Oracle faced the challenge of an aging workforce from its acquisition of Sun Microsystems and needed to replenish its talent pool. It developed a comprehensive onboarding program for new hires that included mentorship, training, and career development opportunities. This sustainable model resulted in lower turnover and career advancement for participants, addressing Oracle's talent needs.
Halliburton is transforming its HR department to better support the company's global energy services business. It developed four core competencies for HR professionals and created an online College of HR to provide learning aligned to these competencies. The College of HR launched in just a few months and provides various learning activities to help HR professionals develop skills needed to strategically advise business leaders. The case study examines how Halliburton developed and implemented its College of HR initiative to drive business value through an improved HR capability.
Details of corporate global achievements in the field of business process and corporate value chain. Exclusive overview of corporate and overall business evidence based core competencies.
Pakistan HR Standards Committee is working with ISO Technical Committee TC 260 for developing HR Standards. Pakistan has the honor of being among first 11 Permanent “P” Member countries in the world who became member of ISO TC 260 HR Standards Committee comprising of US, UK, France, Germany, Sweden, Switzerland, Austria, Norway, Netherlands and Portugal. Currently the Permanent member countries have increased to 24 and 18 Observer “O” countries. SHRM Forum Pakistan is representing Pakistan at ISO TC 260. http://www.iso.org/iso/home/standards_development/list_of_iso_technical_committees/iso_technical_committee_participation.htm?commid=628737 .
During follow up years, HR leaders from large corporate in Pakistan put in rigorous effort to carry forward the work and we also participated in ISO global meetings at Washington, Melbourne, Rotterdam, Paris and Dublin. In brief, the Pakistan National Committee on HR Standards is now rolling out 1st standard on “Performance Management” through Pakistan Standard and Quality Control Authority (PSQCA) and work is in progress on 6 global standards including Human Governance, Strategic Workforce Planning, Recruitment, HR Terminologies, Knowledge Management and HR Metrics.
SHRM Forum Pakistan is celebrating World Standards Day on 14 October 2015 at Karachi. Pakistan CHRO National Committee HR Standards will also unveil draft standard on Performance Management.
Drax Technologies is a technology firm that provides both hardware and software products. The report analyzes Drax's operations and factors affecting it over the last 5 years. Drax has a culture web comprising 6 elements that guide employee interactions. It uses a framework with 4 components - collaboration, creating, controlling, and completing. Leadership styles and a bureaucratic structure have negatively impacted performance. Conflicts between employees and management have also arisen. Knowledge gaps and poor change management have inhibited improvements.
The document provides information about LEORON, a comprehensive training institute offering solutions in corporate functions like finance, HR, supply chain management, and engineering. It operates in various sectors and has offices in cities around the world. LEORON aims to help clients increase competitiveness by improving employee competency through high-quality training delivered by experts. It provides public courses, certified training, and in-house customized training to organizations.
LEORON is a comprehensive training institute offering training and development solutions in corporate functions like finance, HR, supply chain management, operations, and engineering. It was founded based on experience in the manufacturing sector in Sweden in the 1990s. LEORON delivers approximately 500 courses annually to roughly 4,000 professionals across industries in the EMEA region. Its mission is to help clients increase competitiveness by improving employee competency through top-quality training delivered by experts. LEORON provides public courses, in-house training programs, and distance learning to suit various client needs.
Halliburton is transforming its HR department to better support the company's global energy services business. It developed four core competencies for HR professionals and created an online College of HR to provide learning aligned to these competencies. The College of HR launched in just a few months and provides various learning activities to help HR professionals develop skills needed to strategically advise business leaders. The case study examines how Halliburton developed and implemented its College of HR initiative to drive business value through an improved HR capability.
Details of corporate global achievements in the field of business process and corporate value chain. Exclusive overview of corporate and overall business evidence based core competencies.
Pakistan HR Standards Committee is working with ISO Technical Committee TC 260 for developing HR Standards. Pakistan has the honor of being among first 11 Permanent “P” Member countries in the world who became member of ISO TC 260 HR Standards Committee comprising of US, UK, France, Germany, Sweden, Switzerland, Austria, Norway, Netherlands and Portugal. Currently the Permanent member countries have increased to 24 and 18 Observer “O” countries. SHRM Forum Pakistan is representing Pakistan at ISO TC 260. http://www.iso.org/iso/home/standards_development/list_of_iso_technical_committees/iso_technical_committee_participation.htm?commid=628737 .
During follow up years, HR leaders from large corporate in Pakistan put in rigorous effort to carry forward the work and we also participated in ISO global meetings at Washington, Melbourne, Rotterdam, Paris and Dublin. In brief, the Pakistan National Committee on HR Standards is now rolling out 1st standard on “Performance Management” through Pakistan Standard and Quality Control Authority (PSQCA) and work is in progress on 6 global standards including Human Governance, Strategic Workforce Planning, Recruitment, HR Terminologies, Knowledge Management and HR Metrics.
SHRM Forum Pakistan is celebrating World Standards Day on 14 October 2015 at Karachi. Pakistan CHRO National Committee HR Standards will also unveil draft standard on Performance Management.
Drax Technologies is a technology firm that provides both hardware and software products. The report analyzes Drax's operations and factors affecting it over the last 5 years. Drax has a culture web comprising 6 elements that guide employee interactions. It uses a framework with 4 components - collaboration, creating, controlling, and completing. Leadership styles and a bureaucratic structure have negatively impacted performance. Conflicts between employees and management have also arisen. Knowledge gaps and poor change management have inhibited improvements.
The document provides information about LEORON, a comprehensive training institute offering solutions in corporate functions like finance, HR, supply chain management, and engineering. It operates in various sectors and has offices in cities around the world. LEORON aims to help clients increase competitiveness by improving employee competency through high-quality training delivered by experts. It provides public courses, certified training, and in-house customized training to organizations.
LEORON is a comprehensive training institute offering training and development solutions in corporate functions like finance, HR, supply chain management, operations, and engineering. It was founded based on experience in the manufacturing sector in Sweden in the 1990s. LEORON delivers approximately 500 courses annually to roughly 4,000 professionals across industries in the EMEA region. Its mission is to help clients increase competitiveness by improving employee competency through top-quality training delivered by experts. LEORON provides public courses, in-house training programs, and distance learning to suit various client needs.
The WHRB Training Programs in Strategic HRMSrinath M
World HR Board is the educational wing of Middle Earth HR, the world's seventh largest HR training company. Formerly known as Asian HR Board (AHRB), it was started with an objective of building global change agents in the practice of HR (Research and collaborative learning).
This document provides an overview of WorldHRBoard's HR training and consulting programs. It outlines the various scholarship schemes including the Fellowship and Licentiate programs. Details are provided on the term-wise plans, eligibility requirements, locations, and program architecture. The curriculum is divided into modules covering topics like recruitment, compensation, learning and development, and more. Testimonials are shared from past participants praising the programs for their practical knowledge and application to various HR functions.
The document provides an overview of World HR Board's scholarship programs including the Fellowship, Licensed HR Generalist, and Licensed Training & Development Professional programs. It outlines the term-wise plans and modules for each program. The programs aim to develop HR professionals and evangelists through practical hands-on learning. Key aspects discussed include the high quality faculty with industry experience, unique benefits like networking opportunities, and illustrious alumni who have gone on to hold senior HR roles in large companies.
This document discusses improving return on investment in employee talent development for Canadian companies. It highlights the need to better define skills needs, discover talent sources, develop workers' skills, and deploy talent effectively. The document provides examples of how some Canadian companies are innovating in these areas, such as through competency modeling, partnerships with educational institutions, and using online courses and social media to attract candidates. The goal is for companies to improve innovation, productivity and business outcomes through more strategic talent management.
The document discusses various types and levels of conflict that can occur within organisations, from tensions and disagreements between individuals, to disputes between groups and departments. It notes that while conflict can be disruptive if mismanaged, it can also drive creativity, new ideas and improved solutions if handled constructively. The document aims to provide managers with frameworks and strategies for identifying, classifying and resolving conflicts in a way that minimizes negative impacts and maximizes productive outcomes.
Atrivision is a human capital services provider that offers corporate learning and talent management solutions. They help organizations align learning, talent, and technology strategies to business goals. Their services include learning program management, content development, learning technologies, and performance support. Atrivision also assists with building integrated learning functions within organizations using maturity models that range from ad-hoc to corporate academy models. Their goal is to help companies manage learning for innovation and competitive advantage.
INTERIM AND TRANSFORMATION LEADERS HAVE WORKED ACROSS
91 PER CENT OF THE GLOBE
-WIL Group survey highlights that agile, skilled and highly adaptable transformation leaders are essential in a dynamic and international business environment.
About WIL Group
www.wilgroup.net
For the first time, 13 leading interim and transitional management companies, operating in 32 countries around the world, have come together to form WIL Group (Worldwide Interim Leadership) to deliver truly global interim and transitional management solutions to clients around the world.
WIL Group‘s vision is to be the number one company for global interim and transition managers by offering a unique “international multi-sourcing” model that leverages the assets of each member firm and ensures the best talent is selected for assignments globally.
Companies that clearly understand the talent available in-house and effectively gauge the talent available outside the organization will be better positioned to access and obtain the workforce they need—this is what we call the ‘Supply Chain of Talent’ framework.
To gain a better understanding of your Supply Chain of Talent, KellyOCG compiled this research report with the Human Capital Institute.
- Veritas Consulting is a leading provider of organizational development and corporate education programs, products, and services based in Tokyo, Japan.
- They offer both custom and off-the-shelf solutions through experienced consultants and experts in areas like human resources, leadership development, and change management.
- Veritas Consulting has partnerships with prestigious institutions around the world to provide clients with the best resources globally for their human capital development needs.
The document discusses the future possibilities of human resource development (HRD) in Malaysia's electronics sector. It summarizes the current state of HRD in Malaysian manufacturing firms, trends in US training budgets and programs due to economic downturn, and future possibilities for HRD including training delivery methods, organization development, and career development. It advocates expanding HRD departments' roles, developing learning cultures, and the Malaysian government supporting HRD through organizations like PSMB.
1. The document outlines four imperatives for top leadership teams to successfully build capabilities within their organizations. The imperatives are: identify capabilities holding the organization back and quantify their impact, invest in experiential learning programs, take a smart approach to piloting changes, and make continuous improvement part of the organizational culture.
2. It recommends that leaders identify specific capabilities lacking like sales force effectiveness, conduct assessments to understand skills gaps, and attach quantified goals to show the potential financial upside of improving capabilities.
3. Experiential learning through programs like simulations and model factories is emphasized over lectures as it allows practicing new skills. A double pilot system is also advised to fully test changes before broad rollout.
4.
This document provides an overview of human resource management (HRM). It defines HRM as a function aimed at maximizing employee performance to support business objectives. Key HRM activities include recruitment, training, performance reviews, and compensation. The role of HR has evolved from transactional work to more strategic initiatives. HR ensures laws and regulations are followed and helps balance organizational and employee needs. The document also discusses international HRM trends and the changing role of HR managers in developing skills, managing change, and creating motivated workforces.
Rolls-Royce uses the Team Management Profile as a core part of their management training programs to help newly appointed and technical managers understand team behaviors and develop a shared vocabulary. The Profile provides practical information about team roles and dynamics in an efficient manner. Managers complete the Profile questionnaire before a business simulation exercise and then receive their individual reports after to reflect on how it impacted their teamwork skills and decision making. This active learning approach helps managers take ownership of the lessons around effective team behaviors.
Dell was facing challenges with employee training and development not keeping pace with the company's hyper growth. This led to declining performance and increased turnover. Dell addressed this by establishing a centralized corporate training team to develop comprehensive training programs. It adopted a 70/20/10 training model focusing on on-the-job learning, learning from others, and formal training. Dell also utilized stealth learning and online tools to make training part of employees' daily work in a cost-effective manner. These strategies helped Dell successfully train and develop employees to support its rapid expansion.
India has manpower of 1.2 billion and it is ironic that still we suffer from dearth of talent? Only 10% of MBA graduates of the country are employable
17& of Engineering graduates are employable. The enormity of the challenge that India will face in year 2026 can be imagined when 64.8% of India’s population would be in the working age of 15-64 years.
Impact of rising demographics on employment
By 2020 out of 1.3 billion people in India we will have about 0.8 billion in the working age and that is surely something the world can look forward to.
Quality of workforce is more important than quantity. In fact having a lower head count of skilled manpower is much better than a manpower whose larger portion is unemployable.
India will heading for a skill gap of 75-80% across Industry sectors. There will be people but with skills that corporate do not require, and jobs for which the right fit is not available. The economic impact of this vicious cycle is something like powerhouse of educated yet frustrated youth who are directionless with no jobs in hand is unimaginable.
Matching the skill levels of the supply side and the demand side of Talent Supply Chain
Talent’s at the top of the agenda – using technology to develop talent and bu...Laura Overton
Laura Overton, Manager of benchmarking practice Towards Maturity , takes an in depth look at the latest research to see how top learning companies are harnessing learning technologies to develop talent and build performance. This presentation is part of the 20 Minute Master Class series run by Successfactors (an SAP Company). Find out more about Towards Maturity Benchmarking at www.towardsmaturity.org.
This document provides a summary of an individual's personal and professional details. It outlines their educational background, including completing a Bachelor's degree in Logistics and Supply Chain Management from the United Arab Emirates University. It also details relevant work experience, including internships in procurement and logistics divisions at Tawam Hospital, as well as a role as an Academic Advisor at the United Arab Emirates University. Key skills include proficiency in Microsoft Office applications and strong communication, organizational, and problem-solving abilities. The individual is currently seeking a position in logistics or supply chain management.
Olivia Berry provides definitions for several terms related to production briefs: contractual, negotiated, formal, informal, commission, tender, cooperative, and competition. She explains how understanding each term can help improve her communication skills, time management, technical skills, and career progression. Working within legal contracts or negotiating with others, for example, can strengthen her ability to communicate professionally. Meeting deadlines and schedules aids time management. Various production experiences enhance her technical abilities. Overall, demonstrating competence in different working environments and relationships supports future career opportunities.
Supply chain management involves planning, implementing, and controlling the flow and storage of goods, services and information from point of origin to point of consumption to meet customer requirements. It involves coordination between multiple companies, components, people and policies linked together with a common objective. Another definition describes SCM as designing, planning, executing, controlling and monitoring supply chain activities to create value and synchronize supply and demand on a global scale. The Indian logistics industry is large but fragmented, with most players being small and unorganized. Improving infrastructure such as roads, railways, ports and warehouses could help reduce inefficiencies and food wastage. Emerging industries like retail and healthcare also present opportunities for SCM to add value through cold chain management,
Logistics And Supply Chain Training Helps To Build Potential Skills And Self-...Peter Desilva
Logistics and supply chain training courses in Dubai provide an opportunity for vertical growth by helping scholars acquire professional competencies in materials management and logistics. This leads to an improvement in their job skills and self-enrichment.
Week 1 agribusiness and entrepreneurshipRione Drevale
The document outlines the key topics to be covered in an agribusiness entrepreneurship course, including examining if entrepreneurship is suitable, understanding the challenges of entrepreneurship, preparing a business plan, and explaining the major areas of agribusiness management like planning, organizing, characteristics of entrepreneurs, and types of agribusiness ventures. Students will learn how to assess if they have the traits of a successful entrepreneur, identify common reasons for business failure, and create a comprehensive business plan covering aspects like marketing, finances, operations, and management. The business plan is a crucial tool for entrepreneurs to realistically plan their new agribusiness venture and communicate their vision
The WHRB Training Programs in Strategic HRMSrinath M
World HR Board is the educational wing of Middle Earth HR, the world's seventh largest HR training company. Formerly known as Asian HR Board (AHRB), it was started with an objective of building global change agents in the practice of HR (Research and collaborative learning).
This document provides an overview of WorldHRBoard's HR training and consulting programs. It outlines the various scholarship schemes including the Fellowship and Licentiate programs. Details are provided on the term-wise plans, eligibility requirements, locations, and program architecture. The curriculum is divided into modules covering topics like recruitment, compensation, learning and development, and more. Testimonials are shared from past participants praising the programs for their practical knowledge and application to various HR functions.
The document provides an overview of World HR Board's scholarship programs including the Fellowship, Licensed HR Generalist, and Licensed Training & Development Professional programs. It outlines the term-wise plans and modules for each program. The programs aim to develop HR professionals and evangelists through practical hands-on learning. Key aspects discussed include the high quality faculty with industry experience, unique benefits like networking opportunities, and illustrious alumni who have gone on to hold senior HR roles in large companies.
This document discusses improving return on investment in employee talent development for Canadian companies. It highlights the need to better define skills needs, discover talent sources, develop workers' skills, and deploy talent effectively. The document provides examples of how some Canadian companies are innovating in these areas, such as through competency modeling, partnerships with educational institutions, and using online courses and social media to attract candidates. The goal is for companies to improve innovation, productivity and business outcomes through more strategic talent management.
The document discusses various types and levels of conflict that can occur within organisations, from tensions and disagreements between individuals, to disputes between groups and departments. It notes that while conflict can be disruptive if mismanaged, it can also drive creativity, new ideas and improved solutions if handled constructively. The document aims to provide managers with frameworks and strategies for identifying, classifying and resolving conflicts in a way that minimizes negative impacts and maximizes productive outcomes.
Atrivision is a human capital services provider that offers corporate learning and talent management solutions. They help organizations align learning, talent, and technology strategies to business goals. Their services include learning program management, content development, learning technologies, and performance support. Atrivision also assists with building integrated learning functions within organizations using maturity models that range from ad-hoc to corporate academy models. Their goal is to help companies manage learning for innovation and competitive advantage.
INTERIM AND TRANSFORMATION LEADERS HAVE WORKED ACROSS
91 PER CENT OF THE GLOBE
-WIL Group survey highlights that agile, skilled and highly adaptable transformation leaders are essential in a dynamic and international business environment.
About WIL Group
www.wilgroup.net
For the first time, 13 leading interim and transitional management companies, operating in 32 countries around the world, have come together to form WIL Group (Worldwide Interim Leadership) to deliver truly global interim and transitional management solutions to clients around the world.
WIL Group‘s vision is to be the number one company for global interim and transition managers by offering a unique “international multi-sourcing” model that leverages the assets of each member firm and ensures the best talent is selected for assignments globally.
Companies that clearly understand the talent available in-house and effectively gauge the talent available outside the organization will be better positioned to access and obtain the workforce they need—this is what we call the ‘Supply Chain of Talent’ framework.
To gain a better understanding of your Supply Chain of Talent, KellyOCG compiled this research report with the Human Capital Institute.
- Veritas Consulting is a leading provider of organizational development and corporate education programs, products, and services based in Tokyo, Japan.
- They offer both custom and off-the-shelf solutions through experienced consultants and experts in areas like human resources, leadership development, and change management.
- Veritas Consulting has partnerships with prestigious institutions around the world to provide clients with the best resources globally for their human capital development needs.
The document discusses the future possibilities of human resource development (HRD) in Malaysia's electronics sector. It summarizes the current state of HRD in Malaysian manufacturing firms, trends in US training budgets and programs due to economic downturn, and future possibilities for HRD including training delivery methods, organization development, and career development. It advocates expanding HRD departments' roles, developing learning cultures, and the Malaysian government supporting HRD through organizations like PSMB.
1. The document outlines four imperatives for top leadership teams to successfully build capabilities within their organizations. The imperatives are: identify capabilities holding the organization back and quantify their impact, invest in experiential learning programs, take a smart approach to piloting changes, and make continuous improvement part of the organizational culture.
2. It recommends that leaders identify specific capabilities lacking like sales force effectiveness, conduct assessments to understand skills gaps, and attach quantified goals to show the potential financial upside of improving capabilities.
3. Experiential learning through programs like simulations and model factories is emphasized over lectures as it allows practicing new skills. A double pilot system is also advised to fully test changes before broad rollout.
4.
This document provides an overview of human resource management (HRM). It defines HRM as a function aimed at maximizing employee performance to support business objectives. Key HRM activities include recruitment, training, performance reviews, and compensation. The role of HR has evolved from transactional work to more strategic initiatives. HR ensures laws and regulations are followed and helps balance organizational and employee needs. The document also discusses international HRM trends and the changing role of HR managers in developing skills, managing change, and creating motivated workforces.
Rolls-Royce uses the Team Management Profile as a core part of their management training programs to help newly appointed and technical managers understand team behaviors and develop a shared vocabulary. The Profile provides practical information about team roles and dynamics in an efficient manner. Managers complete the Profile questionnaire before a business simulation exercise and then receive their individual reports after to reflect on how it impacted their teamwork skills and decision making. This active learning approach helps managers take ownership of the lessons around effective team behaviors.
Dell was facing challenges with employee training and development not keeping pace with the company's hyper growth. This led to declining performance and increased turnover. Dell addressed this by establishing a centralized corporate training team to develop comprehensive training programs. It adopted a 70/20/10 training model focusing on on-the-job learning, learning from others, and formal training. Dell also utilized stealth learning and online tools to make training part of employees' daily work in a cost-effective manner. These strategies helped Dell successfully train and develop employees to support its rapid expansion.
India has manpower of 1.2 billion and it is ironic that still we suffer from dearth of talent? Only 10% of MBA graduates of the country are employable
17& of Engineering graduates are employable. The enormity of the challenge that India will face in year 2026 can be imagined when 64.8% of India’s population would be in the working age of 15-64 years.
Impact of rising demographics on employment
By 2020 out of 1.3 billion people in India we will have about 0.8 billion in the working age and that is surely something the world can look forward to.
Quality of workforce is more important than quantity. In fact having a lower head count of skilled manpower is much better than a manpower whose larger portion is unemployable.
India will heading for a skill gap of 75-80% across Industry sectors. There will be people but with skills that corporate do not require, and jobs for which the right fit is not available. The economic impact of this vicious cycle is something like powerhouse of educated yet frustrated youth who are directionless with no jobs in hand is unimaginable.
Matching the skill levels of the supply side and the demand side of Talent Supply Chain
Talent’s at the top of the agenda – using technology to develop talent and bu...Laura Overton
Laura Overton, Manager of benchmarking practice Towards Maturity , takes an in depth look at the latest research to see how top learning companies are harnessing learning technologies to develop talent and build performance. This presentation is part of the 20 Minute Master Class series run by Successfactors (an SAP Company). Find out more about Towards Maturity Benchmarking at www.towardsmaturity.org.
This document provides a summary of an individual's personal and professional details. It outlines their educational background, including completing a Bachelor's degree in Logistics and Supply Chain Management from the United Arab Emirates University. It also details relevant work experience, including internships in procurement and logistics divisions at Tawam Hospital, as well as a role as an Academic Advisor at the United Arab Emirates University. Key skills include proficiency in Microsoft Office applications and strong communication, organizational, and problem-solving abilities. The individual is currently seeking a position in logistics or supply chain management.
Olivia Berry provides definitions for several terms related to production briefs: contractual, negotiated, formal, informal, commission, tender, cooperative, and competition. She explains how understanding each term can help improve her communication skills, time management, technical skills, and career progression. Working within legal contracts or negotiating with others, for example, can strengthen her ability to communicate professionally. Meeting deadlines and schedules aids time management. Various production experiences enhance her technical abilities. Overall, demonstrating competence in different working environments and relationships supports future career opportunities.
Supply chain management involves planning, implementing, and controlling the flow and storage of goods, services and information from point of origin to point of consumption to meet customer requirements. It involves coordination between multiple companies, components, people and policies linked together with a common objective. Another definition describes SCM as designing, planning, executing, controlling and monitoring supply chain activities to create value and synchronize supply and demand on a global scale. The Indian logistics industry is large but fragmented, with most players being small and unorganized. Improving infrastructure such as roads, railways, ports and warehouses could help reduce inefficiencies and food wastage. Emerging industries like retail and healthcare also present opportunities for SCM to add value through cold chain management,
Logistics And Supply Chain Training Helps To Build Potential Skills And Self-...Peter Desilva
Logistics and supply chain training courses in Dubai provide an opportunity for vertical growth by helping scholars acquire professional competencies in materials management and logistics. This leads to an improvement in their job skills and self-enrichment.
Week 1 agribusiness and entrepreneurshipRione Drevale
The document outlines the key topics to be covered in an agribusiness entrepreneurship course, including examining if entrepreneurship is suitable, understanding the challenges of entrepreneurship, preparing a business plan, and explaining the major areas of agribusiness management like planning, organizing, characteristics of entrepreneurs, and types of agribusiness ventures. Students will learn how to assess if they have the traits of a successful entrepreneur, identify common reasons for business failure, and create a comprehensive business plan covering aspects like marketing, finances, operations, and management. The business plan is a crucial tool for entrepreneurs to realistically plan their new agribusiness venture and communicate their vision
Berry Production in High Tunnels - MOA 2015Luke Freeman
This presentation was given at the Missouri Organic Association meeting in February 2015 and details our research findings to date on growing berry crops in high tunnels. We discuss high tunnel production of blackberries and raspberries.
Next Generation Supply Chain Thinking - slide deck - 6 DEC 2016Lora Cecere
Slide deck from webinar of the same name.
Isn't it time you got the whole picture about your organization? Join us to learn about a new online course that aligns people, process and technology to seize the opportunity of next generation supply chain thinking.
Mc donald’s e procurement, Supply Chain and Logisticsmjahanzaib
McDonalds uses an efficient e-procurement system and supply chain management to source goods from suppliers. Its e-procurement hub, Emac Digital, allows franchises to order supplies online at discounted prices. McDonalds works with major suppliers and small local suppliers. It has strict logistics standards around quality, hygiene and product handling to ensure consistency. McDonalds uses franchising, licensing and joint ventures as distribution strategies in different markets globally.
The document discusses supply chain and logistics concepts including:
1) Physical distribution involves choosing warehouses and transportation carriers to deliver goods in the desired time at lowest cost. Physical distribution has expanded into supply chain management.
2) Supply chain management involves procuring inputs, efficiently converting them into finished products, and dispatching them to customers.
3) Market logistics planning involves four stages - deciding on a value proposition, developing operational excellence, implementing solutions, and deciding on a channel/network strategy.
The document discusses human resource development in the IT industry. It analyzes HR functions like recruitment and selection, training and development, performance management, and compensation management at companies like Accenture, Oracle, and Wipro. It details their recruitment strategies that leverage tools like social media and their campus placement programs. It also describes their training programs for new hires and ongoing skills development. Their compensation structures include annual leaves, medical benefits, and performance-linked bonuses. The objective is to understand how these companies engage employees through effective HR strategies.
Freedom for your recruiters
Enabling your recruitment team to take on bigger projects. vsource will increase your throughput and help you scale.
---------------------------
vsource is an on-demand candidate sourcing solution that blends smart technology with human intuition and recruitment experience. Helps recruitment teams to become more efficient, improving throughput in candidate search and gaining insights relating to the talent pool.
Our software does content extraction / resume parsing and analysis, candidate matching, and recruitment funnel analysis while our team of 130+ sourcing specialists search for candidates and analyse the data.
Freedom for your recruiters
Enabling your recruitment team to take on bigger projects. vsource will increase your throughput and help you scale.
---------------------------
vsource is an on-demand candidate sourcing solution that blends smart technology with human intuition and recruitment experience. Helps recruitment teams to become more efficient, improving throughput in candidate search and gaining insights relating to the talent pool.
Our software does content extraction / resume parsing and analysis, candidate matching, and recruitment funnel analysis while our team of 130+ sourcing specialists search for candidates and analyse the data.
vsource is a recruitment sourcing company that uses technology and human expertise to build pipelines of qualified candidates for clients. It analyzes large pools of data to identify candidates that match clients' qualifications and provides these leads so recruiters can focus on outreach instead of research. vsource also offers competitive intelligence tools and a 100-day pilot program where it works with a client's team to optimize searches, provide insights into the industry and candidate selection, and propose a continued partnership. Several clients praise vsource for efficiently meeting their recruiting needs and being a flexible and reliable partner.
Leading organizations across various industries are adopting Oracle's talent management applications to enable enterprise-wide talent strategies. Customers such as Investors Bank & Trust and Genpact are benefiting from Oracle's integrated suite approach to talent management which allows them to recruit and retain top talent. Oracle's applications provide visibility across global workforces and link learning to performance and business goals. Investors Bank & Trust replaced legacy systems with Oracle HCM for an integrated talent management strategy. Genpact deployed Oracle Learning Management to increase engagement and productivity among its diverse global workforce.
TALENT CENTRIC
Oracle Talent Management Cloud provides end-to-end talent management to find, develop and retain key talent. It delivers insight with enterprise-wide KPIs, embedded decision making tools, and predictive analytics. Oracle Talent Management is socially enabled to support the modern work world of open communication and collaboration. The user experience is simple and modern to increase Talent process adoption and service delivery. With Oracle Talent Management Cloud, you can:
Attract, retain and motivate top talent with flexible, workflow-driven talent management
Align individual goals with corporate goals and provide clear visibility into how each employee contributes to the success of the organization
Drive a strategic, end-to-end talent management strategy with a single, integrated system for all talent-related activities
Leverage social media to broaden your recruiting reach, generate high-quality employee referrals and increase employee engagement
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
The document summarizes a presentation given by Agata Dulnik at the Global WIAL conference in Warsaw on October 19th. The presentation covered the following topics:
1. An introduction to Accenture, a leading professional services company, outlining its businesses, revenues, and global footprint.
2. A discussion of mergers and acquisitions activity, shifting focus from scale to strategic value through complementary deals and concurrent transformation.
3. Accenture's view of the future workforce, which will value judgment work through enabling multi-skilled workers, breaking hierarchies, and engaging in the digital race.
The New Business of Business Leaders: Talent Management, Filios Papastylianou...Ewa Stepien
New business of business leaders talent management, Filios Papastylianou, Oracle - presentation at the SaaS Day conference , 15.10.2014, Warsaw, Poland
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time focusing on outreach and assessments rather than manual research. The document also outlines a proposed 100 day pilot program where vsource would work with a client to analyze their needs, implement their tools and strategies, and provide reports and feedback to help optimize the client's recruiting process.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time on high-value tasks like assessing candidates and making contact. The document also outlines a proposed 100 day pilot program where vsource would work with a client to analyze, optimize, and scale up their recruiting efforts through vsource's services.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time on high-value tasks like assessing candidates and making contact. The document also outlines a proposed 100 day pilot program where vsource would work with a client to analyze, optimize, and scale up their recruiting efforts through vsource's services.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time focusing on outreach and assessments rather than manual research. The document outlines vsource's 100 day roadmap pilot program where they work with a client to understand needs, provide access to their portal and sourcing expertise, provide reports and insights, and propose an ongoing engagement at the end. It provides examples of positive feedback from demanding clients who appreciate vsource's integration, efficiency, and solutions.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time focusing on outreach and assessments rather than manual research. The document outlines vsource's 100 day roadmap pilot program where they work with a client to understand needs, provide access to their portal and sourcing expertise, conduct reviews and reports to optimize results. It provides examples of positive feedback from demanding clients who value vsource's integration, efficiency and solutions.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time on high-value tasks like assessing candidates and making contact. The document also outlines a proposed 100 day pilot program where vsource would work with a client to analyze, optimize, and scale up their recruiting efforts through vsource's services.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time focusing on outreach and assessments rather than manual research. The document outlines vsource's 100 day roadmap pilot program where they work with a client to understand needs, provide access to their portal and sourcing expertise, conduct reviews and reports to optimize results. It provides examples of positive feedback from demanding clients who value vsource's integration, efficiency and solutions.
This document introduces the candidate sourcing company vsource. It summarizes vsource's services, which include using technology like resume parsing, boolean logic, and data science to build pipelines of tailored candidates for clients' recruiting teams. This allows recruiters to maximize their time focusing on outreach and assessment rather than manual research. The document also outlines a proposed 100-day pilot program for new clients to analyze, optimize, and boost their recruiting efforts through vsource's services.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time on high-value tasks like assessing candidates and making contact. The document also outlines a proposed 100 day pilot program where vsource would work with a client to analyze, optimize, and scale up their recruiting efforts through vsource's services.
This document introduces the candidate sourcing company vsource. It summarizes vsource's services, which include using technology like resume parsing and boolean logic to provide recruiters with tailored candidate pipelines. Vsource aims to maximize recruiters' time by doing the upfront research and data gathering work. The document also provides an overview of vsource's 100 day roadmap for new clients, which includes understanding needs, providing access to vsource's portal, conducting searches and analysis, and presenting a report on impacts and next steps after 100 days.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time on high-value tasks like assessing candidates and making contact. The document outlines vsource's 100 day roadmap pilot program where they work with a client to understand needs, implement their tools and technology, provide reports and insights, and propose an ongoing engagement at the end. It provides examples of positive feedback from demanding clients who value vsource's integration, efficiency, and solutions to challenges.
This document introduces the candidate sourcing company vsource. It describes how vsource uses technology like resume parsing, boolean logic, and data science to build pipelines of qualified candidates for its clients. This allows recruiters to maximize their time focusing on outreach and assessments rather than manual research. The document outlines vsource's 100 day roadmap pilot program where they work with a client to understand needs, provide access to their portal and sourcing expertise, and present a report on impacts and next steps after 100 days. It provides examples of positive feedback from demanding clients who appreciate vsource's integration, efficiency, and solutions.
Similar to SCM World Oracle-worldwide-operations Case Study (20)
3. SCM World CASE STUDY SERIES 3
THE BUSINESS CHALLENGE
Oracle created its Worldwide Operations (WWOPS)
team when it acquired Sun Microsystems in 2010.
Sun had evolved from a progressive, energetic start-
up in Silicon Valley into a mature company, and its
logistics programmes were recognised by the industry
for delivering high-quality and cost-effective product
execution to Sun’s global customer base.
Following the acquisition, Oracle owns both hardware and
software product lines, and its Worldwide Operations team
supports the portfolio of innovative engineered solutions.
The employees that Oracle acquired from Sun were
seasoned and experienced professionals with strong
supply chain management skills. However, with many
expected to retire in a few years, the Worldwide
Operations team would be left with a big talent gap.
Additionally, the complexity of Oracle’s supply chain
contributed to the challenges it experienced in hiring and
developing replacement employees.
Worldwide Operations is particularly vulnerable because
of the locations of its major sites: Oracle has campuses
in the San Francisco Bay Area, Boston, Portland and
Denver. These are highly competitive areas with desirable
companies that similarly want to attract high-calibre
employees and millennials.
THIS IS THE STORY ABOUT HOW ORACLE HAS TAKEN STEPS TO REACH MILLENNIALS
AND REPLENISH ITS TALENT POOL.
There’s no shortage of documented evidence and research
that show the challenges of retaining millennials. They’re
statistically more apt to move on to another company if
they’re not provided with the skills and career opportunities
that will keep them engaged.
The key was to engage all levels of its organisation in
solving its talent issues – including senior management,
who have the underlying knowledge; new employees,
who have fresh ideas and perspectives; and mid-level
employees, who are exposed to management concepts.
Oracle had a number of objectives in mind when
it considered the best approach to this, including
leveraging both SCM World and Oracle’s in-house
employee development learning paths, maintaining
its competitive advantage, improving its supply chain
methodologies, sustaining its leadership capabilities and
supporting Oracle’s mission of diversity and employee
engagement. However, it wasn’t initially sure how to
achieve these objectives.
4. 4 Oracle Worldwide Operations: Replenishing the talent pool
INNOVATION
While it’s common practice for companies to allocate
generous budgets to train their sales and marketing
employees, supply chain and operations tend to be very
conscious about how they allocate their funds.
However, Oracle has taken an ‘all hands on deck’ approach
with support from Worldwide Operations’ Senior Vice
President, Cindy Reese. Cindy understood that continued
financial success depended on acquiring and developing
the very best supply chain talent and using the best
resources in the marketplace.
Oracle has a diversity and inclusion vision that starts with
cultivating an environment that’s inclusive of all employees.
In order to effectively compete on a global scale, it believes
it will take a unified workforce that’s fully engaged in
meaningful work.
The on-boarding initiative impacts all 1,300
global employees reporting into Worldwide Operations
and it includes:
• using SCM World’s innovative and in-depth resources
and workshops;
• tailoring Oracle’s existing role-based learning paths for
less experienced new employees;
• creating an employee resource centre;
• creating new employee and manager checklists; and
• creating buddy and mentoring programmes.
To implement this initiative, Worldwide Operations
established a ‘tiger team’ comprising seasoned employees
and people new in their career to map out a strategy to
build a solid, sustainable learning foundation. The team
distributed targeted surveys throughout the organisation
to identify gaps in knowledge, on-boarding experiences,
management awareness of talent development and
learning methodologies.
The team then analysed the current methods and
resources before presenting an innovative solution to
senior management, which focused on creating a new,
sustainable employee learning experience.
The solution targeted four main areas:
1. Establishing management’s role in the new
employee process
2. Developing a new employee checklist to guide
employees from their first day
3. Assigning a buddy mentor to employees from
the outset
4. Creating a substantive learning path for each role,
which encompasses a holistic end-to-end supply chain
understanding as it relates to their specific role
5. SCM World CASE STUDY SERIES 5
HOW THEY DID IT
In January 2015, Worldwide Operations hosted a ‘welcome
to WWOPS’ event at Oracle’s corporate headquarters in
Redwood Shores, CA. It flew in 30 recent college graduates
who had just joined the organisation, and they joined 10
other new college graduates who were also based outside
Oracle headquarters. This was a three-day event that gave
them the opportunity to experience corporate surroundings,
meet senior-level management, network with fellow
colleagues, tour local suppliers critical to Oracle’s supply
chain, and learn how their roles fit within Oracle’s product
lifecycle and supply chain management processes.
Oracle paired these graduates with individual VPs, who
challenged them to tell their fellow colleagues how each
functional area contributes to its end-to-end supply chain.
The 40 new employees were then given the opportunity
to create independent steering teams focused on finding
solutions to supply chain learning gaps. It also focused on
finding innovative ways to fill the vacuum that Worldwide
Operations faced with the changes within its workforce.
The steering teams were able to:
• create real-life supply chain solution projects with
report outs to senior management;
• develop fresh and new ideas that attacked coming
challenges without previous preconceptions of what
would or wouldn’t work; and
• bring passion to the engineering and supply chain
optimisation projects they were involved in.
The teams came up with:
• creating a buddy assignment programme for all new
employees;
• designing a new employee on-boarding training
programme;
• creating a new employee checklist to facilitate speedy
on-boarding;
• creating a 90-minute on-boarding session to introduce
each employee to the employee resource centre; and
• assessing and updating all role-based learning paths
within Worldwide Operations.
6. 6 Oracle Worldwide Operations: Replenishing the talent pool
We foster an inclusive
environment that
leverages the diverse
backgrounds and
perspectives of all our
employees, suppliers,
customers and partners to
drive a sustainable global
competitive advantage.
COMMITMENT TO INCLUSION
From its college recruitment process to external and internal
staffing, WWOPS is aggressive in its encouragement of
hiring, training and promoting a diverse organisation.
In cultivating a diverse workforce, Oracle Human
Resources publishes a monthly newsletter called
Dimensions of Diversity. This newsletter is an exciting
opportunity for Oracle US employees to find out what the
company is doing in the areas of diversity and inclusion.
It provides information on upcoming events, community
outreach programmes, webinars and other opportunities
for development.
Along with its diversity internships and partnerships
with professional and non-profit organisations, Oracle
runs programmes to help veterans to build networks and
find civilian jobs that build on their skills. It harnesses the
combination of veterans’ talent, experience, commitment
and leadership skills and helps translate these into a
private-sector career.
Worldwide Operations has also hired women and minorities
into key roles. Oracle’s CEO, Safra Catz, is leading the way
as one of the world’s highest-paid female executives.
7. SCM World CASE STUDY SERIES 7
IMPACT
The steering teams, led by employees with more than
10 years’ experience but no managerial responsibilities,
empowered Oracle’s future leaders to develop the next
generation of talent. This also expanded peoples’ supply
chain knowledge base and provided the company’s
leaders with the ability to consider senior management
roles, which resulted in managerial promotions and/or
movements within other functional areas. Participants
have received job promotions, cross-functional job
assignments or job swaps, thereby providing career
opportunities, knowledge growth in supply chain
and new thinking and leadership.
Each year, Oracle has a new employee ‘class’ and a
new set of mid-level employee volunteers to replicate the
success it had in the previous class. For Oracle, this has
turned into a sustainable model.
Based on the success of this initiative and the
improvements to the on-boarding process, Oracle has
experienced less turnover of new college graduates and
new employees. Moreover, Oracle is using this initiative
as a selling point in its recruitment process and hosts
its own career events.
SHAPING SOCIETY
Drawing on the hiring of veterans, on Monday 21 July
2014, an Oracle employee, Staff Sergeant Ryan Pitts,
received the Congressional Medal of Honor – the highest
military decoration for combat valour – from President
Obama in a special White House ceremony.
The company’s programmes that help veterans transition
from the armed forces to civilian careers are helping to
shape society. Oracle considers that hiring veterans with
these experiences helps to steer the culture, drive revenue
and improve the bottom line. Military veterans also tend
to stick around – national statistics show attrition rates
are lower for veterans in the civilian workforce than for
their civilian counterparts, which helps stabilise Oracle’s
workforce and makes good business and societal sense.
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best practice insights in order to shape the future of supply chain.
As a member of the SCM World community, you have access to our predictive,
ground-breaking research which is focused on driving innovation in supply
chain. Our agenda is set by an advisory board of the world’s top supply chain
leaders and the world’s leading business schools. We also have our own team
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trends affecting the profession.
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