If U.S. politics do not derail the recovery, pent-up demand can drive faster economic growth. Fixed-income outflows appear likely to continue, pushing rates higher.
If U.S. politics do not derail the recovery, pent-up demand can drive faster economic growth. Fixed-income outflows appear likely to continue, pushing rates higher.
These are our views (macro, technical as well as quantitative) on the financial markets for the month to come...
FinLight Research is a quantitative cross-asset research firm with an expertise in real assets analysis and a focus on some specific issues: risk budgeting, asset allocation, trading systems and business intelligence.
From here, we are rethinking, day after day, the investment paradigm, preparing optimally for what lies ahead… This is our pretension!
« Market Perspectives » est notre revue mensuelle des marchés. Elle présente de la façon la plus synthétique possible :
- notre analyse des principaux faits marquants et indicateurs macro susceptibles de dessiner les marchés sur le mois.
- notre vision sur les différentes classes d’actifs
Cette revue sera continument enrichie avec nos indicateurs quantitatifs.
La plupart de nos analyses sont disponibles sur www.finlightresearch.com
Our monthly publication “Market Perspectives” presents a synthetic view of all the asset classes we cover.
The report is composed of six sections covering Macro, Equities, FI & credit, FX, Commodities and Alternatives.
Each section is preceded by a summary of our views on the related asset class.
Most of our publications are available on our web site www.finlightresearch.com
« Market Perspectives » est notre revue mensuelle des marchés. Elle présente de la façon la plus synthétique possible :
- notre analyse des principaux faits marquants et indicateurs macro susceptibles de dessiner les marchés sur le mois.
- notre vision sur les différentes classes d’actifs
Cette revue sera continument enrichie avec nos indicateurs quantitatifs.
La plupart de nos analyses sont disponibles sur www.finlightresearch.com
Our monthly publication “Market Perspectives” presents a synthetic view of all the asset classes we cover.
The report is composed of six sections covering Macro, Equities, FI & credit, FX, Commodities and Alternatives.
Each section is preceded by a summary of our views on the related asset class.
Most of our publications are available on our web site www.finlightresearch.com
Our monthly publication “Market Perspectives” presents a synthetic view of all the asset classes we cover.
The report is composed of six sections covering Macro, Equities, FI & credit, FX, Commodities and Alternatives.
Each section is preceded by a summary of our views on the related asset class.
Most of our publications are available on our web site www.finlightresearch.com
Please note that our risk-based benchmark (cross-asset allocation calibrated to a given C-Var), our tilted portfolio (with tactical overlay exposures implied by the market views expressed above), as well as the corresponding main characteristics (usual statistics, risk contributions, backtests…), are available only for our subscribers.
These are our views (macro, technical as well as quantitative) on the financial markets for the month to come...
FinLight Research is a quantitative cross-asset research firm with an expertise in real assets analysis and a focus on some specific issues: risk budgeting, asset allocation, trading systems and business intelligence.
From here, we are rethinking, day after day, the investment paradigm, preparing optimally for what lies ahead… This is our pretension!
« Market Perspectives » est notre revue mensuelle des marchés. Elle présente de la façon la plus synthétique possible :
- notre analyse des principaux faits marquants et indicateurs macro susceptibles de dessiner les marchés sur le mois.
- notre vision sur les différentes classes d’actifs
Cette revue sera continument enrichie avec nos indicateurs quantitatifs.
La plupart de nos analyses sont disponibles sur www.finlightresearch.com
Our monthly publication “Market Perspectives” presents a synthetic view of all the asset classes we cover.
The report is composed of six sections covering Macro, Equities, FI & credit, FX, Commodities and Alternatives.
Each section is preceded by a summary of our views on the related asset class.
Most of our publications are available on our web site www.finlightresearch.com
« Market Perspectives » est notre revue mensuelle des marchés. Elle présente de la façon la plus synthétique possible :
- notre analyse des principaux faits marquants et indicateurs macro susceptibles de dessiner les marchés sur le mois.
- notre vision sur les différentes classes d’actifs
Cette revue sera continument enrichie avec nos indicateurs quantitatifs.
La plupart de nos analyses sont disponibles sur www.finlightresearch.com
Our monthly publication “Market Perspectives” presents a synthetic view of all the asset classes we cover.
The report is composed of six sections covering Macro, Equities, FI & credit, FX, Commodities and Alternatives.
Each section is preceded by a summary of our views on the related asset class.
Most of our publications are available on our web site www.finlightresearch.com
Our monthly publication “Market Perspectives” presents a synthetic view of all the asset classes we cover.
The report is composed of six sections covering Macro, Equities, FI & credit, FX, Commodities and Alternatives.
Each section is preceded by a summary of our views on the related asset class.
Most of our publications are available on our web site www.finlightresearch.com
Please note that our risk-based benchmark (cross-asset allocation calibrated to a given C-Var), our tilted portfolio (with tactical overlay exposures implied by the market views expressed above), as well as the corresponding main characteristics (usual statistics, risk contributions, backtests…), are available only for our subscribers.
kasina: Costs of Compensation - Sales & National Accounts 2009kasina
kasina's 2009 study of Sales and National Accounts compensation; key findings on trends, and recommendations for asset managers to improve their compensation practices
Prepare a 3 page paper based on your on-line research.Objective .pdfarchiesgallery
Prepare a 3 page paper based on your on-line research.
Objective : Assess political, legal, cultural, and economic influences on international business
that may affect your global product/service.
Background: A country\'s business environment may be influenced by the importance of family,
religious beliefs and demographic trends. It is useful to gain social and cultural awareness about
the country you are considering for your global product/service.
In addition, political stability is commonly related to the type of government and degree of
corruption present in a country. A company my also face various business regulations and legal
constraints that could affect global business decisions.
Globalization Case Study:
You are a senior executive of a firm that is seeking to expand globally. The Chief Executive
Officer (CEO) has tasked you to develop a Business Plan (see Global Business Plan Activities).
During this case study, be thinking of a product or service which you may wish to be the focus of
your Business Plan.
For Activity #2, the CEO asked you to study national differences and political economics
associated with the Business Plan.
For your selected global product or service, assess the potential markets in five parts of the
world: Argentina, Ghana, the Czech Republic, Indonesia, and one nation selected by the student.
Make a table that characterizes and briefly discusses the growth potential, political risk,
economic risk, legal risk, and cultural differences that might influence the costs of doing
business in the country. Also address cultural considerations that might affect the firm’s business
practices in the country and the overall attractiveness of the country for your company\'s
product/service.
Be sure to cite your sources.
Solution
Growth Potential that might influence the cost of doing business in the country
In the current economic climate, growth remains a key government priority. The literature on
economic growth has turned to the effects of country\'s political, legal, economic and social
institutions on wealth and long-term growth (Acemoglu et al. (Acemoglu et al., 2001 and
Acemoglu et al., November 2002), Dollar and Kraay (Dollar & Kraay, 2003), Easterly and
Levine (Easterly & Levine, 1997), Hall and Jones (Hall Robert & Jones Charles, 1999), Knack
and Keefer (Knack & Keefer, 1995), Mauro (Mauro, 1995), Rodrik et al. (R, A, & Trebbi, 2002),
and many others). It is obvious that countries with better institutions grow faster. However, as
noted by Rodrik et al. (Hanusch, 30 June 2011), it is difficult to identify which institutions matter
and how does one acquire them. This is a question of some practical importance. In recent years,
the proliferation of datasets aiming to measure a wide gamut of institutional reforms allowed
economists to make progress in this area. In this context, the World Bank has been publishing a
series of annual Doing Business reports since 2004 investigating regulations that enhance
business activi.
Equity Consulting Report PowerPoint Presentation Slides is a virtual tool for financial analysts to compile their investment research insights. This private financing PPT theme is replete with data visualization tools. Use pie charts, tabular formats, and other kinds of diagrams to present information about the target company’s financial health. Our equity investment analysis PowerPoint slideshow incorporates state of the art design elements. Using this equity valuation PPT presentation you can consolidate a visually-appealing financial ratio analysis. Build a crisp industry overview involving competitive environment analysis and the latest industry trends. Our investment research PowerPoint templates help you to compile valuation analysis using various methods. Risk assessment is another important aspect that you can address with the help of this Equity research PPT slideshow. Elaborate on the types of risks like currency risk, inflation risk, and so on. Private equity consulting even helps you to identify and portray the intensity of each type of risk. https://bit.ly/3kuXvnu
Company Stock Analysis And Equity Research Report PowerPoint Presentation SlidesSlideTeam
A document prepared by research analyst that focuses on the performance of a particular stock or any sector or Country. An equity research report helps the investor to take an informed decision while making any particular investment. This presentation is helpful for equity research analyst and investment bankers with an objective to analyze the target companys financial performance, ratios and their financial model and help the investor take a buy or sell decision. In the beginning this presentation provides an overview of the equity research report and the analyst overview for the same. The analyst highlights provide an overview of the analyst opinion and a brief summary of the report. After understanding the summary of the report, and overview of the industry Is provided that studies the competitive environment and the key Industry trends. Once the industry scenario is understood, key highlights of the target company are identified. These highlight include the overview of the company, the income statement, balance sheet, vertical and horizontal analysis, shareholding pattern of the organization, its SWOT analysis and historical share price performance. After getting the general highlight of the organization, the financial ratios are then studied. These ratios can be liquidity ratio, asset management ratio, leverage ratio, profitability and valuation ratio. After understanding the key ratios of the organization, valuation analysis is done. Multiple valuation methods such as discounted cash flow, Relative value approach, and precedents analysis is done After analyzing the organization key risk factors are analyzed and ratings are provided to the same. In the end an overview of our organization is provided that includes the about the origination, the equity team structure and equity team members. To end the equity research report final review and rating are provided that gives an overall analyst rating. https://bit.ly/3jn6Zkp
Declining Entrepreneurship and Business Dynamism in the United StatesIan Hathaway
This presentation covers the fairly recent discovery of declining business dynamism and new firm formation in the United States, occurring over a three-decade period in essentially all corners of the economy. It was delivered to an audience at the OECD's Directorate for Science, Technology and Innovation in Paris.
Overview & ChecklistTools for Tracking Your Strategic ThoughtsDr. .docxalfred4lewis58146
Overview & ChecklistTools for Tracking Your Strategic ThoughtsDr. William C. Schulz, 2013Be sure to scroll right to see all tabsTask Completion Checklist: TBD = Need to be Done; 1 = CompletedTable of ToolsType of AnalysisWorksheet Name (Tabs at bottom of this spreadsheet)Specific AnalysisFull Documentation & Context NotesWorksheet AnalysisWritten ImplicationsMission/Values/Strategic IntentValues & IntentionsMission/Vision/Values & Strategic Intent EvaluationTBDTBDTBDExternal AnalysisGen_ECO PestGeneral Ecosystem PEST+ AnalysisTBDTBDTBDStakeholderStakeholder AnalysisTBDTBDTBDEXT Five Forces RivalryCompetitive Ecosystem: Rivalry AnalysisTBDTBDTBDEXT 5_F Customer_Supplier PowerCompetitive Ecosystem: Customer and Supplier Power AnalysisTBDTBDTBDEXT_New Entry and SubsCompetitive Ecosystem: New Entry & Substitute AnalysisTBDTBDTBDIntegrative AnalysisINT_KSF_MatrixInternal Skills Current AND Key Success Factor Integration TBDTBDTBDBOS Strategy CanvasBlue Ocean Strategy Specification (if applicable)TBDTBDTBDStrategy StatementSpecific Statement of Chosen Strategic PathTBDTBDTBDStrategy EvaluationStrategy EvaluationStrategy EvaluationTBDTBDTBD
Values & IntentionsMission/Values & Strategic Intent AnalysisBefore we begin to work on both specific external and internal analysis frameworks, it is important to take stock of the company you are studying from a mission/vision and strategic intent (Hamel & Prahalad, 2005) perspective.This analysis takes the form of a set of questions that are intended to help you better understand the goals, ambitions, values and strategic attitude of the organization—thus setting a context and lens from which to better understand your strategic choices as you complete later analyses.Be sure to scroll all the way down and to the right of the worksheet to see all questions.Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)Key Analysis QuestionDetailed Analytic ResponseSpecific Supporting Documentation w/CitationQuick Implication of ResponseWhat is the fundamental purpose of the organization (apart from “making money”), why does it exist and what problems does it solve in the world?How would customers and other major stakeholders react if this company were to go bankrupt next year? Would it matter? Why or why not?Has the company been consistent and true towards it purpose and vision over the years? Is it still consistent now? Since “actions speak louder than words”, has the company said it valued its human resources, and then cut back or laid off many workers in a time of retrenchment? Is this a historical pattern?Has senior leadership demonstrated a willingness to give-back in times of organizational stress?How many CEO/COO/CFO’s has the company had in the past ten years? Is leadership stable and forward looking?Are organization-wide goals stated merely in terms of market growth or financial outcomes for a year or .
In this report, Blessing White reviews key findings from our 2008 State of Employee Engagement global research and share strategies for delivering on the promises of employee engagement (employee retention strategy, employee motivation strategy).
PRESENTATIONResearch question and literature reviewEffects o.docxharrisonhoward80223
PRESENTATION
Research question and literature review
Effects of corporate income tax avoidance in the economy
What the question adds to the existing literature.
Several scholars have done research on how avoidance if corporate income tax has increased their pay as well as the corporations' profits.
They have not explained on how the avoidance of corporate tax has affected the economy.
The Corporate income tax is among the major sources of the federal revenue, through research in 2014 it raises about $320.7 billion in the fiscal year, 10.6 percent of all the countries’ revenue and 1.9 percent out of all the gross domestic product.
Economic framework.
When these corporate income taxes are avoided, the amount of money available to provide public goods and services reduces and consequently, the economy increased very much making it be out of balance.
Again, corporate income tax has contributed to budget shortfall. Corporations are complaining that there has been increased tax rate in the Federal income tax but what has led to this is the failure for many corporations to pay taxes on the amount of profits they make (Lebergott 2015).
Potential Data Sources
The target population will be ;
several CEOs in selected corporation
unions which deal with different corporations
the Fed which controls all the accounting and finances of the country
lastly is workers within those selected corporations
Importance of the Question
The importance of this research proposal will be to educate the relevant people on how this act of corporate income tax avoidance has towards the economy.
After which the expected measures will be taken to ensure that the economy is will control and people are not taxed very high (Onji and Tang 2015).
The gap between employees and the CEO pay affects the performance of the firm
Research shows that the size of the gap is determined the by the size of the firm of the industry (Carpenter and Sanders (2002).
But vertical pay disparity has negative effects on the firm, for example, the Korea firms
How the firm performance affects the CEO pay beyond what average employees make.
Between 1978 and 2014 after the inflation adjustments, CEO pay increased by about 1,000 percent while employees in the same period their pay increased by only 11 percent.
In this research, there are several factors which influence the firms pay apart from the individual CEO so the CEO is not to blame here and should just be paid despite the firms' performance (Pathak et.al 2014).
References
Carpenter, M. A., & Sanders, W. M. (2002). Top management team compensation: The missing link between CEO pay and firm performance? Strategic Management Journal, 23(4), 367-375.
Conyon, M. J., & Murphy, K. J. (2000). The prince and the pauper? CEO pay in the United States and the United Kingdom. The Economic Journal, 110(467), 640-671.
Gabaix, X., & Landier, A. (2006). Why has CEO pay increased so much? (No. w12365).
Nation.
intl500 final course projectCompany nameStudent nameGlobal.docxLaticiaGrissomzz
intl500 final course project
Company name
Student name
Global Perspectives for International Business
Date
Add Company Name, Student Name, and Date.
1
Company Overview and Financials
Political and Economic Systems
Legal System
Values, Culture, and Norms
Trade
International Strategy
Outsourcing
Immigration
Lessons Learned
References
Table of contents
Source:
Each student will create an artifact that appropriately meets the criteria of the project. Students are encouraged to weave current multimedia and technology in their projects. Examples may include appropriate usage of video clips, PowerPoint with audio, written documentation, Prezi, animation, film, music, data, charts, graphs and photography. Example: PPTX with no less than 12 slides and no more than 18 slides with audio for each slide (provide some video clip somewhere of your MNC you found).
2
Insert text here
Company Overview and Financials
Source:
Introduce your MNC. Provide some sound financial indicators from company annual reports or use secondary sources to provide some financial background (yearly revenues, profits, dividends, etc).
3
political and economic systems
Insert text here
Source:
Complete an assessment of the political system and economic system of both the home and host country of your MNC. Compare and contrast how your MNC operates in the home and a host (pick one) country. Indicate also, where your countries rank with HDI (Human Development Index), Freedom Index, Doing Business Index, and other indexes you deem appropriate.
4
Legal system: home(Japan) vs. host country(USA)
Insert text here
Source: https://research-methodology.net/legal-system-as-a-reason-for-international-differences-in-financial-reporting/
Source:
Compare and contrast the legal systems of the MNC's country of origin (home) and host country. Variables to consider include corruption, intellectual property, and product safety & liability, and ethics.
5
values, culture, and norms
Insert text here
Source: https://www.chegg.com/flashcards/society-as-a-construct-that-develops-through-time-a9b6f669-fac4-43cb-9de2-d46b2620059d/deck
Source:
Complete an assessment of values, culture, and norms. How does this influence the culture and operations of one of the countries your MNC operates in? Use the Hofstede Cultural Dimensions to showcase the comparisons of the host and home countries, available at: https://www.hofstede-insights.com/ .
What advantage and disadvantages does this country provide to the MNC? How does your MNC market their product or service differently comparatively due to these issues?
6
trade
Insert text here
Source:
Conduct an analysis on the conditions of trade. Indicate opportunities and challenges that affect your MNC; including any current policies or agreements that have been recently passed. Here you could examine the regional trade agreements of the host/home countries. Do they have Free Trade Agreements? Please make sure y.
MARKETING MANAGEMENT, ENVIRONMENTAL ANALYSIS, SWOT ANALYSIS, PESTLE, BUSINESS ENVIRONMENT, STEPS FOR ENVIRONMENTAL ANALYSIS, PESTLE ANALYSIS EXAMPLE, ADVANTAGES OF PESTLE ANALYSIS, SWOT ANALYSIS EXAMPLE, ADVANTAGES OF A SWOT ANALYSIS, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
www.pwc.comhrsA look at the key workforce trends from a.docxericbrooks84875
www.pwc.com/hrs
A look at the key workforce
trends from around
the world using data
from PwC’s Saratoga
benchmarking database.
Key trends in
human capital 2012
A global perspective
2 Key trends in human capital 2012. A global perspective
About PwC Saratoga
PwC Saratoga is the recognised leader in the
measurement and benchmarking of human capital in
organisations, HR and finance function performance
and transformation. Our specialists help clients to
develop predictive analytics capability by identifying
connections between HR, people, functional and
organisational performance, using a range of
quantitative and qualitative tools. This is supported
by a global repository of metrics and qualitative best
practice information from more
than 2,400 organisations.
3Key trends in human capital 2012. A global perspective
Introduction 4
Global trends in human capital 6
A multi-speed global economy 8
Productivity gaps widen 12
A rocky road for rookies 16
Survivors disengaged 20
HR rising to the analytics challenge 25
Priorities for business 32
In conclusion 34
Behind the numbers 36
Contacts 37
Related PwC publications 38
Contents
4 Key trends in human capital 2012. A global perspective
Introduction
Welcome to the latest in PwC’s detailed studies of
Global Trends in Human Capital. In this fifth edition we
look more closely at how organisations and the global
workforce have been changed by the financial crisis
and economic downturn.
5
Our 2010 Global Trends paper was written
at a time of considerable upheaval, with
many organisations cutting back sharply
on costs and headcount as the recession
took hold. Two years on, business leaders
are more confident about the prospects
for growth, in spite of continued economic
turmoil. While competition is intense,
many organisations are emerging leaner
and more focused. The mantra is to
maximise return on investment (ROI)
in every area of the business, especially
human capital.
It’s all about talent management
In this quest for growth, talent
management remains a primary focus
area for business leaders. According to
our 15th Annual Global CEO Survey, 78%
of CEOs plan to make changes to talent
strategy in response to the global business
environment. There is a clear need for
professional skills and effective leadership
to operate in challenging markets, while
emerging markets require the talent to
deliver continued growth. But only 30%
of CEOs said they were confident that they
would have the talent they needed to grow
their organisation in the near future, and
31% said that talent constraints had already
hampered innovation at their organisation.
In such an environment, knowledge and
insight – in the form of human capital data
– is power. Human capital measurement
and analytics has progressed far in recent
years, evolving from the collection and
redistribution of basic workforce data
through HR systems to a more thoughtful
and .
2016 Thumbtack Small Business Friendliness Survey: Methodology & AnalysisThumbtack, Inc.
The 2016 Thumbtack.com Small Business Friendliness Survey polled over 12,000 small business owner-operators from across the country on their policy preferences and evaluations of their state and local governments. With this survey data, we provide three novel contributions. First, we grade 35 states and 78 metropolitan areas on 11 dimensions, ranging from overall business friendliness to more specific measures, such as the friendliness of an area's labor regulations. Second, we use econometric procedure known as dominance analysis to determine what small businesses want most from their state and local governments. This exercise revealed that licensing requirements and tax regulations are single biggest determinants of small businesses's evaluations of their local and state governments, respectively. Finally, we use regression analysis to determine how improving along different policy measures affects perceptions of overall friendliness. These results indicate that, among other things, requiring a service provider to hold a license is only negatively correlated with friendliness evaluations if that license is also seen as being difficult to comply with. With these results, we look forward to working with state and local officials to help improve policy conditions for small businesses across America.
SME Manufacturing Credit Risk Model Forecast Correctness and Result of ModelIOSR Journals
Thai SMEs employ about 69 percent of the total population. However, SMEs structure of short term financial characteristics as they depend mostly on short term loan. Thus, we have to be aware of financial distress of SMEs. This study utilizes a Logit analysis model to examine financial ratio of 385 SMEs financial statements. The result showed that those of 37 financially distressed and 348 non-financially distressed enterprises. This study conducted with 2 research questions which are (1) Are there significant differences in liquidity, leverage and profitability ratios of financially distressed and non-financially distressed Thai SMEs. (2) Is Logit model is a good model for measuring liquidity, profitability, and financial leverage classifies Thai financially distressed. The study has examined empirical evidence from Thailand manufacturing industries to identify differences between financial profiles of financially distressed and non-financially distressed SMEs. It then developed and tested the Logit analysis model for predicting SMEs financially distress. The first hypothesis is supported, which showed that there are statistically significant differences between financial ratios of financially distressed and non-financially distressed SMEs in Thailand. The second hypothesis showed that the predictable of financial ratios in the Logit analysis model enables classifying Thai financially distressed and non-financially distressed SMEs more accurately than a possible occasional classification. Finally, this study could help policy-makers, SMEs owners and business consultants to determine strategies in order to develop Thai SMEs manufacturing Industry sustainably. Moreover, the Logit model of this study could be applied in other industries in order to expand the growth of Thailand industries.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR profession’s general perspective on FLSA overtime exemptions.
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
SHRM'S 2010 Healthy Food and Drinks in the Workplace poll surveyed HR professionals about healthy offerings in their organizations. Forty percent of organizations have formal or informal practices and/or policies in place that promote healthy food and drinks in the workplace. Nearly all employees have responded favorably to these organizations’ efforts to promote healthy food and drinks for work-related functions where food is served, in on-site vending machines, in the company cafeteria, etc.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
This research collected comprehensive information on the prevalence of organizations hiring 2015 college graduates with undergraduate and graduate degrees. The findings revealed that one-fifth of respondents (20%) indicated their organizations hired 2015 college graduates to begin working after graduation, and 15% indicated they hired 2015 college graduates to begin working before graduation. Among organizations that indicated they had hired 2015 graduates, 18% offered higher total compensation to 2015 college graduates than to 2014 college graduates; the majority (81%) offered compensation that was “about the same.”
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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.
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.
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
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1. January 27, 2010 SHRM Poll: Financial Challenges to the U.S. and Global Economy and Their Impact on Organizations—An Update
2. Introduction One Year Later: A Comparison of the Financial Challenges to the U.S. and Global Economy poll data in October 2008, March 2009 and October 2009 In October 2008, SHRM conducted a series of polls that looked at the impact of the financial crisis on companies from a variety of angles. An update of several of the poll questions was done in March 2009 and October 2009 to determine how the strategies of businesses are changing as the economy continues to change. When possible, similar questions and response options from October 2008, March 2009 and October 2009 are compared with one another. Respondents were also asked to project how their company is likely to proceed in the next six months,assuming that the current financial challenges continue. 2
3. Please indicate whether each of the following have occurred in your organization within the PAST SIX MONTHS as a result of the financial challenges to the U.S. and global economy? 3 October 2009 Compared With March 2009 and October 2008 Note: Percentages do not total 100% as respondents were allowed to select multiple response options. In October 2008, respondents indicated changes occurring in the past 12 months. Where possible, October 2009 data are compared with March 2009 and October 2008 data; a dash (--) indicates that this particular question was not asked in October 2008.
4. Please indicate whether each of the following have occurred in your organization within the PAST SIX MONTHS as a result of the financial challenges to the U.S. and global economy? (continued) 4 October 2009 Compared With March 2009 and October 2008 Note: Percentages do not total 100% as respondents were allowed to select multiple response options. In October 2008, respondents indicated changes occurring in the past 12 months. Where possible, October 2009 data are compared with March 2009 and October 2008 data; a dash (--) indicates that this particular question was not asked in October 2008.
5. Please indicate whether each of the following have occurred in your organization within the PAST SIX MONTHS as a result of the financial challenges to the U.S. and global economy? (continued) 5 October 2009 Compared With March 2009 and October 2008 Note: Percentages do not total 100% as respondents were allowed to select multiple response options. In October 2008, respondents indicated changes occurring in the past 12 months. Where possible, October 2009 data are compared with March 2009 and October 2008 data; a dash (--) indicates that this particular question was not asked in October 2008.
6. Please indicate whether each of the following have occurred in your organization within the PAST SIX MONTHS as a result of the financial challenges to the U.S. and global economy? Publicly owned for-profit companies have taken more drastic measures than other sectors Made budget cuts across the entire organization: Public FP (88%) > NP (65%) Implemented hiring freezes: Public FP (53%) > NP (28%) Implemented layoffs: Public FP (72%) > NP (33%), Govt (34%); Private FP (54%) > NP (33%) Outsourced certain business functions: Public FP (36%) > Private FP (16%) Did not renew contracts with existing contract/temporary/contingent workers: Public FP (51%) > Private FP (27%) Allowed attrition of employees: Large (73%) > small (52%) Froze employee wage increases: Small (68%) > large (45%) Did not renew contracts with existing contract/temporary/contingent workers: Large (53%) > small (20%), medium (32%) Made budget cuts across the entire organization: Large (80%) > small (60%) 6 Comparison by Organizational Sector Comparison by Organizational Staff Size Note: Privately owned for-profit organization = Private FP Publicly owned for-profit organization = Public FP Nonprofit organization = NP Government sector = Govt Small = 1-99 employees Medium = 100-499 employees Large = 500 or more employees
7. Assuming the current financial challenges to the U.S. and global economy continue, what is the likelihood of each of the following to occur at your organization in the NEXT SIX MONTHS? 7 October 2009 Compared With March 2009 and October 2008 Note: Table represents “very likely” responses. In October 2008, respondents indicated changes occurring in the next 12 months. Where possible, October 2009 data are compared with March 2009 and October 2008 data; a dash (--) indicates that this particular question was not asked in October 2008.
8. Assuming the current financial challenges to the U.S. and global economy continue, what is the likelihood of each of the following to occur at your organization in the NEXT SIX MONTHS? (continued) 8 October 2009 Compared With March 2009 and October 2008 Note: Table represents “very likely” responses. In October 2008, respondents indicated changes occurring in the next 12 months. Where possible, October 2009 data are compared with March 2009 and October 2008 data; a dash (--) indicates that this particular question was not asked in October 2008.
9. Assuming the current financial challenges to the U.S. and global economy continue, what is the likelihood of each of the following to occur at your organization in the NEXT SIX MONTHS? 9 Note: Percentages may not total 100% due to rounding. (n = 371)
10. Assuming the current financial challenges to the U.S. and global economy continue, what is the likelihood of each of the following to occur at your organization in the NEXT SIX MONTHS? (continued) 10 Note: Percentages may not total 100% due to rounding. (n=371)
11. Has your organization reduced employee benefits offerings within the PAST SIX MONTHS as a result of the financial challenges to the U.S. and global economy? 11 Note: In October 2008, respondents indicated changes occurring in the past 12 months.
12. What employee benefits offerings has your organization reduced, frozen or eliminated within the PAST SIX MONTHS due to the financial challenges to the U.S. and global economy? 12 (n = 46) Note: Only respondents who indicated that their organizations had reduced employee benefits answered this question. “Reduced” is defined as “decreased scope and/or amount of benefits offerings from prior levels.” “Frozen” is defined as “benefits offering still exists, but no additional funds are being invested, no new employees are eligible for the benefit.” “Eliminated completely” is defined as “the benefit no longer exists.” “Not applicable” responses were excluded from this analysis. Percentages may not total 100% due to rounding.
13. What employee benefits offerings has your organization reduced within the PAST SIX MONTHS due to the financial challenges to the U.S. and global economy? 13 October 2009 Compared With March 2009 Note: Table represents “reduced” responses.
14. Please identify if your company has made cuts in each of the following areas in the PAST SIX MONTHS 14 October 2009 Compared With March 2009 and October 2008 Note: In October 2008, respondents selected the top five changes that occurred in the past 12 months. Percentages do not total 100% as respondents were allowed to select multiple response options.“Not applicable” responses were excluded from this analysis. Where possible, October 2009 data are compared with March 2009 and October 2008 data. * indicates that this particular option was not asked in October 2008.
15. Please identify if your company has made cuts in each of the following areas in the PAST SIX MONTHS (continued) 15 October 2009 Compared With March 2009 and October 2008 Note: In October 2008, respondents selected the top five changes that occurred in the past 12 months. Percentages do not total 100% as respondents were allowed to select multiple response options.“Not applicable” responses were excluded from this analysis. Where possible, October 2009 data are compared with March 2009 and October 2008 data.
16. Please identify if your company has made cuts in each of the following areas in the PAST SIX MONTHS Publicly owned for-profit companies were more likely than other sectors to cut costs related to professional development Travel costs (excluding per diem) related to professional development: Public FP (79%) > NP (56%), Private FP (53%); large (70%) > medium (45%) Professional development for employees: Public FP (52%) > Private FP (32%) Recruitment-related advertising, travel and reliance on paid recruiters: Public FP (66%) > Private FP (44%) 16 Comparison by Organizational Sector and Staff Size Note: Privately owned for profit organization = Private FP Publicly owned for-profit organization = Public FP Nonprofit organization = NP Small = 1-99 employees Medium = 100-499 employees Large = 500 or more employees
17. Assuming the current financial challenges to the U.S. and global economy continue, what is the likelihood of each of the following areas to experience cuts in the NEXT SIX MONTHS, if they have not already been cut? 17 (n = 371) Note: Percentages may not total 100% due to rounding.
18. Within the PAST SIX MONTHS, has your organization hired back any employees who were previously laid off due to the financial challenges to the U.S. and global economy? 18 Note: n = 288
25. SHRM Poll: Financial Challenges to the U.S. and Global Economy and Their Impact on Organizations – An Update Methodology Response rate = 16% Sample comprised of 371 randomly selected HR professionals from SHRM’s membership Margin of error is +/- 5 Survey fielded October 29–November 15, 2009 25
