Annual reviews are a long time standard for businesses to evaluate employee's performance. With the changing environment and generational difference, the standard needs some changes to match the needs of the current workforce.
How to Build a World-Class High-Performance CulturePerformanceIN
This document discusses how to build a high-performance culture. It defines culture as a company's operating system that guides how employees make decisions. It outlines five qualities of a great culture: vision, values, goals, consistency, and clarity. It emphasizes treating employees with respect and honesty, clearly communicating expectations, providing feedback, and investing in high-potential employees who share the company's values. Hiring the right people, establishing consistent processes, and creating a culture of accountability and growth are presented as keys to developing a high-performance culture.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
This document discusses factors related to career development in the 21st century. It notes that career paths are increasingly non-linear and that career development can be facilitated through lateral or downward moves. It emphasizes taking responsibility for one's own career and investing in continual learning. Several aspects of career development are covered, including optimizing one's situation by understanding career anchors, engaging in career planning and using tactics to advance one's career, balancing work and non-work responsibilities, and engaging in personal development.
Transactional And Transformational Leadership Development Powerpoint Presenta...SlideTeam
Transactional leadership can be summarized simply as transactions between leaders and subordinates, to improve performance. To showcase this in a PPT presentation, is a tough job. Hence, we are showcasing a readymade 80 slides Transactional and Transformational Leadership Development PowerPoint Presentation Slides as it is the one thing that you really don’t want to mess up. With help of our visually appealing PowerPoint presentation you can thereby briefing employees about transactional leadership. Well using our this Transactional and Transformational Leadership PPT deck presentation you can share insights about various types of difference between managers and leaders, leadership vs management, qualities of a good leader, formal and informal leadership, styles of leadership like autocratic, laissez-faire and democratic, trait theory of leadership and many more. You can also train your employees to identify four components of transformational leadership namely inspirational motivation, individual consideration, idealized influence, intellectual stimulation. Besides this, innovative presentation slides like leadership theories, traits and skills, managerial grid, contingency theory, fiedler’s model, path goal theory, SLT, participative decision making are included to make this PowerPoint show more precise. In nut shell, downloading our transactional and transformational leadership development presentation slide deck not only saves your time, but also supports in building future leaders. Quickly get started now and download this amazing PPT deck example. Transcend barriers with your thoughts. Get above it all with our Transactional And Transformational Leadership Development Powerpoint Presentation Slides. https://bit.ly/3xY1zmS
An alternative to annual salary increases Axiom Consulting PartnersDavid Moon
Delivered at the 2016 World@Work Total Rewards Conference, this presentation offers an alternative to annual salary increases while increasing the meaningfulness of rewards, aligning rewards with performance, and making better use of the time of both employees and managers. Presented by Juan Pablo Gonzalez, partner at Axiom Consulting Partners and Bruce O'Neel, VP-HR at CSG International.
Leading and Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
1. It is not easy to find good employees, and we have seen how critical good employees are to a successful business.
2. The next step is ensuring that they continue to work for you with their heart and soul and are not waiting for the right time to switch to one of your competitors.
3. There is much you can do to retain employees and build a happy, hardworking, and innovative team. Monetary compensation is but a small part of it.
4. Much of your employee retention depends on the quality of communication with your employees.
5. Share your vision with your staff. What is critical is that employees know very clearly what the company stands for, how it is moving toward its goals, and where the employee fits in.
6. Share Success and Defeats: There will be a fair share of both. Sharing them with your employees will prepare them for the bad times and help them build on the good ones.
7. Top employees look for opportunity. Top employees also need mentoring and feedback.
8. Provide plenty of positive feedback to average employees every time they grow a little.
9. Use challenges, the workplace environment, and recognition to motivate your employees.
10. Be fair with your employees!
Employee Engagement Reward And RecognitionRanjit Das
This document discusses the importance of non-monetary recognition for employee engagement. It provides examples of different forms of recognition employees may prefer and advises managers to understand individual preferences. Managers are encouraged to give detailed praise using the "Standard-Observed-Impact" model to acknowledge specific accomplishments. Recognition from line managers is especially impactful for motivating employees. The document suggests managers find ways to recognize direct reports through verbal and written thanks tailored to individual employees.
How to Build a World-Class High-Performance CulturePerformanceIN
This document discusses how to build a high-performance culture. It defines culture as a company's operating system that guides how employees make decisions. It outlines five qualities of a great culture: vision, values, goals, consistency, and clarity. It emphasizes treating employees with respect and honesty, clearly communicating expectations, providing feedback, and investing in high-potential employees who share the company's values. Hiring the right people, establishing consistent processes, and creating a culture of accountability and growth are presented as keys to developing a high-performance culture.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
This document discusses factors related to career development in the 21st century. It notes that career paths are increasingly non-linear and that career development can be facilitated through lateral or downward moves. It emphasizes taking responsibility for one's own career and investing in continual learning. Several aspects of career development are covered, including optimizing one's situation by understanding career anchors, engaging in career planning and using tactics to advance one's career, balancing work and non-work responsibilities, and engaging in personal development.
Transactional And Transformational Leadership Development Powerpoint Presenta...SlideTeam
Transactional leadership can be summarized simply as transactions between leaders and subordinates, to improve performance. To showcase this in a PPT presentation, is a tough job. Hence, we are showcasing a readymade 80 slides Transactional and Transformational Leadership Development PowerPoint Presentation Slides as it is the one thing that you really don’t want to mess up. With help of our visually appealing PowerPoint presentation you can thereby briefing employees about transactional leadership. Well using our this Transactional and Transformational Leadership PPT deck presentation you can share insights about various types of difference between managers and leaders, leadership vs management, qualities of a good leader, formal and informal leadership, styles of leadership like autocratic, laissez-faire and democratic, trait theory of leadership and many more. You can also train your employees to identify four components of transformational leadership namely inspirational motivation, individual consideration, idealized influence, intellectual stimulation. Besides this, innovative presentation slides like leadership theories, traits and skills, managerial grid, contingency theory, fiedler’s model, path goal theory, SLT, participative decision making are included to make this PowerPoint show more precise. In nut shell, downloading our transactional and transformational leadership development presentation slide deck not only saves your time, but also supports in building future leaders. Quickly get started now and download this amazing PPT deck example. Transcend barriers with your thoughts. Get above it all with our Transactional And Transformational Leadership Development Powerpoint Presentation Slides. https://bit.ly/3xY1zmS
An alternative to annual salary increases Axiom Consulting PartnersDavid Moon
Delivered at the 2016 World@Work Total Rewards Conference, this presentation offers an alternative to annual salary increases while increasing the meaningfulness of rewards, aligning rewards with performance, and making better use of the time of both employees and managers. Presented by Juan Pablo Gonzalez, partner at Axiom Consulting Partners and Bruce O'Neel, VP-HR at CSG International.
Leading and Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
1. It is not easy to find good employees, and we have seen how critical good employees are to a successful business.
2. The next step is ensuring that they continue to work for you with their heart and soul and are not waiting for the right time to switch to one of your competitors.
3. There is much you can do to retain employees and build a happy, hardworking, and innovative team. Monetary compensation is but a small part of it.
4. Much of your employee retention depends on the quality of communication with your employees.
5. Share your vision with your staff. What is critical is that employees know very clearly what the company stands for, how it is moving toward its goals, and where the employee fits in.
6. Share Success and Defeats: There will be a fair share of both. Sharing them with your employees will prepare them for the bad times and help them build on the good ones.
7. Top employees look for opportunity. Top employees also need mentoring and feedback.
8. Provide plenty of positive feedback to average employees every time they grow a little.
9. Use challenges, the workplace environment, and recognition to motivate your employees.
10. Be fair with your employees!
Employee Engagement Reward And RecognitionRanjit Das
This document discusses the importance of non-monetary recognition for employee engagement. It provides examples of different forms of recognition employees may prefer and advises managers to understand individual preferences. Managers are encouraged to give detailed praise using the "Standard-Observed-Impact" model to acknowledge specific accomplishments. Recognition from line managers is especially impactful for motivating employees. The document suggests managers find ways to recognize direct reports through verbal and written thanks tailored to individual employees.
Clearx Exponential Performance Optimisation LifeMasters.co.za Tony Dovale Ove...Tony Dovale
How to use the 6 specific areas fot business optimisation detailed in Clearx exponential performance framework - by lifemasters.co.za Tony Dovale - free seminar at www.lifemasters.co.za/clearx-session.
Based upon 30+ years of research and development, CLEARx High Performance Framework is supported by the extensive academic work of HPO Center in europe.
Get a free HPO Diagnostic when you book a HPO Mindsets & Teamwork Talk with Tony Dovale to get your organisation optimised and operating exponentially.
Succession planning is important for organizations as many Baby Boomer leaders plan to leave their positions in the next 7 years. A good succession plan selects a successor with the right personality, passion for the work, knowledge of the company, and loyalty. It should also invest in the successor's professional development. The succession planning process typically involves assessing the current situation, defining leadership roles, reviewing candidate skills, selecting candidates, setting a timeline, and making a commitment to carry out the plan.
This document discusses strategic career planning and provides advice for proactively managing one's career. It compares the roles of a lawyer and business owner, noting business owners are more proactive. A Harvard Business Review survey found women ranked higher than men in leadership characteristics except envisioning. The document urges taking a strategic approach to one's career by defining overarching and interim goals, gaining necessary experiences, and speaking up about goals and development plans. It concludes by offering contact information to discuss career consulting services.
How to retain good employee for companyPaul Nguyen
The document discusses concepts related to employee retention, reasons why employees leave, and how to retain good employees. It notes that employees often leave due to poor relationships with bosses rather than dissatisfaction with the work. Retaining employees is important for business success. Providing career growth opportunities, competitive pay and benefits, and ensuring employees understand expectations can help with retention. Exit interviews may also provide insights for improving employee satisfaction.
The document discusses five keys to effective succession planning in organizations:
1) Identify key leadership criteria such as experience, performance, competencies, and job match to determine future leaders.
2) Find future leaders by assessing internal candidates and determining future needs to fill open positions.
3) Measure results and reinforce desired behaviors by evaluating how well candidates match open jobs and recognizing development achievements.
4) Create a sense of responsibility by making managers identify their own replacements and acknowledge gaps.
5) Align succession planning with strategic plans by identifying strong performers, developing future leaders, and determining future recruitment needs.
Retaining talent in today’s job market pptShannon Brown
This document discusses strategies for retaining talent in today's job market. It notes that improved retention practices are needed beyond just keeping employees due to a poor economy. Stay interviews can help understand employees' motivations and development needs. Younger generations, known as Gen Y, are looking for career fulfillment and advancement opportunities beyond just pay. Creating a sense of "job embeddedness" through links to other employees, perceived job importance, and off-the-job factors can improve retention. Feeling valued through customer-oriented approaches is often more effective than raises at retaining talent.
The document discusses employee turnover and reasons why employees leave organizations. It defines employee turnover and notes that measuring it can help employers understand reasons for turnover and estimate hiring costs. Some key reasons discussed for why employees leave include salary not being the only factor, lack of promotion opportunities, workplace stress, conflicts with coworkers or managers, and lack of work-life balance. The presentation provides strategies for employers to reduce turnover such as improving relationships, recognizing employee contributions, addressing conflicts constructively, and providing flexibility and support for overworked employees.
Why & how do we work as a strategic HR partner to management here at WoogaSteven Gilmore
I was asked to give a talk to 'Good School' on the topic:
"Why & how do we work as a strategic HR partner to management here at Wooga"
Here are the slides.
This document discusses a case study about issues arising at Independence Engineering Company regarding employee attitudes and performance evaluation. It analyzes the perspectives of the company, an employee named Srivatsa, and the manager Lajpat. Srivatsa has become dissatisfied with the company's fixed grade pay system and lack of monetary benefits or positive feedback. This has hurt employee motivation, relations, and commitment. The document proposes solutions like rewards, feedback sessions, and a balanced scorecard approach to performance management to improve loyalty, productivity, and staff retention.
The document discusses factors for career success, including awareness of interests and aptitudes, satisfaction with different careers, and understanding performance expectations. It presents different career themes and assessments of traits, behaviors, and priorities that contribute to finding the right career fit and achieving success. The Pathfinder career assessment tool is introduced as a way to evaluate these various dimensions and identify suitable career options.
Your employees want a bigger piece of the pie. You want to attract and retain top talent while motivating employees to perform at their best. In this webinar, PayScale and BambooHR experts guide you to create a compensation plan that's a win/win for both you and your employees.
Key learnings:
Gain executive support
Define your compensation strategy
Develop a market-based pay structure
Build pay ranges
Implement your total rewards plan
The line between managers and HR can be blurry when it comes to employee performance. This slideshare looks at what performance is, what it should be and how to get the most out of your employees.
Motivate Europe Live: The role of Recognition andIncentives in the ‘Employee...Motivate Europe Live
This document discusses the employee value proposition (EVP) and the role that recognition and incentives play in developing a strong EVP. It defines the EVP as the elements employees consider when evaluating an employer. Recognition and incentives are important for attracting, retaining, and engaging employees. The document outlines different types of incentive and recognition schemes and how they can be used to support various business goals beyond just sales, such as improving safety, productivity, costs, and staff retention. Recognition acknowledges employee actions and performance while incentives offer variable payments tied to predetermined performance goals. Both recognition and incentives help support an organization's values and business strategy as important aspects of an employer's value proposition.
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDFSteve Donnelly
This document provides an individual score report for Steve Donnelly assessing his leadership potential for a senior level leadership role. The report finds that Steve's leadership interests, experience, and styles are well-aligned with successful senior leaders. While no immediate development needs are identified, the report recommends Steve focus on further developing his collective orientation and preparing for the increased visibility of a senior role. Overall, the results suggest Steve is well-positioned for an effective transition to senior level leadership.
The document discusses the changing realities of hiring and retaining top talent. Old ways of thinking centered around companies having all the power and employees being replaceable, while new realities find talented people driving competition and being in high demand. It suggests moving from an old strategy of growing talent slowly to a new approach of aggressively scouting diverse talent pools, selling the company vision, and investing in people to keep top performers loyal. It also provides questions for ensuring a company mindset focused on strengthening its talent pool.
Employee Turnover Predictors | Win the War for TalentQuantum Workplace
This document discusses key predictors of employee turnover based on a recent study. It identifies the top 5 predictors as: 1) Lack of job satisfaction, with many employees unhappy in their jobs and not feeling challenged. 2) Individual needs unmet, with many feeling their opinions were not valued and they lacked organizational support. 3) Poor team dynamics, with issues around collaboration and relationships with supervisors. 4) Misalignment, with employees not feeling their jobs aligned with the organization's plans or their own career goals. 5) Unlikely to stay, with many unwilling to commit to remaining at the organization long-term. It provides tips to increase retention, such as focusing on employee strengths, offering development opportunities, and improving communication. Exper
Key Person Risk and Succession Planning WorkshopEric Tachibana
This document outlines a process for managing succession plans to mitigate key-person risk. It involves a 6 step process that management teams can complete quarterly:
1. Define what constitutes likelihood and impact of losing a key person.
2. Rate team members on likelihood and impact using a 1-9 scale.
3. Plot ratings on a grid to identify key people requiring succession plans.
4. Define characteristics of a good succession plan.
5. Rate existing plans for key people.
6. Develop actions to strengthen plans rated as high-risk.
The goal is to establish strong succession plans for all key roles to ensure business continuity if a high performer leaves unexpectedly.
Administrative Cohort Implementation Case Study 2021Lynn Walder
Kimberly Cotton implemented an Administrative Cohort, called the Leadership Support Team (LST), at her company Jack Henry & Associates. She was inspired by Lynn Walder's concept of an Admin Cohort model. The LST brings together administrative staff who support executive leadership. It aims to build relationships, share knowledge, align processes, and collaborate across the company. Kimberly introduced the concept in 2017 and has continued evolving the model. It has helped elevate administrative roles by giving them influence, recognition as change agents, and a platform to work together.
1. Radiotherapy can play roles in both curative and palliative settings for the management of hepatocellular carcinoma (HCC).
2. For small HCC lesions within Milan criteria, stereotactic ablative radiotherapy delivers a high radiation dose in 1-4 fractions and can be used for tumors that are unresectable or ineligible for other local therapies.
3. For larger HCC lesions, radiotherapy can be combined with transarterial chemoembolization to consolidate treatment or salvage refractory lesions after repeated TACE. This combines the effects of radiation and prolonged exposure to chemoagents from TACE.
4. Radiotherapy may also help control vascular
Clearx Exponential Performance Optimisation LifeMasters.co.za Tony Dovale Ove...Tony Dovale
How to use the 6 specific areas fot business optimisation detailed in Clearx exponential performance framework - by lifemasters.co.za Tony Dovale - free seminar at www.lifemasters.co.za/clearx-session.
Based upon 30+ years of research and development, CLEARx High Performance Framework is supported by the extensive academic work of HPO Center in europe.
Get a free HPO Diagnostic when you book a HPO Mindsets & Teamwork Talk with Tony Dovale to get your organisation optimised and operating exponentially.
Succession planning is important for organizations as many Baby Boomer leaders plan to leave their positions in the next 7 years. A good succession plan selects a successor with the right personality, passion for the work, knowledge of the company, and loyalty. It should also invest in the successor's professional development. The succession planning process typically involves assessing the current situation, defining leadership roles, reviewing candidate skills, selecting candidates, setting a timeline, and making a commitment to carry out the plan.
This document discusses strategic career planning and provides advice for proactively managing one's career. It compares the roles of a lawyer and business owner, noting business owners are more proactive. A Harvard Business Review survey found women ranked higher than men in leadership characteristics except envisioning. The document urges taking a strategic approach to one's career by defining overarching and interim goals, gaining necessary experiences, and speaking up about goals and development plans. It concludes by offering contact information to discuss career consulting services.
How to retain good employee for companyPaul Nguyen
The document discusses concepts related to employee retention, reasons why employees leave, and how to retain good employees. It notes that employees often leave due to poor relationships with bosses rather than dissatisfaction with the work. Retaining employees is important for business success. Providing career growth opportunities, competitive pay and benefits, and ensuring employees understand expectations can help with retention. Exit interviews may also provide insights for improving employee satisfaction.
The document discusses five keys to effective succession planning in organizations:
1) Identify key leadership criteria such as experience, performance, competencies, and job match to determine future leaders.
2) Find future leaders by assessing internal candidates and determining future needs to fill open positions.
3) Measure results and reinforce desired behaviors by evaluating how well candidates match open jobs and recognizing development achievements.
4) Create a sense of responsibility by making managers identify their own replacements and acknowledge gaps.
5) Align succession planning with strategic plans by identifying strong performers, developing future leaders, and determining future recruitment needs.
Retaining talent in today’s job market pptShannon Brown
This document discusses strategies for retaining talent in today's job market. It notes that improved retention practices are needed beyond just keeping employees due to a poor economy. Stay interviews can help understand employees' motivations and development needs. Younger generations, known as Gen Y, are looking for career fulfillment and advancement opportunities beyond just pay. Creating a sense of "job embeddedness" through links to other employees, perceived job importance, and off-the-job factors can improve retention. Feeling valued through customer-oriented approaches is often more effective than raises at retaining talent.
The document discusses employee turnover and reasons why employees leave organizations. It defines employee turnover and notes that measuring it can help employers understand reasons for turnover and estimate hiring costs. Some key reasons discussed for why employees leave include salary not being the only factor, lack of promotion opportunities, workplace stress, conflicts with coworkers or managers, and lack of work-life balance. The presentation provides strategies for employers to reduce turnover such as improving relationships, recognizing employee contributions, addressing conflicts constructively, and providing flexibility and support for overworked employees.
Why & how do we work as a strategic HR partner to management here at WoogaSteven Gilmore
I was asked to give a talk to 'Good School' on the topic:
"Why & how do we work as a strategic HR partner to management here at Wooga"
Here are the slides.
This document discusses a case study about issues arising at Independence Engineering Company regarding employee attitudes and performance evaluation. It analyzes the perspectives of the company, an employee named Srivatsa, and the manager Lajpat. Srivatsa has become dissatisfied with the company's fixed grade pay system and lack of monetary benefits or positive feedback. This has hurt employee motivation, relations, and commitment. The document proposes solutions like rewards, feedback sessions, and a balanced scorecard approach to performance management to improve loyalty, productivity, and staff retention.
The document discusses factors for career success, including awareness of interests and aptitudes, satisfaction with different careers, and understanding performance expectations. It presents different career themes and assessments of traits, behaviors, and priorities that contribute to finding the right career fit and achieving success. The Pathfinder career assessment tool is introduced as a way to evaluate these various dimensions and identify suitable career options.
Your employees want a bigger piece of the pie. You want to attract and retain top talent while motivating employees to perform at their best. In this webinar, PayScale and BambooHR experts guide you to create a compensation plan that's a win/win for both you and your employees.
Key learnings:
Gain executive support
Define your compensation strategy
Develop a market-based pay structure
Build pay ranges
Implement your total rewards plan
The line between managers and HR can be blurry when it comes to employee performance. This slideshare looks at what performance is, what it should be and how to get the most out of your employees.
Motivate Europe Live: The role of Recognition andIncentives in the ‘Employee...Motivate Europe Live
This document discusses the employee value proposition (EVP) and the role that recognition and incentives play in developing a strong EVP. It defines the EVP as the elements employees consider when evaluating an employer. Recognition and incentives are important for attracting, retaining, and engaging employees. The document outlines different types of incentive and recognition schemes and how they can be used to support various business goals beyond just sales, such as improving safety, productivity, costs, and staff retention. Recognition acknowledges employee actions and performance while incentives offer variable payments tied to predetermined performance goals. Both recognition and incentives help support an organization's values and business strategy as important aspects of an employer's value proposition.
TLT - The Wills Group, Inc. - Tgt=SLL - Donnelly, Steve - US English.PDFSteve Donnelly
This document provides an individual score report for Steve Donnelly assessing his leadership potential for a senior level leadership role. The report finds that Steve's leadership interests, experience, and styles are well-aligned with successful senior leaders. While no immediate development needs are identified, the report recommends Steve focus on further developing his collective orientation and preparing for the increased visibility of a senior role. Overall, the results suggest Steve is well-positioned for an effective transition to senior level leadership.
The document discusses the changing realities of hiring and retaining top talent. Old ways of thinking centered around companies having all the power and employees being replaceable, while new realities find talented people driving competition and being in high demand. It suggests moving from an old strategy of growing talent slowly to a new approach of aggressively scouting diverse talent pools, selling the company vision, and investing in people to keep top performers loyal. It also provides questions for ensuring a company mindset focused on strengthening its talent pool.
Employee Turnover Predictors | Win the War for TalentQuantum Workplace
This document discusses key predictors of employee turnover based on a recent study. It identifies the top 5 predictors as: 1) Lack of job satisfaction, with many employees unhappy in their jobs and not feeling challenged. 2) Individual needs unmet, with many feeling their opinions were not valued and they lacked organizational support. 3) Poor team dynamics, with issues around collaboration and relationships with supervisors. 4) Misalignment, with employees not feeling their jobs aligned with the organization's plans or their own career goals. 5) Unlikely to stay, with many unwilling to commit to remaining at the organization long-term. It provides tips to increase retention, such as focusing on employee strengths, offering development opportunities, and improving communication. Exper
Key Person Risk and Succession Planning WorkshopEric Tachibana
This document outlines a process for managing succession plans to mitigate key-person risk. It involves a 6 step process that management teams can complete quarterly:
1. Define what constitutes likelihood and impact of losing a key person.
2. Rate team members on likelihood and impact using a 1-9 scale.
3. Plot ratings on a grid to identify key people requiring succession plans.
4. Define characteristics of a good succession plan.
5. Rate existing plans for key people.
6. Develop actions to strengthen plans rated as high-risk.
The goal is to establish strong succession plans for all key roles to ensure business continuity if a high performer leaves unexpectedly.
Administrative Cohort Implementation Case Study 2021Lynn Walder
Kimberly Cotton implemented an Administrative Cohort, called the Leadership Support Team (LST), at her company Jack Henry & Associates. She was inspired by Lynn Walder's concept of an Admin Cohort model. The LST brings together administrative staff who support executive leadership. It aims to build relationships, share knowledge, align processes, and collaborate across the company. Kimberly introduced the concept in 2017 and has continued evolving the model. It has helped elevate administrative roles by giving them influence, recognition as change agents, and a platform to work together.
1. Radiotherapy can play roles in both curative and palliative settings for the management of hepatocellular carcinoma (HCC).
2. For small HCC lesions within Milan criteria, stereotactic ablative radiotherapy delivers a high radiation dose in 1-4 fractions and can be used for tumors that are unresectable or ineligible for other local therapies.
3. For larger HCC lesions, radiotherapy can be combined with transarterial chemoembolization to consolidate treatment or salvage refractory lesions after repeated TACE. This combines the effects of radiation and prolonged exposure to chemoagents from TACE.
4. Radiotherapy may also help control vascular
HR Virtual Learning Zone Panel Discussion on Hi-Po ManagementHR VLZ
HR VLZ Panel Discussion on the theme - 'Hi-Po Management - Benefits and Challenges' with Mr. Jaspreet Bakshi, Sr VP HR & Regional Head - HR People Services, RBS India & Mr. Uday Burra, Chief People Officer, Cheers Interactive Pvt. Ltd is scheduled on Friday, December 4, 2015 at 1130hrs.
Key Takeaways:
How to create a hi-po management system?
What are the benefits of having a strong hi-po system?
What are the challenges of hi-po system?
What is the responsibility of HR in creating and maintaining a hi-po system?
How do you measure the ROI w.r.t. business deliverables of hi-po framework?
What is the impact/implication of hi-po on larger population in organization?
How do you engage and cultivate hi-po employees to stay and perform?
Is it recognition or added responsibilty?
What is business role in managing a hi-po program?
Vlerick HRday 2013: Internationaal Talentmanagement - Geert AelbrechtVlerick Business School
BESIX is a large Belgian contracting group with activities in 17 countries across 4 continents and over 21,000 employees from more than 40 nationalities. The document discusses BESIX's implementation of an international talent management program called "potential management" to identify and develop high-potential employees. It describes BESIX's process for defining potential, selecting candidates, managing the process, reviewing results, and next steps for the program, which includes establishing a potential academy across boundaries and setting KPIs and follow-up procedures.
Vlerick HRday 2013: Rethinking hrm, Telenet best practices - Claudia PoelsVlerick Business School
This document summarizes best practices in HR management from Telenet, including:
1. Driving change from within by enhancing employee involvement to create immediate buy-in and facilitating adoption of changes.
2. Reviewing and updating social media and mid-year review policies based on employee feedback to make them more realistic and useful as orientation tools.
3. Introducing a bottom-up coaching compass questionnaire to provide feedback on management and support coaching across the organization.
Activities of hr department for discussion with ministerRuwan Kannangara
The HR department oversees recruitment processes and welfare activities. For recruitment, a large number of casual employees are receiving permanent appointments as tractor operators, drivers, field supervisors, livestock supervisors, peons and officers - a first for the organization. Appointment anomalies will be forwarded to the National Salaries and Carder Commission for direction. A date will be obtained from the Honorable Minister to award the letters. For welfare, a volleyball tournament is scheduled with preliminary matches in late December and semi-finals and finals in January 2013.
Overview of how to transform performance measurement, based on Dr. Dean Spitzer\'s book "Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success"
The document discusses performance appraisals, including their definition, objectives, advantages, and limitations. Performance appraisals involve supervisors systematically evaluating employee performance against targets and plans. They are used to determine compensation, identify strengths and weaknesses, provide feedback, and influence employee development. While they can motivate employees and aid in selection validation, there are also limitations like spillover effects that influence ratings based on past performance.
The document summarizes hot topics in human resources, including provisions of the American Recovery and Reinvestment Act of 2009 related to unemployment benefits, health care technology funding, and COBRA subsidies. It also discusses recent changes to HIPAA regulations regarding privacy breaches and penalties as well as updates to FMLA rules. Additional legislative issues at the federal and state level are outlined.
The document discusses various aspects of performance appraisal including definitions, objectives, processes, methods, issues, advantages, and disadvantages. Specifically, it defines performance appraisal as evaluating an employee's job performance and sharing feedback to improve. It lists objectives for both employees and organizations. It outlines the typical performance appraisal process and describes traditional and modern methods like graphic rating scales, forced choice, critical incidents, field review, behavioral anchored rating scales, and 360 degree/MBO approaches. It also notes some common issues and both advantages like motivating employees and disadvantages like potential bias.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
From Diversity Zero to Hero: The GoDaddy Transformation StoryLever Inc.
Overhauling a company's reputation, brand and culture is no small feat, but over the last five years, GoDaddy has achieved a full-scale transformation. Katee Van Horn, the company's VP of Global Engagement and Inclusion, has been there throughout. Here, she brings us behind the scenes to show what it's taken to elevate GoDaddy to one of the most admired workplaces for diversity, and particularly for women in tech.
Women in High Tech Project: Moving from Discussion to ActionKaren Holtzblatt
High tech thought leader Karen Holtzblatt introduces the Women in High Tech Retention Project and then shares key factors for retention and interventions. For more information:
http://www.incontextdesign.com/womenintech/
karen@incontextdesign.com
@kholtzblatt
This document provides an overview of competency-based interview skills. It discusses the objectives of competency-based interviews which are to assess candidates based on their past behaviors and performance rather than hypothetical situations. Competencies are defined as the behaviors needed to perform a job effectively. Competency frameworks outline the key competencies for different roles. Competency-based interviews involve asking candidates to provide examples from their past experience to demonstrate they possess the needed competencies. The document provides tips for candidates on how to prepare for and answer competency-based interview questions effectively.
In recent years, the hype of big data has left some organizations in limbo with unfulfilled promises of what that data can help them achieve. Mature HR organizations have honed their strategy to find success with the next technology evolution: applied analytics.
Applied people analytics can highlight trouble-spots, forecast trends, and otherwise help you make sense of millions of rows of records so that you can make better decisions for your organization, but it can also be leveraged to help employees on an individual basis. In this webinar you will learn:
Why promoting career development helps the organization as well as the employee
How to learn from past employee movement to best predict where to invest development resources
How to empower managers to have career development conversations in the absence of HR-defined career paths
According to Gallup, when employees leave an organization, 32% are leaving for career advancement. Learn how you can use big data insight to drive meaningful conversations about career development in your organization and achieve better workforce and business outcomes. In this webinar, Talent Management expert Caitlin Bigsby will discuss how you can empower people managers to be career coaches using people analytic insights.
Leadership readiness initiatives aren’t working, so its time to RETHINK what we’ve been doing and focus on the practice of leadership acceleration.
Use these six acceleration imperatives that drive succession success to move your leaders in the direction to being ready now.
ENGAGED! How to Create a Culture of ENGAGED Employees
Now is the time to engage your employees! Disengagement costs money, wastes time and strains resources. Join Michelle as she inspires leaders to look at their organization and make a plan to re-engage or further engage their employees.
The document discusses the 4 Quadrants of Leadership and competencies within each quadrant. It describes how leaders are made, not born, and focuses on developing leadership skills through self-awareness, experience, learning from others, and formal development programs. The presentation emphasizes measuring the impact of leadership on key business metrics like productivity, innovation, employee turnover, and financial performance.
Is Performance Appraisal: Salary Justification or Employee Development? Gatto Associates, LLC.
The document discusses performance appraisals and their evolution from a tool focused on employee development to primarily justifying salary decisions. It argues that appraisals are ineffective when conducted just annually and lack meaningful feedback and goal setting. To be effective, it suggests appraisals should include continual feedback, clear expectations set jointly by managers and employees, documentation of accomplishments, and treating employees as autonomous professionals responsible for their own development. Regular check-ins allow managers to recognize successes and support improvements, while respecting employees as responsible adults in charge of their own careers.
Is Performance Appraisal Salary Justification or Employee Development? Gatto Associates, LLC.
What have performance appraisals turned into?
• Ways to justify the distribution money,
• A play it safe approach by not giving too high or too low a rating,
• A once a year necessity, a drudgery for the boss and employee
• A justification game that organizations have to play
• An untruth based on taking a 5-point scale that turns into a 3-point scale
The document provides an overview of a Generation Leadership Retreat seminar hosted by S2 Leadership Consultants. The retreat aims to enhance leadership influence, overcome challenges, identify gaps, and create more collaboration. Participants complete online assessments before the retreat and spend the first intensive day reviewing results and committing to changes. The second day focuses on new leadership tools and goal-setting. Follow up coaching calls occur monthly to support progress, with a review after 90 days. Six months later, assessments are repeated to measure changes in communication, influence, productivity, innovation and employee engagement. The retreat is shown to help leaders and their organizations achieve results.
Moving to the C-Suite EgonZehnder November 2016 2Ty Ahmad-Taylor
This document provides an overview of Egon Zehnder, an executive search firm, including details about:
- The firm's global reach with over 230 partners and 420 consultants working in 69 offices across 41 countries
- Their services which include executive search, board consulting, assessment and development, and strategic restructuring
- An analysis of changing needs in C-Suite executives and competencies they look for in candidates
- Frameworks for diagnosing a candidate's motivation and assessing their potential beyond past performance
Taking the Pain Out of Performance Reviews | Webinar 12.11.14BizLibrary
“I love annual performance reviews!” Said no one ever. Performance reviews are a workplace “tradition” that’s just about universally despised. In this webinar we’ll discuss 4 keys to make the process less painful and more productive.
www.bizlibrary.com
This document discusses the importance of clearly articulating the "why" of a business in order to motivate customers and staff. It emphasizes establishing the original purpose and passion behind the business. The document also provides tips for effective communication within family businesses and for hiring quality employees based on core values. Annual reviews are recommended to clarify the business's direction, roles, and compensation packages. Motivating staff involves treating them with respect, recognition, and engagement.
Benefits That Employees Actually Want: How To Source and Implement Benefits T...Aggregage
Join Ellen Meza, Director of Global Benefits at DocuSign for this step-by-step guide for sourcing and implementing benefits to win the talent war and unlock ROI. Far too often HR leaders feel locked in to their once-a-year decisions, but we're here to bust the doors off that myth.
Ellen will share real life examples of the benefits she deploys year-round based on data. She'll show the vast impact it can have on your employee experience, retention, and hiring. This year, that upper hand on retention and hiring great talent is paramount.
This webinar will walk you through how to transition your company to a growth mindset when it comes to benefits, bolstering you against turnover and improving employee sentiment all around. You'll get tactical advice on how to understand employees' changing needs, and a framework to request the budget you need from finance and the support you need from leadership.
Wherever you are in the decision-making process, you’ll walk away with:
• A playbook you can access 365 to build a data-driven benefits plan that improves your employee satisfaction and reduces turnover
• The tools to get the funding you want from finance teams and and the buy in you need from leadership
• Tips to attract and impress new talent through innovative offerings
A structured process results in high quality management decisions about leadership development, succession, and career planning. The business benefits from better leaders and greater employee motivation which means improved retention of key talent and a lower cost of turnover.
We’re In a Leadership Development Crisis – Now What?
According to the 2015 annual survey by Deloitte, only 18 percent of organizations hold their leaders accountable for identifying and developing successors. Does this ring true with your organization? In this upcoming spotlight webinar, Howard Prager, president of Advance Learning Group, will share what learning leaders can do to make impactful succession planning programs and where dollars should be invested to achieve the greatest return.
During this spotlight webinar attendee will hear:
What the problem is with leadership development.
Where you can get the biggest bang for your investment growing your leaders.
What the best organizations do to deliver effective leadership development.
How you can grow your talent to be the leaders your organization needs.
HR Roundtable - Cyndi Graziano PresentationPR Council
The document discusses strategies for human resources professionals to help retain talent. It recommends that HR professionals (1) act as internal consultants by staying connected to the business and industry, listening well, and thinking proactively; (2) navigate company changes with finesse and believe in developing a strong talent bench; and (3) grow talent by providing opportunities and removing underperformers, achieving staff's full potential through development, gaining confidence to advise strategically, and ending conversations by asking what more can be done.
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
2. Performance Management
§ Expecta(ons
set
at
(me
of
hire
§ Job
descrip(ons
§ Feedback
during
the
year
+/-‐
§ Annual
review
3. What is the Purpose for
the Annual Review?
§ Money
§ Deliver
feedback
§ Praise
§ Set
expecta(ons
§ Course
correct
§ Change
behavior
or
performance
4. Are we Accomplishing These Goals?
98
percent
of
645
HR
managers
believe
yearly
evalua(ons
are
not
useful*
60
percent
of
HR
execu(ves
give
their
own
performance-‐
management
systems
a
*
Achievers
study
grade
of
C
or
below**
**
World
at
Work/Sibson
Study
5. Common Trends and Pitfalls
§ Late
reviews
§ Not
thorough
or
specific
§ Delayed
feedback
that
is
no
longer
relevant
§ Sole
focus
on
money
§ Not
used
as
a
resource
for
management
of
performance
6. How it makes your
employees feel?
§ Nervous
§ Did
not
recognize
them
for
their
contribu(on
§ Perceived
as
inaccurate
§ Did
not
provide
meaningful
feedback
7. Questions to Consider
Do
the
piTalls
outweigh
the
purpose?
Why
do
we
s(ll
do
these?
What
can
be
beVer?
9. What we are trying to accomplish?
§ Top
performance
§ Engaged
employees
§ Establish
clear
expecta(ons
§ Set
manager
and
employee
on
the
same
path
12. Baby Boomers(Born between 1946 – 1964)
Who they are… How they are motivated…
§ Work
centric
§ Independent
§ Goal-‐oriented
§ Compe((ve
§ Posi(on,
perks
and
pres(ge
§ Challenging
projects
§ Praise
for
long
hours
§ Title
13. Gen X (Born between 1965 and 1980)
Who they are… How they are motivated…
§ Individualis(c
§ Technologically
adept
§ Flexible
§ Value
work/life
balance
§ Freedom
and
responsibility
§ Hands-‐off
management
§ Change
§ Fun
in
the
workplace
14. Millennials (Born between 1980 and 2000)
Who they are… How they are motivated…
§ Tech
savvy
§ Family
centric
§ Achievement
oriented
§ Team
oriented
§ AVen(on
craving
§ Instant
feedback
§ Meaningful
work
§ Inclusion
§ Having
a
voice
17. The Hamsters
§ Comfortable
(perhaps
too
much)
§ Low
company
contribu(on
§ High
sa(sfac(on
Who they are…
§ What
feedback
can
be
given?
§ How
do
you
increase
contribu(on?
§ How
do
you
challenge?
What to
consider…
18. The Crash and Burners
§ “Quit”
and
stay
§
High
company
contribu(on
§
Low
sa(sfac(on
Who they are…
§ Are
goals
aligned?
§ Do
they
fit
the
company
culture?
§ What
is
their
mo(va(on?
What to
consider…
19. The Disengaged
§ Low
company
contribu(on
§ Low
sa(sfac(on
§ Not
a
fit
for
the
company
Who they are…
§ Can
you
change
anything?
§ Is
it
worth
changing?
§ Have
they
received
feedback?
What to
consider…
20. The Almost Engaged
§ Reasonably
sa(sfied
§ High
company
contribu(on
§ Highly
employable
Who they are…
§ How
can
you
keep
them
challenged?
§ How
can
you
con(nue
to
mo(vate?
§ What
if
they
lef?
What to
consider…
21. How to handle the
intersection of
generations and
engagement
22. Focus on Goals
§ Proac(ve
§ Timely
§ Construc(ve
§ Challenging
§ Flexible
§ Tied
to
their
mo(va(on
23. General Guidelines for Goals
§ Set
goals
at
the
beginning
of
employment
§ Use
as
a
guide
for
performance
§ Deliver
feedback
on
achievement
§ Flex
with
the
business
environment
§ Customize
to
their
mo(va(on
§ Tie
to
company
goals
24. SMART Goals
§ S(ll
relevant
for
more
tac(cal
posi(ons
§ Gives
a
framework
for
managers
to
write
goals
But
how
do
we
write
goals
for
senior
level
people
and
subjec(ve
roles?
25. Setting goals for senior
level employees
§ WriVen
by
employee
§ Specific
with
a
deliverable
§ Don’t
use
the
words
“con(nue,
maintain,
manage”
§ Use
words
like
“create,
develop,
deliver”
27. Making Time for Feedback
What
if
they
are
not
mee(ng?
§ Skip
level
mee(ngs
§ HR
Check-‐ins
28. A few words about documentation
“The
inherent
dishonesty
of
reviews
-‐-‐
the
different
reviews
by
different
managers,
the
ofen
disconnect
between
reviews
and
objec(ve
measures
-‐-‐
is
what
every
plain(ff's
aVorney
yearns
for.
They
love
it
when
there
are
performance
reviews,
because
they
know
they
can
use
them
to
shred
a
defendant's
case.
Show
me
a
paper
trail,
and
I'll
show
you
the
path
to
a
successful
lawsuit.”
Source:
Samuel
Culbert
29. More Meetings,
More Time?
§ Think
of
it
as
course
correc(on
§ Set
small
mee(ngs
throughout
the
year
§ Incorporate
feedback
into
the
current
status
mee(ng
§ Document
more
ofen
30. As
with
everything,
this
can
not
be
an
HR
only
ini.a.ve.
This
is
a
culture
and
philosophy
change.
Making it happen…
31. Guidelines for Change
§ This
is
not
an
overnight
change
§ Talk
to
your
people,
managers,
leadership
§ Evaluate
what
DOES
work
§ Think
about
training
and
coaching
for
managers
§ Review
the
business
purpose
of
the
annual
review
32. A Better Way
“Performance
previews”
§ Two-‐sided
§ Straight-‐talking
§ Focus
on
results
§ Clear
expecta(ons
§ Everybody
can
win
33. Key Take Aways
§ Analyze
your
annual
review
purpose
compared
to
the
overall
performance
results
§ Understand
your
genera(onal
differences
and
needs
§ Analyze
your
workforce
engagement
§ Consider
management
training
for
change,
mo(va(on,
and
goal-‐selng
Create
a
program
focusing
on
proac(ve,
real-‐(me,
results
oriented
feedback