employee motivation further include strengthening communication, linking rewards more closely to performance, focusing performance evaluations on improvement rather than criticism, and providing employees flexibility and appreciation.
standard chartered motivational programs by AARKsrehmanaar5
Standard Chartered Bank was formed in 1869 through a merger of two banks and has since expanded globally with over 1,700 branches in more than 70 countries. The bank employs over 75,000 people representing over 115 nationalities worldwide. The bank motivates employees through performance management and feedback, employee development programs, and competitive compensation and benefits. Recommendations to improve employee motivation further include strengthening communication, linking rewards more closely to performance, focusing performance evaluations on improvement rather than criticism, and providing employees flexibility and appreciation.
standard chartered bank Employees motivation by AARKSrehmanaar5
Standard Chartered Bank was formed in 1869 through a merger of two banks and has since expanded globally with over 1,700 branches in more than 70 countries. The bank employs over 75,000 people representing over 115 nationalities worldwide. The bank motivates employees through performance management and feedback, employee development programs, and competitive compensation and benefits. Recommendations to improve employee motivation further include strengthening communication, linking rewards more closely to performance, focusing performance evaluations on improvement rather than criticism, and providing employees flexibility and appreciation.
standard chartered bank Employees motivation by AARKSrehmanaar5
Standard Chartered Bank was formed in 1869 through a merger of two banks and has since expanded globally with over 1,700 branches in more than 70 countries. The bank employs over 75,000 people representing over 115 nationalities worldwide. The bank motivates employees through performance management and feedback, employee development programs, and competitive compensation and benefits. Recommendations to improve employee motivation further include strengthening communication, linking rewards more closely to performance, focusing performance evaluations on improvement rather than criticism, and providing employees flexibility and appreciation.
Managing talent is no longer an episodic exercise. Leading companies are taking a holistic view, from building their employer brand, to attracting new people, to developing their best people, to crafting succession strategies. Korn Ferry can deliver all this and more through a consistent methodology, IP framework, and global team of experts.
This guide provides the definitive list of Korn Ferry’s integrated talent solutions. It includes information on what each of them does and how we can use them to meet your organization’s unique needs.
This document discusses factors that companies can consider to improve their services procurement programs from good to great. It addresses challenges around the economy, skills gaps, labor shortages, and automating contingent labor programs. It recommends using a Program Maturity Model, benchmarking, active guidance, and a Program Management Office dashboard to continuously boost program performance. Automating programs with a Vendor Management System can provide insights to help strategic decision making and daily operations.
This document provides an executive summary and overview of Full Academic Comprehension Tutoring Service (F.A.C.T.S.), a new online tutoring company. It outlines the company's mission, management structure, target market, and marketing mix. F.A.C.T.S. aims to generate $692,254 in its first year through tutoring services, trade show sales, and e-commerce. Key goals are 100% client satisfaction and breaking even by December 2014. The summary also briefly discusses F.A.C.T.S.' competition and strategies to promote through social media and trade shows.
A survey found that one in five employees admit to fiddling their expenses, with 16% adding a small amount to blank taxi receipts. The government has launched digital apprenticeship vouchers to give employers more control over apprenticeship funding. A study revealed that 81% of UK businesses still rely on paper systems to monitor sickness and holidays, resulting in 67% of sickness and holiday time going unregistered.
The document is a 2012 training catalogue from People First - Total Solutions, an organization that provides training and consulting services to non-profit organizations. It outlines their mission to assist non-profits in mobilizing people resources. The catalogue describes the company's services, rates, trainers, and available training courses covering topics like volunteer management, governance, strategic planning, and diversity. Course topics are aimed at strengthening organizations and equipping staff and volunteers.
What if you asked your top four employees to articulate the vision and purpose of your company? Could they do it? What about its business model and strategy? How about explaining their roles and the outcomes for which they have stewardship?
Chances are even your best people would struggle with that exercise. And if they have a hard time, imagine what that implies about the rest of your team.
Those simple questions reveal the level of line of sight you have in your business. And without line of sight, it is virtually impossible to have an engaged workforce.
With that in mind, VisionLink discusses the important role of employee alignment in creating sustained success in all aspects of talent management and performance—and how to create a pay strategy that reinforces the vision and mindset you want your employees to have.
To view a recording of this webinar, visit: http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-improve-line-of-sight-and-why-it-matters
To learn more about VisionLink, visit: www.vladvisors.com
The document describes Asporea Human Resource Consultants Pvt. Ltd.'s level upgrade program for personal career advisors. It outlines a 4-stage career path where advisors can progress from entry-level to executive roles based on meeting targets for weighted incentive percentage and number of candidates recruited over 6 month periods. Advisors are eligible for higher pay and management roles as they advance through the stages. The document also provides examples of incentive structures and commission rates advisors would earn for placing candidates in different regions.
Similar to Rainbow trust performance management pdf (20)
1. 100
CASE STUDY
PERFORMANCE
MANAGEMENT AT
RAINBOW TRUST
Published: 27 November 2014
eresearch
2. e-research report
e-reward.co.uk research report is published monthly
(10 issues a year).
Single subscriptions are £255 a year + VAT.
All advice provided by e-reward.co.uk is for general
guidance only. Any readers relying on information
contained herein do so at their own risk.
e-reward.co.uk Ltd
33 Denby Lane
Heaton Chapel
Stockport
Cheshire
SK4 2RA
UK
Tel: 0161 432 2584
Email: post@e-reward.co.uk
Web: www.e-reward.co.uk
www.e-reward.co.uk is a web-based research and
information service designed for UK compensation
specialists and all those concerned with reward.
Registered name: E-reward.co.uk Limited
Company number: 4281768
Registered in England and Wales
Registered office as above
Editorial and subscription enquiries
Editors: Michael Armstrong
Paul Thompson
Researcher: Sarah Silcox
Production: Patrick Armstrong: www.pabps.co.uk
Contact Paul Thompson on tel: 0161 432 2584 or email:
paul@e-reward.co.uk. For details of previous issues visit
the e-research report section of our web site.
COPYRIGHT
Copyright 2014 E-reward.co.uk Limited.
All rights reserved. No part of this publication may be
reproduced, stored in an information storage and retrieval
system or transmitted in any form, or by any means,
electronic, mechanical or otherwise, without the written
permission of E-reward.co.uk Limited.
Permissions to reproduce this report
An enormous amount of hard work goes into the
preparation of this report. You are permitted to copy some
material for your own personal use, but we will take legal
action against anyone who reproduces, condenses or
adapts any substantial part of the report without the prior
written permission of E-reward.co.uk Limited.
Clients wishing to distribute copies within their own
organisation should request extra copies from us at
discounted rates. To avoid misunderstandings please write
to us or email: post@e-reward.co.uk.
4. PERFORMANCE MANAGEMENT AT RAINBOW TRUST
eresearch 100
Performance management at Rainbow Trust
www.e-reward.co.uk 4
Rainbow Trust, a charity that supports the families of
children with life threatening or terminal illness,
introduced performance management in 2010/11 as part
of a strategic plan to produce a step-change in the
number of families it is able to support.
Sustaining employee engagement
Four years down the line, the number of supported
families has increased from around 1,000 to 1,700 and all
parts of the organisation now work “more
collaboratively,” according to Anna Powis, HR Manager at
the Trust. Fundraising has also benefited, with income
rising from £3.98 to £4.65 million over the same period.
The new performance management scheme, and the
more recent introduction of performance pay, is also
“helping to sustain employee engagement” at the charity.
Data from an annual employee survey, which regularly
achieves 100% participation, demonstrate that a high
proportion of employees fully understand the business
priorities.
Powis says: “This is a real sign we are producing
alignment between individuals and the organisation,
helped by the performance management system.”
ORGANISATION PROFILE
Name: Rainbow Trust.
Employees: 100.
Business: Charity providing support to families with
children who have life threatening or terminal illnesses.
Its 50 family support workers join families in their own
homes and provide whatever emotional or practical
support is needed. They may attend hospital
appointments with parents, sit by the bedside of the sick
child to give parents a break and take worried siblings out
for the day. It supported 1,692 families in 2013/14.
Location: Rainbow Trust has nine regional offices and a
head office in Surrey.
Financials: In 2012/13, the charity had income of £4.65
million.
Web site: www.rainbowtrust.org.uk
WHO E-REWARD INTERVIEWED
Anna Powis is the charity’s HR Manager. She joined the
charity in 2010 and is part of the Rainbow Leadership
Team. She heads the HR function and is passionate about
strong and fair people management.
Her background is in the corporate sector, initially in sales
training, moving into the IT industry, where she remained
for 14 years. In 2001, a change in career direction from
project management to human resources led to her
becoming HR & Operations Director and part of the
senior management team at an IT software and services
company.
Powis is a chartered member of the CIPD.
Objectives of the scheme
Four years ago, Rainbow Trust had settled into a position
where it was able to support around 1,000 families, which
it calculated to be only one in ten of those needing its
help. A decision was taken to introduce performance
management for both the care giving and fundraising
parts of the organisation, underpinned by a purpose
statement:
“To introduce a performance management and
performance-related pay process which is fair,
endorses Rainbow Trust values, encourages
exceptional performance and provides recognition to
both individuals and teams for exceeding the agreed
performance expectations of the families and children
Rainbow Trust exists to support”.
Powis explains: “The objectives behind the introduction of
a performance culture were to foster a greater focus on
the commercial side of the organisation, as well as to
attract good quality staff.” Her team were conscious that
performance systems can appear arbitrary, “so we were
always looking to ensure that ours makes a difference”.
The introduction of performance management in
2010/11 was followed by performance pay in 2011/12.
Powis says: “Our system is quite complex and we knew it
would take time to embed. Separating the two elements
provided people with a chance to get used to the new
performance management cycle before pay came into
the equation.” She accepts that an increase in staffing
over the past four years is also a factor in the charity’s
5. PERFORMANCE MANAGEMENT AT RAINBOW TRUST
eresearch 100
www.e-reward.co.uk 5
ability to support more families, but adds that “the focus
provided by performance management is also key to our
success; a new drive for efficiency has accompanied the
introduction of performance management”.
Business plan underpins performance
management
Performance management at Rainbow Trust is a
continuous cycle of review and improvement. The setting
and reviewing of performance and development
objectives takes place annually, starting with the
development of each year’s business plan. This plan,
which involves all functions working together, is
presented at an annual staff conference each May.
Powis says: “This is a highly participative event. All
employees get the chance to question the senior
leadership team of five. The formal presentation usually
only lasts around 20 minutes while the Q&A that follows
can last a further hour.”
The senior leadership team (SLT) develops organisational
objectives – “Team Rainbow Trust Objectives” – based on
the business plan once the latter is confirmed, and these
are cascaded to line managers in May/June each year. For
example, the five business objectives for 2013/14 include:
“Support 1,500 families during the • period and increase
referrals by at least 10% per care team.”
• “Cross-organisational improved planning and reporting
demonstrated by 95% of deadlines met over a 12-
month period.”
Other objectives cover raising the charity’s income and
public profile and working effectively with volunteers.
“It is then up to managers and individual employees to
take these organisational objectives and translate them
into individuals’ objectives by mid-July each year,” Powis
explains.
The “how” is as important as the “why” at the charity, so
individuals’ objectives are split into three types:
• Business objectives: Individuals will typically have three
to five objectives in this area. Business objectives form
a more important part of the performance plans of the
senior leadership team and other managers than non-managerial
staff.
• People objectives: Objectives should be directly aligned
to, and support, the development of people and
relationships. Powis says: “This is all about how we
work together, across the organisation.” Again,
objectives are listed in order of priority, so that the first
is more important than the fifth.
• Personal development: “This is critical, as lifelong
learning is central to Rainbow Trust,” says Powis.
Employees and managers are asked to list in order of
priority a maximum of two personal development
priorities – for example, one skills-based and one
behaviour-based. There is an explicit link between these
objectives and an individual’s personal growth,
competency development or career development plan.
An employee’s performance and development review plan
is designed to be a living document and the HR team
recommends that line managers look at those of team
members every quarter, particularly if there has been a
change in the way of working.
Powis says: “In my own department, our focus has
recently been on making the HR system more user
friendly. However, part way through the PM cycle we
provided our 50 family support workers with computer
tablets, but realised the existing system would not work
on these so have altered our own objectives to
incorporate investigating a new HR system, rather than
making the old one more user friendly.”
Personal development review
Personal development has a separate cycle to
performance management, starting in October each year.
Powis explains: “Development is all about looking forward,
whereas performance management is reviewing what has
gone on in the past year.”
Employees have a career discussion with their line
manager during which they are assessed against the
charity’s in-house competencies. Managers then agree
personal development objectives for the next two to
three years with employees. “These discussions are
supposed to be very positive and not about people having
to prove themselves,” Powis stresses.
The SLT meets in November for a people planning
meeting, during which each employee is placed in a nine-box
grid, based on their performance, potential and career
aspirations. “Not all of our employees want to become
managers,” Powis points out.
A mid-year formal check-in takes place in December,
when managers and employees have discussions around
progress against objectives, including whether any
adjustments in the timescale for meeting them is
required. Powis adds: “This is also the point at which a
manager is expected to highlight any concerns about
under-performance so that there are no surprises at year-end.”
6. PERFORMANCE MANAGEMENT AT RAINBOW TRUST
eresearch 100
www.e-reward.co.uk 6
Year-end review and ratings
Two year-end review meetings are held between
employees and managers as part of the performance
management process. The first is primarily for the
employee to put forward their summary of the year and
to comment on how they have met each objective. “The
manager’s role at this first meeting is to understand the
employee view, not to provide ratings of their own,”
Powis says. The manager proposes a performance rating
to a calibration committee and a second meeting is held
after the rating is agreed to cascade the overall rating via
the line manager. The calibration committee is made up
of leadership team members and an external facilitator.
“With ten offices, we are quite dispersed, so it’s very
important that ratings are consistent and fair,” Powis
says. The calibration committee will confirm or question
the rating put forward by an individual’s line manager.
“We believe the system is fair because, typically, eight
people are involved in agreeing ratings,” she adds.
Calibration comments on an individual’s performance
management review should include a summary of the
year, the reason for the overall performance rating and a
comment on priorities for the following year. This
committee will also determine the Team Rainbow Trust
rating used to determine the “team” element of
performance pay (see below).
Rainbow Trust uses a five-point rating scale, but one in
which a “3” rating is not in the middle: “We are trying to
differentiate in the system, so do not want two relatively
poor ratings for ‘1’ and ‘2’, as managers would simply not
use a ‘1’,” Powis explains.
The ratings are:
1: Did not meet most key objectives. • An employee had
an unsatisfactory year and did not meet expectations
on the most important objectives set.
• 2: Met most key objectives.
• 3: Met key objectives. Met expectations on most key
objectives and exceeded some objectives.
• 4: Exceeded key objectives. Exceeded expectations on
the most important objectives and met expectations
on others.
• 5: Significantly exceeded most key objectives.
Significantly exceeded expectations on the most
important objectives and met expectations on others.
There is no forced distribution of these ratings across the
organisation, although Powis and her team do have
expectations for what proportion of employees will
receive each rating – for example, the largest single group
of employees is expected to gain a “2”.
Objectives are prioritised and weighted according to
employee function – for example, people managers will
have a higher weighting attached to people objectives,
compared with members of the SLT, whose objectives are
more closely aligned and weighted to the business
results.
Performance pay link
Performance pay, which was introduced in 2011/12, is
intended to provide fair financial reward for individual
and team performance, as measured by an individual’s
performance rating and a rating for the organisation as a
whole, measured against the business plan-related Team
Rainbow Trust objectives.
Total annual pay awards are made up of a consolidated
increase in basic pay and an unconsolidated performance
element, typically split 40/60. The value of each element
of the pay award varies with the individual’s performance
rating. For example in 2012/13:
• An employee rated 2 – Met most key objectives –
received 1% consolidated increase in basic salary plus
a one-off performance payment of 1.25%.
• An individual with exceptional performance, rated 5,
received a 1.75% consolidated increase and 3%
performance pay.
There is also a facility to flex the total pay award
individual employees receive. “It needs to be complex to
be fair,” Powis argues. The flex element, which can
increase the award to a level “5” performer by up to 40%
in a good year, and conversely depress that of those rated
anything under a level 4, is designed to take account of
role responsibility and overall Team Rainbow Trust
performance.
Line manager training
“The challenge for us is that Rainbow Trust is a dispersed
organisation, meaning we rely on line managers to
cascade all elements of the scheme effectively to their
teams. This does require on-going training to ensure
messages are embedded,” Powis says.
The HR team recognised that the new performance
management system would take time to embed, so
started by training line managers separately, focusing
particularly on conducting effective personal
development meetings with employees.
In the first two years of the system, the HR team did
have to pass back some ratings that managers
recommended – “all at the top end of the distribution” –
7. PERFORMANCE MANAGEMENT AT RAINBOW TRUST
eresearch 100
www.e-reward.co.uk 7
but in 2012/13 all were within the expected range,
“which shows the system is embedding,” Powis adds.
“Initially, the focus in our communications with managers
was all around differentiation, for example, making it
clear that there should be a range of ratings in each
team. We also stressed that it is the manager’s job to
both celebrate successes, but also to manage poor
performance.”
The HR role at Rainbow Trust is to support managers to
use the system, to provide training (including as part of
induction), fielding questions and administering the
system (processing forms and highlighting impending
deadlines). Powis and colleagues have recently reviewed
the performance management process, for example,
asking managers and employees for their views on its
usability.
This feedback will be used to develop the system. She
adds: “Already we realise that we need to do more on the
communications side as the feedback shows that
employees and managers are not aware of some aspects
of the scheme.”
Lessons learned
Powis shared with e-reward some of the key lessons
learnt over the past couple of years:
Senior buy-in:Work hard at obtaining • this at the
earliest possible stage.
• Keep communicating: Put out the message that
performance management will “not go away” but is a
way of helping the organisation reach its objective of
supporting more families.
• Make it live: Powis says: “We recognise that we may
have sat back a bit in year three, so now need to up
our game and keep communicating.”
• Work with line managers: The charity focused initially
in its manager training on explaining the process. Powis
recognises that it now needs to give them the
leadership skills to work the system effectively.
• Performance management is not an HR add-on: PM is
not a nice-to-have addition, but a vital part of reaching
the organisation’s goals. “Our own personal
development is as important as that of the
organisation, we need to spend time on ourselves at
some point in the year,” Powis concludes.