This is the Harvard Business case study analysis on the Royal Bank of Scotland. You may use them as reference but not to be copied and pasted for your school assignments. Cheers
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
This is the Harvard Business case study analysis on the Royal Bank of Scotland. You may use them as reference but not to be copied and pasted for your school assignments. Cheers
Performance management at vitality health enterprise incDS Adi Pratomo
We studied and analyse Harvard Business Case on Performance Management for our Post Graduated Business School subject in People in Organization. Do use it as reference and work on your own analysis, but try to avoid copy and paste.
Performance Management at Vitality Health Care
- By Dr. Ratna Sinha, Associate Professor, ISBR Business School, Bangalore
This 27 slide presentation is the destination to understand how to use the Six Thinking Hats for performance management of the organisation. It explains how to process information and solve problem with the rainbow colour hats. Each slide in his presentation includes a detailed description of a different hat colour and its application. Six hat technique explained with the Vitality Health Care Organisation, further describes, how it allows the necessary emotion and scepticism to be brought into rational decisions and opening up an opportunity for creativity within decision making. This presentation describes the nature and the contribution of each colour of the hat in different predicament circumstances.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
HBR Case study on Organization culture at a medium scale BPO company. The company is facing 35% attrition rate as compared to 16% average of the IT industry. HR manager is in a dilemma whether or not to go ahead with a new people support function wherein the company is suggesting to recruit a team of managers to just listen to employees feelings. This involves a huge cost but will this gesture by a company reduce the attrition rate? Since Organization culture is a topic by itself we have not used any strategic tool for analysis. This is a total opinion based presentation
Performance Management at Vitality Health Care
- By Dr. Ratna Sinha, Associate Professor, ISBR Business School, Bangalore
This 27 slide presentation is the destination to understand how to use the Six Thinking Hats for performance management of the organisation. It explains how to process information and solve problem with the rainbow colour hats. Each slide in his presentation includes a detailed description of a different hat colour and its application. Six hat technique explained with the Vitality Health Care Organisation, further describes, how it allows the necessary emotion and scepticism to be brought into rational decisions and opening up an opportunity for creativity within decision making. This presentation describes the nature and the contribution of each colour of the hat in different predicament circumstances.
Colgate Palmolive- Salary Offer Case StudyTANUSHREE BOSE
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
HBR Case study on Organization culture at a medium scale BPO company. The company is facing 35% attrition rate as compared to 16% average of the IT industry. HR manager is in a dilemma whether or not to go ahead with a new people support function wherein the company is suggesting to recruit a team of managers to just listen to employees feelings. This involves a huge cost but will this gesture by a company reduce the attrition rate? Since Organization culture is a topic by itself we have not used any strategic tool for analysis. This is a total opinion based presentation
HR Process Strategy - Determine process priority and maturityRustin Richburg
A structured approach to set HR / Talent Process Strategy. Includes an evaluation of process relative maturity. Provides survey template to assess customer feedback regarding process priorities, quality, and importance.
Getting The Best Out Of Your People - webinarG&A Partners
In today's business environment business owners must understand what motivates their employees so that they can reduce turnover and absenteeism, boost individual performance and create customer loyalty to ensure the long term success of the company. Jose Laurel takes an in-depth look at strategies that will help you align and manage goals, document performance and develop a plan for the Performance Management Process.
Presentation by Debra Tattrie on 'Performance and Talent Management: A Canadi...OECD Governance
This presentation by Debra Tattrie from the Treasury Board of Canada Secretariat, was made at the Public Employment and Management Expert meeting on "Senior Civil Service: Performance, Accountability and Organisational Success" on 26 November 2015. For further information, please see http://www.oecd.org/gov/pem/.
An understanding of return on investment (ROI) on employee enables an organization to strategically align the efforts prioritized for its human capital management initiatives to those that can have the most influence on the performance outcomes.
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
This is an analysis on Apple's Financial condition in 2013 where there's an excess cash and recommendation on how to do financial decision based on the condition.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
RBS Group : The Human Capital Strategy
1. The Royal Bank of Scotland Group :
The Human Capital Strategy
Syndicate – 5
1. Fadila Pratika HS Alimuddin - 29318345
2. Andi Firmansyah – 29318333
3. Herman Hutagalung – 29318375
4. Rikordias D – 29318391
5. Lidia Monika -- 29318315
6. Aunurrahman Priyo Aji - 29318402
2. 1. Please describe the evolution of people management at RBS in the period of
1997 to 2008
HR Practices Description
Evidence Based Human Capital
Measurement
• Implement a strong evidence based HR function framed around consultancy model,
supported by a shared services function
• Create an annual HR customer survey and bi-annual activity review to ensure that the HR
function was focused on delivering the business priorities.
• Leveraging the data to better understand and support HR initiatives
• Very clearly demonstrate the impact of measurement had bottom line business performance
New Metric for Employee Engagement • Develop new metric employee engagement to measure the strength of the Group Human
Capital
• Could identify the pattern where the most engaged employees produce superior business
result by running multiple regression from employee survey
• Employee engagement created based on leadership effectiveness and linked to customer
service, as well as achievement of sales target, staff absence and turn-over.
Standardization of Metrics across
Group
• Create standardization of metrics across the Group’s different business unit to ensuring fair
comparison between employee in different function and countries
• Having data at the business unit level afforded managers the opportunity to recognize and
address human capital challenges at the aggregate level
Friendly Human Capital Toolkit • Online tools that HR across Group diagnose issue, develop interventions, share best
practices and measure effectiveness of people strategy
• The toolkit enabled HR managers to work with their business to measure their people metrics
Branch Manager Performance
Measurement
• Creating Branch Manager as People Manager to communicate performance to their group of
people regularly and more frequent.
• Branch Manager as personal coaching and problem solver
People Focused Financial Services
Firm
• Managers are accountable to develop financial performance, customer service and people
management
3. To help business leaders utilize key people measures such as employee Engagement, turnover and leadership effectiveness.
• Reduce the Turnover and absences by analyzing which component of the employee proposition that impacted the engagement
• Employee engagement, programs such as :
• Rewards Program: Flexible Rewards
• Non-Financial: Design “The Big Thank You”
• Target and focus employment of policy is different among countries base on it key driver of engagement
• Leadership Effectiveness
• Implement standardized metrics to measure managerial effectiveness between :An individual and the line manager A business
units to senior management Executive level to it’s Divisional management Group Chief Executives and Group executive
Management Committee to its Group leaders across the myriad of countries, business and languages represented within the
group that enable RBS to compare employee internally and externally that enable RBS to have a strong insight into individuals
and their impact on business performance and Customer Service
• Performance Management
In RBS the Human Capital Strategy identified 7 Areas of Employee Performance that’s link with Business and customer
Performance Metric: Leadership Index, Engagement Index, Customer Focus, Image and Competitive Position, Managing
People and Change, Efficiency and innovation Together.
• The Human Capital Toolkit
• The Toolkit enable HR Professional across the group diagnose issue, develop interventions, share best practices and measures
the effectiveness of their people strategy
• Enable HR Manager to work with their business to measure their own people metrics
2. What’s the Human Capital Strategy in accordance to RBS
4. 3. Give Examples how RBS leverage data and information to the level of knowledge?
• RBS conducted annual survey “Your Feedback”. RBS uses the data from survey to help understand effectiveness of key
initiatives such as continuous framework “Work-Out”. Feedback from survey also highlighted one of key drivers of employee
engagement was non-financial recognition. RBS Remuneration & Benefits respond that by creating program “The Big Thank
You”, which enable managers to recognize excellence in customer service, such as; box of chocolate, red letter day and wine.
• RBS built a system called Human Capital Toolkit that helps HR professional across the Group diagnose issues, develop
interventions and share best practices.
• As an example, the Toolkit helps Paul & Helen analyze bank brand in the Group by region, by area manager, by aggregate and
by division in terms of customer service, financial performance, leadership, engagement and other aspects. The Toolkit informs
area branch managers influence on business performance and people performance was not as strong as the branch manager’s
influence. The data also said the company need to make it worthwhile for talented people to stay as branch managers.
• Brand managers is undervalued role for the last five years, because the job is seen as stepping stone.
• From that finding, the company view that the role of branch managers should be filled by high-quality people. In order to get
those high-quality people, several ways are considered such as:
• Raise of income
• People transfer from other division who has entrepreneur skill
• Transfer of Area Manager into Branch Manager
• HR Toolkit also implementing rating for branch managers (categorized as A and B), which then A-rated managers are taken as
role model. And managers who get B rating, considered as talent who need appropriate development to becoming A-rated
manager.
• Data from Toolkit also used to accurately segment branch managers and examine potential correlations between their
characteristics and competencies