This document provides an overview of the RBL Omnia Access program, which includes various tools and resources to help organizations build leaders, professionals, and capabilities. The key components included are:
- Organization Guidance System for assessing and prioritizing human capital investments
- Leadership and HR assessments
- RBL Academies for professional development
- Research repository of tools and content
- RBL Institute for large organizations, which provides executive think tanks and networking.
Pricing options are available for the annual subscription bundle, which the document promotes as helping organizations create measurable business impact through evidence-based human capital strategies and development.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
In RBL’s newest virtual HR program, HR professionals at all levels learn to build the competencies needed to impact business results directly from Dave Ulrich. Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
Taking the Dark Arts Out of Hiring for Culture FitRoundPegg
What is the #1 Predictor is that a new hire will be a success in their new role? How well they Fit the company and the team. Learn how to ID the good Culture Fits when evaluating candidates - and how you can get Fit Scores for all candidates in minutes using simple software.
Learn how to identify your company culture (your Company CultureDNA), and use what you learn to make better hires.
In RBL’s newest virtual HR program, HR professionals at all levels learn to build the competencies needed to impact business results directly from Dave Ulrich. This comprehensive cohort-based virtual development journey teaches how HR creates value from the outside in and delivers business impact.
Presented by: Mike Erlin, Managing Director, Australia & New Zealand
Some questions we answer:
Compliance
•Where do the highest risk levels reside & why?
•What are my risks if employees do not finish a course on time?
Succession Planning
•Which employees are ready for a new role?
Career Mobility
•What are possible career paths based on current role and career interests?
Employee Growth
•What is my employee’s potential for new roles & how can I best develop them?
Learning & Development
•What courses drive the most impactful development?
•How can I effectively assign courses & optimise our catalog?
Emerging Trends in Learning & Performance: Shift Your Performance Discussions...Cornerstone OnDemand
In Part 2 of this series, we discussed ways to increase engagement in your organization through learning strategies. Providing a variety of learning opportunities for employees is critical, as is having a clearly defined approach to talent development. In a recent survey by the Conference Education Board, 65% percent of millennials stated that the opportunity for personal development was the most influential factor in choosing their current job. As the shifting focus of performance management embraces a forward-looking approach, development opportunities for employees is taking center stage in those discussions.
In the final part of this series, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand will explore specific ways to shift performance discussions toward development, coaching and ways to encourage the career growth of your organization’s employees. Talent management professionals must be ready to have conversations that revolve around building skills and experience, career planning and helping team members network and succeed. Mr. Spake will share case studies and best practices from companies which have embraced employee development not as a trend, but as a talent and performance management priority.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
In RBL’s newest virtual HR program, HR professionals at all levels learn to build the competencies needed to impact business results directly from Dave Ulrich. Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
Taking the Dark Arts Out of Hiring for Culture FitRoundPegg
What is the #1 Predictor is that a new hire will be a success in their new role? How well they Fit the company and the team. Learn how to ID the good Culture Fits when evaluating candidates - and how you can get Fit Scores for all candidates in minutes using simple software.
Learn how to identify your company culture (your Company CultureDNA), and use what you learn to make better hires.
In RBL’s newest virtual HR program, HR professionals at all levels learn to build the competencies needed to impact business results directly from Dave Ulrich. This comprehensive cohort-based virtual development journey teaches how HR creates value from the outside in and delivers business impact.
Presented by: Mike Erlin, Managing Director, Australia & New Zealand
Some questions we answer:
Compliance
•Where do the highest risk levels reside & why?
•What are my risks if employees do not finish a course on time?
Succession Planning
•Which employees are ready for a new role?
Career Mobility
•What are possible career paths based on current role and career interests?
Employee Growth
•What is my employee’s potential for new roles & how can I best develop them?
Learning & Development
•What courses drive the most impactful development?
•How can I effectively assign courses & optimise our catalog?
Emerging Trends in Learning & Performance: Shift Your Performance Discussions...Cornerstone OnDemand
In Part 2 of this series, we discussed ways to increase engagement in your organization through learning strategies. Providing a variety of learning opportunities for employees is critical, as is having a clearly defined approach to talent development. In a recent survey by the Conference Education Board, 65% percent of millennials stated that the opportunity for personal development was the most influential factor in choosing their current job. As the shifting focus of performance management embraces a forward-looking approach, development opportunities for employees is taking center stage in those discussions.
In the final part of this series, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand will explore specific ways to shift performance discussions toward development, coaching and ways to encourage the career growth of your organization’s employees. Talent management professionals must be ready to have conversations that revolve around building skills and experience, career planning and helping team members network and succeed. Mr. Spake will share case studies and best practices from companies which have embraced employee development not as a trend, but as a talent and performance management priority.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
This presentation is part of a case study competition completed jointly by Akshay Ravindran, Avinav Prakash & Gautam Jayasurya of TISS HRM & LR 2017-19.
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
In the face of increasing complexity, business leaders need agile, business-focused HR partners to help them lead the business. RBL’s flexible HR development opportunities build HR professionals with an outside-in perspective and the tools to add value. Learn more at https://www.rbl.net/the-dave-ulrich-hr-academy.
Joanna Barclay of Culture Leadership Group and Vincent Ho of aAdvantage Consulting share the ABCs for inner and outer transformation to support leaders' journeys of culture change to measure, map and manage culture transformation.
Outline:
- Influence of values and brhaviours on high perfomance, engagement and retention
- Overview of culture transformation tools and the link between performance and culture
- Leadership development and personal alignment to 'wak the talk' and motivate continuous learning to develop a culture of participation
- Case studies on building high performing leadership teams
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
Work has changed, so why haven’t our leadership strategies? Today’s organizations are idea factories, constantly trying to keep up in a competitive, innovative global marketplace. Gone are the days when leadership meant keeping track of clear, steady progress towards well-defined goals. We’re living in a creative economy, and leading top talent means understanding how learners are motivated. In this session, explore the paradox of psychological safety, the role of control and the myth of money as motivation. Learn how to ditch the habits that are holding your leaders, your teams and your organizations back, and explore new tools for leading the workforce of the future.
The world at large is ever-changing, and our organizations and employees are doing all we can to keep up. The days of going off to a strategic planning retreat, planning a five-year vision and executing it are gone. We now operate in a world that is VUCA — Volatile, Uncertain, Complex and Ambiguous. What do you as the HR leader have to do to adapt to this new and ever-changing world? We will identify common needs of HR functions today and give tips and suggestions to align HR with the changes in the organization, ensure you gain the resources you need and establish yourself as the visionary team member that is helping to drive your organization forward.
Learning objectives:
What is the VUCA world?
Evaluate what areas of HR will be impacted by changes.
Establishing and advocating for needs of HR and your employees.
Aligning processes with the new initiatives in your organization.
Sarah Brennan, Principal Consultant, Talent Acquisition at Cornerstone OnDemand, provides easy-to-understand insights on:
o Evolution of the role of recruiting in business from reactive to strategic partners
o How a unified approach to looking at talent acquisition can benefit core HR and business drivers
o The impact employment branding and candidate experience have on influencing employee engagement and retention (and vice versa)
Embracing Disruption: How One Multinational is Changing its ApproachCornerstone OnDemand
Digital disruption and flatter workplace organizations are changing employee expectations regarding corporate learning. Organizations must take advantage of the opportunities created by these changes and align existing organizational expertise to them in order to fulfill business objectives.
Learning professionals face challenges to keep pace with the speed in which valued skills and capabilities are sweeping the workforce. With the added complexity of ubiquitous learning, disruptive technologies and multi-generational workforce diversity, we can safely agree that the time is now for learning and development functions to reboot. During this session, you will learn how Blue Cross and Blue Shield of North Carolina’s evidence-based approach is positioning us to reduce learning cost, improve stakeholder satisfaction, align to value-based business outcomes and gain efficiencies.
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
Coffee with Cornerstone: How to Deliver Training to Franchisees and DealersCornerstone OnDemand
You know that educating your network of franchises, dealers, and partners is critical to your organization's success, but how can you best deliver training to an external audience?
Grab a coffee and join Cornerstone for a discussion and demonstration of some of the latest trends in franchisee and dealer training.
During the webinar, you'll see how you can:
• Deliver training content to franchisees and dealers
• Measure the impact of your training programs
• Generate revenue from training courses
Creating an Unmistakable Talent Brand and World Class Recruitment TeamMary Pratt
A deep dive into creating an unmistakable Talent Brand and Rock Star Talent Acquisition Department working on focus points including Brand Awareness, Self Awareness, Steps to Creating Talent Brand Strategies, Steps to Rock Start Talent Acquisition Departments with a focus on companies who are doing it such as LV= in the UK and Menlo Innovations in the USA. Hope you enjoy! :)
Best practice principles and guidelines for the adoption and implementation of Transformational Leadership, Balanced Scorecard and Performance Management framework
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
This presentation is part of a case study competition completed jointly by Akshay Ravindran, Avinav Prakash & Gautam Jayasurya of TISS HRM & LR 2017-19.
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
In the face of increasing complexity, business leaders need agile, business-focused HR partners to help them lead the business. RBL’s flexible HR development opportunities build HR professionals with an outside-in perspective and the tools to add value. Learn more at https://www.rbl.net/the-dave-ulrich-hr-academy.
Joanna Barclay of Culture Leadership Group and Vincent Ho of aAdvantage Consulting share the ABCs for inner and outer transformation to support leaders' journeys of culture change to measure, map and manage culture transformation.
Outline:
- Influence of values and brhaviours on high perfomance, engagement and retention
- Overview of culture transformation tools and the link between performance and culture
- Leadership development and personal alignment to 'wak the talk' and motivate continuous learning to develop a culture of participation
- Case studies on building high performing leadership teams
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
Work has changed, so why haven’t our leadership strategies? Today’s organizations are idea factories, constantly trying to keep up in a competitive, innovative global marketplace. Gone are the days when leadership meant keeping track of clear, steady progress towards well-defined goals. We’re living in a creative economy, and leading top talent means understanding how learners are motivated. In this session, explore the paradox of psychological safety, the role of control and the myth of money as motivation. Learn how to ditch the habits that are holding your leaders, your teams and your organizations back, and explore new tools for leading the workforce of the future.
The world at large is ever-changing, and our organizations and employees are doing all we can to keep up. The days of going off to a strategic planning retreat, planning a five-year vision and executing it are gone. We now operate in a world that is VUCA — Volatile, Uncertain, Complex and Ambiguous. What do you as the HR leader have to do to adapt to this new and ever-changing world? We will identify common needs of HR functions today and give tips and suggestions to align HR with the changes in the organization, ensure you gain the resources you need and establish yourself as the visionary team member that is helping to drive your organization forward.
Learning objectives:
What is the VUCA world?
Evaluate what areas of HR will be impacted by changes.
Establishing and advocating for needs of HR and your employees.
Aligning processes with the new initiatives in your organization.
Sarah Brennan, Principal Consultant, Talent Acquisition at Cornerstone OnDemand, provides easy-to-understand insights on:
o Evolution of the role of recruiting in business from reactive to strategic partners
o How a unified approach to looking at talent acquisition can benefit core HR and business drivers
o The impact employment branding and candidate experience have on influencing employee engagement and retention (and vice versa)
Embracing Disruption: How One Multinational is Changing its ApproachCornerstone OnDemand
Digital disruption and flatter workplace organizations are changing employee expectations regarding corporate learning. Organizations must take advantage of the opportunities created by these changes and align existing organizational expertise to them in order to fulfill business objectives.
Learning professionals face challenges to keep pace with the speed in which valued skills and capabilities are sweeping the workforce. With the added complexity of ubiquitous learning, disruptive technologies and multi-generational workforce diversity, we can safely agree that the time is now for learning and development functions to reboot. During this session, you will learn how Blue Cross and Blue Shield of North Carolina’s evidence-based approach is positioning us to reduce learning cost, improve stakeholder satisfaction, align to value-based business outcomes and gain efficiencies.
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
Coffee with Cornerstone: How to Deliver Training to Franchisees and DealersCornerstone OnDemand
You know that educating your network of franchises, dealers, and partners is critical to your organization's success, but how can you best deliver training to an external audience?
Grab a coffee and join Cornerstone for a discussion and demonstration of some of the latest trends in franchisee and dealer training.
During the webinar, you'll see how you can:
• Deliver training content to franchisees and dealers
• Measure the impact of your training programs
• Generate revenue from training courses
Creating an Unmistakable Talent Brand and World Class Recruitment TeamMary Pratt
A deep dive into creating an unmistakable Talent Brand and Rock Star Talent Acquisition Department working on focus points including Brand Awareness, Self Awareness, Steps to Creating Talent Brand Strategies, Steps to Rock Start Talent Acquisition Departments with a focus on companies who are doing it such as LV= in the UK and Menlo Innovations in the USA. Hope you enjoy! :)
Best practice principles and guidelines for the adoption and implementation of Transformational Leadership, Balanced Scorecard and Performance Management framework
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
At Achieve Performance, We help you maximize the productivity of your human resources – the people who carry the real responsibility for your company’s reputation, relationships and performance.
We are aiming at increasing your efficiencies in processes and human resource utilization and help you build a more efficient high performing change capable workforce.
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Office 365 provides an incredible amount of value to individual employees, teams, departments, and organizations. Much of this value is not realized immediately upon purchase or deployment of Office 365. The value is realized as more and more users understand, adopt and embrace the technology.
So how do we drive faster, sustainable and effective adoption? And perhaps more importantly, how do we ensure our adoption approach scales and can keep up with the innovation the Office 365 service provides?
Join Richard Harbridge as he shares real world experience, advice and activities that other customers are leveraging to get more from Office 365 and drive more meaningful adoption.
Strategic Talent Management_Best Practice Principles and Processes.pdfCharles Cotter, PhD
Strategic Talent Management - Best Practice Principles and Processes, across the S-P-A-R-M-E-D talent management value chain, facilitated by Dr Charles Cotter
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Evidence-based Leadership: Identifying and Building Leadership Attributes tha...The RBL Group
Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
HR Transformation: A High-Level IntroductionThe RBL Group
R’s potential contribution to overall business goals is traditionally overlooked. Break the traditional view of HR by changing the both the form and the function.
The slideshare above explains how to transform the HR department into a value adding player so that it can deliver on promises made to customers, investors, and other stakeholders. How can your HR department more fully contribute to the bottom line?
HR Transformation has a proven record of delivering impactful change to businesses. Contact us to increase the value HR professionals contribute to your organization.
Dave Ulrich HR Academy Detailed OverviewThe RBL Group
The Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
Leadership Moneyball: Identifying and Building Leadership Attributes that Del...The RBL Group
Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
HR Transformation: A High-level IntroductionThe RBL Group
HR’s potential contribution to overall business goals is traditionally overlooked. Break the traditional view of HR by changing both the form and the function.
This Slideshare explains how to transform the HR department into a value-adding player so that it can deliver on promises made to customers, investors, and other stakeholders. How can your HR department more fully contribute to the bottom line?
Clarifying Strategic Positioning: An RBL ApproachThe RBL Group
As we work with clients to help them position for customer advantage, we focus on creating alignment on two levels: Enterprise Strategy and Business Strategy.
How can teams at the top move from crisis into growth that builds confidence in the future? Ernesto Uscher, has leveraged his experience with building Results-Based Teams to create relevant insights for executive teams right now.
In a world of limited resources, high performing organizations
are those who have defined and resourced the work that creates distinctiveness to customers through advantage technical capabilities to and unique cultural capabilities.
Building Stakeholder Confidence in the Future that Increases ValueThe RBL Group
In the wake of COVID-19, many companies are struggling to identify the most effective ways to build confidence in the future with employees, customers, and investors. While meeting each of these stakeholders’ expectations can feel like balancing competing perspectives, it doesn’t need to.
In this new slideshare, RBL outlines a methodology that can help you generate confidence in the future, even in uncertain times. Read through them and consider the gaps between where your organization is and where you need to be.
Leadership Moneyball: Identifying and Building Leadership Attributes that Del...The RBL Group
Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
"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."
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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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.
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
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• Three (3) key tips to maintain a disciplined workplace.
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2. 2
Overview
Thank you for your interest in RBL Omnia Access. In this deck, we will review what’s
included in RBL Omnia:
• Organization Guidance System & Certification
• RBL Academies
• Leadership and HR Assessments
• RBL Research Repository
• RBL Institute for businesses with $1B+ in revenue
• Pricing options
We are excited to work with you. The following slides should answer most of your questions
about the value of RBL Omnia. We look forward to working with you!
3. 3
Overview:
RBL Omnia brings
together world-class
research, practical
application, and
professional
networks within your
company and with
other companies.
Focuses on building
leaders,
professionals, and
organizations that
create measurable
impact on their
business.
This annual subscription bundle includes:
• Business and professional development platform
designed around adult learning principles- cohort
learning, guided sprints, and community building
• Revolutionary process for identifying, measuring and
monitoring highest impact human capability
investments
• Large library of human capital content that includes
videos, white papers, articles, toolkits, monthly
podcasts, etc.
• Continuous addition of new, relevant content
4. 4
Learn to use OGS to
achieve business results
Assess and Develop
leaders and professionals
Extensive business
resource library
Leadership and HR
Competency Assessments
5. 5
Organization Guidance
System (OGS):
Organizations spend
significant amounts of time
and money on human capital
investments with unclear
expectations and low levels of
accountability.
The OGS distills decades of
our research and practical
application to guide you to
prioritize which investments
have most impact on your
business results.
RBL Omnia brings OGS into
your organization, certifies
you to use it so that you can
use this breakthrough
technology platform to
identify, measure and monitor
the highest impact solutions
6. 6
• Employee well-being
(engagement, experience)
• Quality or competence of
employees
• Differentiated position in the marketplace
(products, services, offerings)
• Ability to execute on our strategy
• Customer or client satisfaction
(NPS, customer share)
• Compelling customer value
proposition
• Profitability (e.g., EBITDA,
cash flow)
• Growth in revenue/sales
• Responsibility for the
environment
• Support for social or
community issues
Organization Guidance System: Focus on
Business Results
7. 7
Empower clients with self-serve
automated process for guidance
Access benchmark information on
each pathway (where do we stand?)
Take action based on guidance about
our business results (what should we
do?)
Help with solutions is available as
needed
Results focused
Disruptive pricing due to automation at every
step (reduce need for diagnostics consulting
support)
Incorporate AI/ML to access information and
make the guidance more differentiated
Membership in RBL.ai Institute which provides
support and community
Certification that prepares your professionals
for implementation
Organization Guidance System: Differentiators
8. 8
Learn how to use RBL’s powerful Organization Guidance System to achieve concrete
business results by prioritizing the human capability investments with most impact
• The OGS Academy enables you to diagnosis 4
human capital pathways that impact 5 key business
results
• Build skills and earn badges to administer the OGS
platform and learn strategies to choose the right
outcomes and pathways
• Understand principles of OGS Metrics and analysis
• Identify ways to track reputation improvement
and measure leadership strength
• Learn how to measure strategic alignment and
monitor organization agility
• Measure performance for tracking trends and
needs of stakeholders
• Receive ongoing guidance tied directly to your
organization
OGS Certification Academy
9. 9
Program at-a-Glance
• Earn badges for each of 5 modules
• 5 modules @ 1-week sprint each
• Personalized Videos from Dave Ulrich, Norm Smallwood
and other HR experts
• Toolkits that align with OGS recommendations
• Certification Credits from SHRM and HRCI
Key Outcomes
• Learn principles that underpin OGS and how it differs from
benchmarking
• Evaluate approaches for driving results by choosing a
Business Outcome or choosing an OGS pathway
• Understand principles behind key dimensions of selected
pathways
• Use toolkits to develop or improve initiatives that align with
OGS recommendations
• Receive coaching/feedback on initiative/plan designs
• Identify metrics to monitor initiative performance and business
outcomes
Certification Requirements
• Complete 80% of sprint activities for each selected badge
• Attend or review Live Events led by RBL expert
• Create deliverable for each module and submit for
feedback
• Substitute completion on appropriate module from Dave
Ulrich HR Academy
Supporting Activities
• (4) coaching sessions each quarter @ 1 per pathway to
facilitate discussions and provide feedback
• Unlimited inquiries on how to use tools and understand
pathway dimensions
• OGS community for sharing updates to tool templates and
initiative and plan descriptions
OGS Academy Modules
10. 10
PRINCIPLES OF OGS
• Lean theory behind
Organization Guidance
• Build skills to administer the
OGS Platform
• Learn strategies to choose
outcomes and pathways
OGS ADVANCED
• Understand principles of
OGS metrics and analysis
• Discover approaches for
developing and mapping
initiatives
• Identifying and tracking
metrics
Organization Guidance System Fundamentals Badge
LEADERSHIP: TOP 3
FOCUS AREAS
• Build a strong business
case for leadership
• Develop strategy to ensure
reputation of for caliber of
leadership team
• Identify ways to measure
impact of leadership and
leadership development
LEADERSHIP METRICS
• Identify metrics to evaluate
strength of business case
• Identify ways to track
reputation improvement
• Upgrade methods for
measuring leadership team
strength
Leadership Badge
TALENT: TOP 3 FOCUS
AREAS
• Establish practices to
acquire the right talent
• Create strategy to
communicate business
priorities and listen to
employees
• Increase employee
belonging, empowerment
and growth mindsets
TALENT METRICS
• Measure degree to which
org brings in the right talent
• Assess impact of
communications strategy
• Define metrics to track
belongingness,
empowerment and growth
mindsets
Talent Badge
ORG CAPABILITY: TOP 4
FOCUS AEAS
• Develop approach to
improve strategic clarity
• Create strategies to
improve organization agility
• Expand focus on customer
centricity to strengthen
relationships & trust with
customers
• Embed and sustain the right
culture
ORG CAPABILITY
METRICS
• Measure strategic
alignment
• Monitor organization agility
• Check customer
relationships and loyalty
• Assess culture
Organization Capability Badge
1 2
3
HR EFFECTIVENESS:
TOP 3 FOCUS AREAS
• Create plan to build
relationships with external
stakeholders
• Anticipate business trends
and needs of external
stakeholders
• Work to increase value for
stakeholders
HR EFFECTIVENESS
METRICS
• Monitor influence with
external stakeholders
• Measure performance for
tracking trends and needs
of stakeholders
• Assess value creation for
stakeholders
HR Effectiveness Badge
4
F
F Connotes a foundational
module that is a requirement
for OGS certification
NOTE
Certify in each pathway
11. 11
RBL Academies:
Each academy included in
RBL Omnia is a powerful,
cohort-based virtual
development journey that
builds business skills for
professionals at all levels.
Guided delivery approach
blends the best of
independent and group
learning though self-guided
learning assignments (videos,
reading, exercises) and a
weekly facilitated learning and
application session.
RBL will continually update
existing academies and add
additional academies to
reflect the ever-changing
business climate.
12. 12
RBL Omnia members will have access to the knowledge and insights generated by RBL’s
research and practice. We stay at the cutting edge of business practices with original IP and
collaborative think tanks with top business leaders.
RBL Omnia content will be continually added to and updated to reflect the ever-changing
business climate. This includes the addition of entirely new academies. Over the next 12
months, we will add the following academies:
Dave Ulrich HR
Academy OGS Academy
Leadership
Academy
Reinventing the
Organization
Academy
Available now
RBL Academies provide cutting edge, practical
content
Talent Academy
13. 13
This researched-based program covers three dimensions: (1) Outside-in HR value
creation & business context, (2) outcomes of HR, and (3) competent HR departments and
professionals.
Business Context &
HR Value Creation
HR Outcomes HR for HR
HR from the
Outside-In
Learn where HR has been and where it’s going,
and assess your own HR practice
Factors Driving
HR’s Evolution
Determine how to respond to the changing context
within which HR operates?
Talent
Enable your organization's talent to operate at
peak performance by building competence,
meaning and increased levels of commitment
Organization
Deliver on organization capabilities that ensure
success in the new economy (i.e., agility,
collaboration, innovation, right culture etc.)
Leadership
Build the right leadership competencies and
systems at all levels, and drive effective leadership
brand
HR Department
Create the optimum HR Department to deliver
value inside and outside the organization
HR Practices
Learn how to apply key principles from the latest
thinking and research around people, performance,
work, and digital HR
Competencies
Focus your HR Team development on
competencies needed to succeed in the new
economy?
Guided learning sprints in Dave Ulrich HR
Academy
14. 14
The Dave Ulrich Talent Academy is a 4-week program broken
up into 4 learning modules:
Dave Ulrich Talent Development Academy
1. Understanding Talent Management
• Evaluate current talent management process within the organization
• Define the key elements of talent management
2. Growing and Developing your Talent
• Set and define clear expectations for team members, and connect
expectations to performance management
• Build and implement individual development plans
3. Helping your People Find Meaning at Work
• Develop strategies to increase meaning within a team and across an
organization
• Construct a plan to elevate employee meaning engagement
4. Driving your Team to High Performance
• Learn how to set and communicate clear expectations for your team
• Assess performance against the expectations you have created
• Apply a proven coaching framework and create new opportunities for
development
Understand
Grow
Help
Drive
15. 15
Each of our Academies integrates powerful adult
learning principles
Flexible
Multiple modules
over many weeks,
60 minutes
per module
Instruction from
Dave Ulrich
Personalized videos
from Dave Ulrich and
other industry experts
Consultant-Led
Education
Weekly consultant
facilitated live
sessions
Collaborative
Collaboration and
dialogue that taps the
collective genius
within your leadership
teams
Accredited
Earn continuing
education credits
through HRCI
and SHRM
Focused on
Individual
Development
Personal coaching and
Competency
Assessments
16. 16
Assessments:
RBL Omnia Digital Access
includes access to RBL’s
leadership and HR
Assessments that are based
upon decades of empirical
research. By measuring
individuals through these
assessments, business
leaders and HR
professionals gain valuable
insight into how they can
grow and best deliver value
to their business.
17. 17
The HR Competency Assessments (360, 180, or self-assessment) provide critical feedback
and an aggregate perspective on the proficiency level of your organization
• By measuring individuals against a large, global
benchmark and providing the perspective of
managers, non-HR business leaders, and peers,
individuals gain valuable insight into how they can
grow and best deliver value to the business
• The Human Resources Competency Study 360
feedback assessment is an integral part of both
personal and professional development and is meant
to provide participants with a perspective on areas of
strength and opportunities for improvement and
development.
• The HRCS 360 is an empirically validated survey,
based on the 30-year RBL/University of Michigan
research program on global HR competencies.
HR Assessments
18. 18
The RBL Leadership Assessments (360, 180, and self-assessment) are a research-based synthesis of the
five critical domains of knowledge, skill, and attributes essential for effective leadership: build the next
generation, shape the future, engage today’s talent, getting things done, and investing in yourself.
• Strengths that strengthen others and
weaknesses that matter are where leaders
must focus their attention for the greatest
impact on results. Leadership Code
assessments include direct reports,
potential pitfalls, and performance on critical
leader behaviors
• To make sure leaders are measured on
what matters for their stakeholders, the RBL
Group offers four stratified versions of the
Leadership Code Assessment:
• Individual Contributor
• Front-Line Leader
• Manager/Director
• Executive/C-Suite
Leadership Assessments
19. 19
Research Repository:
The RBL Research
Repository brings RBL’s
constantly growing collection
of playbooks, toolkits,
webcasts, podcasts, and
other learning resources into
one searchable hub where
team members can learn,
connect, and share.
At the foundation of this
repository is highly practical
content developed for and
with RBL clients over the
past 15 years.
20. 20
We create a learning
record from each of
our 2-day Think Tank
sessions in the RBL
Institute.
30-40 pages of great
material that is
available for all RBL
Omnia users.
Playbooks
RBL Omnia users
and other program
alumni will have the
opportunity to
connect, discuss
concepts, and
provide mentorship.
Alumni Networking
Short PowerPoint
pitches with key
ideas from the Think
Tanks designed to be
used as training for
HR teams, individual
paced learning,
coaching with
managers, etc.
Each Toolkit has an
accompanying video
from Dave Ulrich or
other Think Tank
faculty members
explaining the
concepts.
Toolkits
Beyond the IP we
produce in the RBL
Institute you also
receive access to
articles and videos
that our partners and
principal consultants
publish.
Other IP
After each Think
Tank session, a
webinar discusses
the session topic.
The Playbook and
Toolkits are
introduced and
reviewed.
Webinars
RBL Research Repository
21. 21
The RBL Institute is a senior executive “think tank”
community facilitated by Dave Ulrich as well as
industry and academic leaders.
The RBL Institute provides ideas with impact that
advance the HR profession through rigorous and
relevant research, access to global thought leaders,
in-person and virtual learning sessions, and
networking among global HR professionals within
and across member companies.
RBL Institute: Option for
Businesses of $1B+
22. 22
Selected
Participating
Companies
Include:
• 4 Institute Think Tank Sessions
• 2 CHRO Summits
• 10 Best Practice Sharing Calls
• 4 Webinars
• Original Research/Intellectual Property
• Enterprise Access to the RBL Institute Library
• Participation in the Human Resources Competency Study
Applied Materials
BASF
Gulfstream
IKEA
Intel
LEGO
Mars, Inc.
NatWest
Purina
Rio Tinto
Roche
“The RBL Institute offers outstanding thought leadership, innovative practices and a rich global
network of HR Leaders. They are a responsive sounding board and advisor for me and my
leadership team, helping us to be a world-class HR organization."
– Jill B. Smart, former Accenture CHRO and current president NAHR
RBL Institute