This document discusses how HR can evolve to achieve a competitive advantage and remain relevant. It suggests that HR needs to move from focusing on "doing things right" to "doing the right things" by becoming more strategic, integrated, and customer-driven. Specifically, it recommends that HR (1) act as a strategic partner in setting business direction, (2) effect organizational change and transformation, (3) champion employees, and (4) optimize administrative processes through technology. The document argues that developing a system-driven HR delivery model can help HR move from operations to a more strategic role and better measure its impact on business performance.
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.
The specialist leaders of HR, IT, finance, and other functions have had their time, attention, and (in some cases) money freed up by more efficient practices. They now have the ability--and the mandate--to play a more influential role, especially when building capabilities. Instead of balancing services among all business units equally, or striving to be best in class in everything, they can become increasingly "fit for purpose," thinking and acting in line with the enterprise strategy.
Presentation at the International Conference "Revolutions, maidans and protests in contemporary Ukraine. The current state of research and future directions" takes place on 20 June 2016 at the Natolin campus of the College of Europe in Warsaw.
Ariel Garten of Interaxon/Muse presents Wearable Technology: Not just a FadTechTO
Ariel Garten of Interaxon explains why wearables are only getting started. She shares stats, trends and explains where wearables are heading. Emphasis is placed on explaining how wearables are moving to devices that enhance our life.
This was first presented at TechTO February 2016
Commentators are currently polarised around the future of the HR function. Some suggest that the function is about to enter a boom period as after several years of cajoling, organisations are placing far greater emphasis on talent management and putting strategic HR activities at the heart of the business. On the other hand, others believe that HR is still struggling to rise to the challenge and is destined to remain a transaction based cost centre for the foreseeable future. As with most things, the truth probably lies somewhere in the middle. This article explores the evidence for both perspectives and suggests that solving apparently intangible human capital problems is the best way for HR to profit given current circumstances.
The specialist leaders of HR, IT, finance, and other functions have had their time, attention, and (in some cases) money freed up by more efficient practices. They now have the ability--and the mandate--to play a more influential role, especially when building capabilities. Instead of balancing services among all business units equally, or striving to be best in class in everything, they can become increasingly "fit for purpose," thinking and acting in line with the enterprise strategy.
Presentation at the International Conference "Revolutions, maidans and protests in contemporary Ukraine. The current state of research and future directions" takes place on 20 June 2016 at the Natolin campus of the College of Europe in Warsaw.
Ariel Garten of Interaxon/Muse presents Wearable Technology: Not just a FadTechTO
Ariel Garten of Interaxon explains why wearables are only getting started. She shares stats, trends and explains where wearables are heading. Emphasis is placed on explaining how wearables are moving to devices that enhance our life.
This was first presented at TechTO February 2016
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E business - STRATEGIES AND CRITICAL FACTORS IN CRM SELECTION IMPLEMENTATION ...Anil Masal
Customer Relationship Management or CRM is a company-wide business strategy designed to reduce costs and increase profitability by solidifying customer loyalty. It's a strategy used to learn more about customer’s needs and behaviour in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Entenda as funções de Contas Retificadoras na Contabilidade e estude para sua próxima prova de Contabilidade com resumo gratuito do Estratégia Concursos.
In a global survey of 375 executives, The Economist Intelligence Unit explores how early adopters are using evidence to show connections between HR and business KPIs and opening doors to new processes and people strategies that impact the bottom line of the organisation.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
Next Generation on HR Transformation, turnaround to sustain business competit...Benny Saputra HR
Sample presentation on National Gathering Telkomsel Human Capital Management, Indonesia
Next Generation on HR Transformation, turnaround to sustain business competitiveness, profit and growth
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Presentation by Dr TV Rao (Founder National President - National HRD Network and Chairman - TV Rao Learning System) on 'HR Managers Who make a Difference' on 8th August 2014.
Importance of Effective Communication during Annual Performance & Rewards CycleNational HRD Network
73rd NHRDN Webinar on Importance of Effective Communication during Annual Performance & Rewards Cycle by Ms Leena Sahijwani, (Director – Rewards & South Asia Leader- Women’s Network, GE South Asia) on 29th May 2014
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[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
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Digital Transformation in PLM - WHAT and HOW - for distribution.pdf
Session on HR Delivery By Dr. Sraban Mukherjee
1. HR DELIVERY
National HRD Network
29 May 2009
y
Dr. Sraban Mukherjee
Hero Mindmine Institute Limited
2. Organizations often claim that
“People are our most
“P l t “ HR as a source of
f
important asset” competitive advantage”
Do we really mean it or it is a slogan?
Is it HR or People is a source of competitive advantage ?
6/10/2009 2
4. What is the image of HR in the eyes of
g y
employees?
Recruiting Interviews
Hire
Hi and Fi
d Fire Org Announcements
O A t
Appraisals Rules and regulations
Do what management says Too slow and bureaucratic
Policies & Procedures Policemen on co policies
Payroll Industrial Relations
6/10/2009 4
5. To either evolve and achieve
our unique competitive
advantage
HR
COMMUNITY
Or end up getting
eliminated from the race
6/10/2009 5
6. “Satyam Co pu e s is likely to sac most o
Sa ya Computers s e y o sack os of
its non-billable staff of up to 8,000…”
- Economic Times , 24 May 2009
Who is the Victim? HR
6/10/2009 6
7. What HR can deliver is more important than what it
does…
the deliverables are capabilities the organization needs to
accomplish its business goals
such as commitment from employees, more efficient systems,
loyalty and the ability to create and implement strategy”
- David Ulrich – Human Resource Champions: The Next Agenda for Adding Value and Delivering
Results , Harvard Business School Press 1997
Let us honestly assess, how
much % of the time we all in
HR, spent on these strategic
areas ?
6/10/2009 7
8. How Can HR Survive And Prosper ?
p
Move from Success to Relevance
From Success doing things right
g g g
To Relevance doing right things
1. HR as a Customer(manager) and Consumer(employee) driven function
2. HR as a Master Integrator of business and people
g p p
3. HR moving up the value chain in the eyes of its Customer
6/10/2009 8
9. What are the Roles of HR?
INTEGRATION
Strategic Partner
g Change Agent
g g
Active Role in setting strategic direction Effecting Transformation & Change
Design and implement HR programs that Create cross-functional collaboration &
P
align / fit with the business vision organization readiness to accomplish
R change initiatives & performance results
h i iti ti f lt P
O E
C O
E HR P
S Administrative Expert Employee Champion L
S E
E
S
Process Optimization & Efficiency Motivated & Competent Personnel
Develop employee competences with
Continue improvement of the HR continuous skills & knowledge
processes to optimize operational management; foster achievement /
efficiencies performance recognition programs
TECHNOLOGY
Developing a System-Driven HR Delivery Model with Critical P f
D l i S t Di D li M d l ith C iti l Performance F t
Factors
6/10/2009 9
Source:Capgemini
10. Why Develop a System-Driven HR?
System Driven
• Create a more strategic role for HR within the enterprise
• Achieve flawless administration of HR services thru continuous
fine tuning systems and processes, eliminating non-value adding
f d l l dd
processes
• Connect with the organizational strategies
• Measure HR performance
Business
Strategy (5%) Business
Strategy (20%)
Organization
Effectiveness (20%)
HR Transformation Organization
Effectiveness ( (40%)
HR Operations
(75%)
HR Operations (40%)
Current HR Service Profile Targeted Future HR Service Profile
The h ll
Th challenge is to maximize the value HR provides to the business,
i t i i th l id t th b i
without losing credibility or performance in the administration tasks
6/10/2009 10
Source:Capgemini
11. Organizations today are
moving towards Outsourcing
to reduce cost
Too much dependent on
consultants
HR is individual driven
Where Lies
Too much focus on top
The
Problem? Lack of measurement
indices on contribution of
HR in business delivery
6/10/2009 11
12. Build Organizational Sustainable Capability
u d O ga at o a Susta ab e Capab ty
through an effective Employee Engagement
Platform to unleash and inspire employees to
usiness Plans
perform at their peak
P A continuous simplification in our work –
relevance and simplicity.
p y
Aligning HR Pla to Bu
HR F
Focus
Focus on Structure, Systems and Processes
ans
Continuously assess the HR deliverables on
its effectiveness
g
Identify tools and metrics to track progress
and measure performance of HR operations in
terms of overall business performance.
6/10/2009 12
13. “The ability to maximize the performance
of your human assets relies on the
abilities to measure their attributes,
,
exploit the strengths and examine the
weaknesses”
Thank You
6/10/2009 13