The document discusses talent management at LeasePlan. It provides an overview of LeasePlan's organizational lifecycle model and how critical success factors change over time as a company matures. It also discusses LeasePlan's strategy for developing talent, including identifying high potentials, developing career paths, and holding management development platforms. The talent development programs aim to provide leadership training, management skills training, and broader business knowledge.
Why you need SuccessFactors to salvage your SAP investmentAlex Shevelenko
This little white paper, which I wrote back in 2008, pretty much explains why SAP simply HAD to pay $3.4 billion price tag for buying SuccessFactors at the highest premium for a business cloud application. Aah the fun days of disrupting the giants!
Why you need SuccessFactors to salvage your SAP investmentAlex Shevelenko
This little white paper, which I wrote back in 2008, pretty much explains why SAP simply HAD to pay $3.4 billion price tag for buying SuccessFactors at the highest premium for a business cloud application. Aah the fun days of disrupting the giants!
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Satu pendekatan baru dalam latihan keusahawanan diMalaysia.
Pendekatan ini lebih kuantitatif lagi strategik.
Kemenangan dapat dipertingkatkan dalam pasaran bersaing sekarang.
White Paper: Change management in procurement outsourcingGEP
Procurement outsourcing has helped in the metamorphosis of the procurement function by creating greater value compared to the traditional practice. However, the process of outsourcing is associated with several changes to the existing procurement practice and a clear understanding of key value levers is essential to fully appreciate the need for change management process. GEP's unique Six-Step Change Management Model provides a holistic solution to manage change. Download this white paper to know more about it and its benefits.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Satu pendekatan baru dalam latihan keusahawanan diMalaysia.
Pendekatan ini lebih kuantitatif lagi strategik.
Kemenangan dapat dipertingkatkan dalam pasaran bersaing sekarang.
White Paper: Change management in procurement outsourcingGEP
Procurement outsourcing has helped in the metamorphosis of the procurement function by creating greater value compared to the traditional practice. However, the process of outsourcing is associated with several changes to the existing procurement practice and a clear understanding of key value levers is essential to fully appreciate the need for change management process. GEP's unique Six-Step Change Management Model provides a holistic solution to manage change. Download this white paper to know more about it and its benefits.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
CRM at Oracle Series: Marketing Business IntelligencetbOracleCRM
The CRM at Oracle series highlights Oracle's internal implementation of Oracle CRM products such as Siebel CRM and Oracle CRM On Demand. This presentation discusses an overview of Oracle's Enterprise Reporting Architecture and highlights the Marketing Business Intelligence dashboards and reports.
Enterprise Governance: The Impact of Enterprise Governance on Effective Proje...Zulkefle Idris
3rd Speaker Slide - "Enterprise Governance: The Impact of Enterprise Governance on Effective Project Delivery" by Mohamed Sidique Abdul Hamid, Principal Coach Certified in Governance of Enterprise IT (CGEIT - ISACA).
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
issued by Ijser for our book adopting anger management on January editions
we have many books on pipeline on ( business ,management ,self help, self growth ,meditation we looking for publisher to assist us on kindle platform
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
5. ORGANIZATION LIFECYCLE
5 Value-added
industry
Profits
Innovate
Streamline
Fleet 3
Advice
Structure
Car Grow 4 Commoditised
Operational 2 industry
Car Lease
Finance
Only
1 Start-up
Market
maturity
PAGE 5
6. CRITICAL SUCCESS FACTORS OVER TIME
Service Process
Innovate Innovate
innovation innovation
Harmonisation & Cost
Streamline
standardisation excellence
Seamless and efficient
Structure
organisational structure
Service
Customer
differentiation Grow
segmentation
vs. competition
High quality Service
Invest in Start-up
management excellence
sales force
(& culture)
PAGE 6
7. factors?
What shall we do to improve the success
Project Portfolio
Strategy Goals Achievement
Strategy Monitoring
Strategy deployment framework
How we can monitor CSF (KPIs)?
Strategy Deploy
Critical Success
Factors
What is crucial to achieve Strategies?
Strategies
(Issues + Initiatives)
PAGE 7
Mission
Values
Vision
8. Vision & mission
To be recognized as the best service provider in fleet management, backed up by a
healthy and sustainable growth & profitability
To achieve excellence in service via high level of loyalty,
engaged people and efficient processes & procedures
PAGE 8
11. Leaseplan academy - International Competency Dictionary
Click to edit text
Second level
Third level
Fourth level
Fifth level
PAGE 11
12. LPBR strategy
Profitability &
Themes Customers Employees
Growth
Comp. return % penetration
2010 - 2011 Improve insurance
CSS TRIM index Comp result % TRIM index
Managed fleet
Professional recruitment
Process improvement (GPI) Improve insurance penetration
Redesign Salary house &
Strategic IT platform & software/appl. Strict Contract management
Benefits
Initiatives improvement & Upgrades Cost management
Training on technical and
EEH Penetration & upgrade Risk mitigation measures
overall business knowledge
Internal SLA improvement Step out the nice, introduce and
LP engagement program
External SLA improvement or work out Strategic
Management Development
Contact Center improvement experiences (BCG report):
Barueri
Introduce Back Office Center 1. LTR
Introduce Fuel Card 2. LAM
3. Elaborate TPL
Car remarketing Marketing
Invest in sales support material
Best in class processes & procedures & management info Close gap customer/driver/LP
Maintain & improve existing channel usage Dealer network recognition
Symposiums (with Banks clients)
CRI fully used /penetrate and train users Image building/Advertisement
CARNEXT fully used
Project Phoenix, The sequel
PAGE 12
13. HR sTRATEGY
1. Driving our HR function
Professionalize and develop a strong HR community
HR roles: networking and share best practices
3. Driving our future
Develop HRM best practice on management development
HR roles: knowledge management champion, guardian of
culture and organisation & management development
5. Driving our HR procurement & Costs
Develop HRM best practice, focus on global costs and
procurement
HR roles: create impact, HR as cost winner instead of cost
centre
7. Driving & align our HR policies, products & processes
Develop HRM best practices, standardisation, harmonisation
HR role: Champion of PP&P
PAGE 13
14. HR sTRATEGY
DOHR DOF DOC DOPP&P
• Management Development
• Talent Development
• Competency management
• General business knowledge
• Career planning
PAGE 14
15. Layers of talent
Click to edit text
Second level
Third level
Fourth level
Fifth level
PAGE 15
16. Talent identification framework
Performance / Potential matrix
Solid Citizen High potentials
‘Plateau-ed’ (HiPos)
Well placed
High
or
or
‘Stars’
Performance
‘Workhorses’
Future may be Future potential
elsewhere
Needs remedial or
Action
Or ‘?’
Low
‘Deadwood”
Low Potential High
PAGE 16
17. Talent identification framework
Performance / Potential matrix
Rosana
Jan
High
Piet
Ellen
Carla
Performance
Leo
Patrick
Erik
Yvonne Linda
Low
Sarah
Martin
Low Potential High
PAGE 17
18. Development/Career path identification
Career path for each individual
Name Future development few characteristics future training Possible future roles (1-3 years)
RISK MANAGEMT FINANCE MANAGER
HIGH POTENCIAL SMART THINKING AND FAST LEARNER
LARGE KNOWLEDGE OF LP BUSINESS AND SYSTEMS FINANCE
DEDICATED AND COMMITED STATISTICAL MODELS
NEEDS MICRO MANAGEMENT INSURANCE RISK
FURTHER ASSET RISK TRAINING
* NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) ASSET RISK SPECIALIST
HIGH POTENCIAL
* AMBISCIOUS AND MONEY DRIVEN MONEY LAUNDERING
LEASEPLAN PRODUTCS
OVERVIEW ON RISK MANAGEMENT ACTIVITIES AT LPCORP
FUTURE POTENTIAL * SELF MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) SENIOR RISK ASSISTANT
* HIGH COMMITED PHSP PRODUTCS
* PLEASURE TO WORK WITH FINANCIAL BASIC SKILLS
ENGLISH LANGUAGE
FUTURE POTENTIAL * NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) E-BUSINESS SPECIALIST
* SMART AND FAST THINKEN LEASEPLAN PRODUTCS
* NEEDS SPECIAL ATTENTION FINANCIAL BASIC SKILLS
ENGLISH LANGUAGE
E-BUSINESS SPECIALIST
NEW EMPLOYEE MONEY LAUNDERING
PHSP PRODUTCS
OPERATIONAL RISK
N/A COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING)
PHSP PRODUTCS
FINANCIAL BASIC SKILLS
ENGLISH LANGUAGE
PAGE 18
19. Met elkaar een beeld vormen?
Goede voorbereiding
Structuur
Minder is beter
Rol P&O Management praat
Sturen
Adviseer
Bewaak & monitor afhandeling
Management is de boodschapper
PAGE 19
20. Leaseplan academy - International Competency Dictionary
Click to edit text
Second level
Third level
Fourth level
Fifth level
PAGE 20
21. Performance & development measures time line
Continuous performance &
Monthly MD platform
development measures
Performance letters linked to
Mid winter dialogue Year end challenge
strategy
PAGE 21
22. GROUP MANAGEMENT DEVELOPMENT
Direct Manager
assesses
Direct Manager employee, based
checks on competence
development framework
with
competence
framework Competence
framework
Local HR Director
provides MD
Manager with
information for
Succ. Pl. tool
Succession
Development Planning tool
- LP
Academy
- Coaching GMDP MD Manager
- Other prepares GMDP
programm meeting
es
* MD, FD, Group Management Development Platform
S(C)VPs - Advises on Succession Planning
& - Discusses development needs
- Nominates for LP Academy
expats
programmes
23.
24. The Executive Leadership Programme
‘Providing leaders with a broader and deeper perspective, enabling a better
understanding of key company-wide challenges, themselves and their role in it’
25. Leaseplan academy
Click to edit text
Second level
Third level
Fourth level
Fifth level
PAGE 25
26. The Talent Development Programme
‘Providing managers with a broader and deeper knowledge, better
understanding of strategy and different functions, the challenges
in their corner of the business and their responsibility in it’
27. Leaseplan academy
Click to edit text
Second level
Third level
Fourth level
Fifth level
PAGE 27
28. The People Management Programme
‘Strengthen the skills of the participants, so they can lead their teams easier, with expertise,
respect, commitment and passion. Being more aware of their role in the team and the
influence of their role. The programme will cover key topics such as self awareness,
communication, developing others, team building and leadership behaviour’.
29. Leaseplan academy
Click to edit text
Second level
Third level
Fourth level
Fifth level
PAGE 29
30. Randvoorwaarden onderneming
Strategie als uitgangspunt
Organisatie ontwikkeling
M/L Termijn
Willen/durven investeren
Stuur op gedrag/voorbeeld
Top down
Één stem/consistent
Consequent/Transparant
Maatschappelijke verantwoording
PAGE 30
31. P&O de verbinding
Ken uw onderneming
Luister
Visie
Argumentatie/onderbouwing (literatuur, kranten, opinies)
Niet voorschrijven/Advies
Structuur
Governance
Draagvlak
PAGE 31
32. Van P&O naar lijn, anders?
Nee/ja
Verantwoordelijkheid
Visionair
De juiste mensen
Cijfers/cijfers/cijfers
Kalm blijven
Positivisme
“Pleasen” Corporation
Ken je talenten
PAGE 32