Over two-thirds (70%) of organizations in the professional services industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 57% in 2011. The top reasons given for recruiting difficulty were lack of the right work experience (50%), lack of the right skills among candidates (49%), and competition from other employers (39%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The document summarizes findings from a SHRM survey about the ongoing impact of the recession on the high-tech industry. Key findings include:
- Job applicants often lack basic skills in writing, math, science, and technical skills. They also commonly lack applied skills in IT, critical thinking, and communication. The most difficult positions to fill are engineers, high-skilled technical roles, and scientists.
- Three-quarters of organizations find it difficult to recruit for new positions requiring new skill sets. Most organizations are having trouble recruiting for specific jobs. Reasons include candidates lacking the right skills, experience, or being outside the salary range.
- Common recruiting strategies include using social media, expanding search regions,
SHRM Survey Findings: The Ongoing Impact of the Recession—Manufacturing Industryshrm
Over three-quarters (79%) of organizations in the manufacturing industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 68% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (54%), lack of the right work experience (46%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (28%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Health Industryshrm
Two-thirds (65%) of organizations in the health industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 50% in 2011. The top three reasons given for recruiting difficulty were competition from other employers (39%), the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%), and lack of the right skills among candidates (36%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—State and Local Gov...shrm
One-half (52%) of organizations in the state and local government that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 34% in 2011. The top reasons given for recruiting difficulty were the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (53%), lack of the right skills among candidates (43%), and competition from other employers (35%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Construction, Minin...shrm
This document summarizes the findings of a SHRM survey on the ongoing impact of the recession on the construction, mining, oil and gas industries. It finds that these industries continue to face skill gaps in applicants, with deficiencies in writing, math, critical thinking and leadership. The most difficult positions to fill are engineers, technical roles, managers and skilled trades. Nearly three-quarters of organizations said recruiting for specific jobs was difficult. Common challenges included applicants lacking needed skills or experience and competition from other employers. While some industries use strategies like expanding hiring regions or collaborating with schools, global competition for talent remains a concern, especially in high-tech fields.
The survey found that the majority (80%) of organizations reported their financial health as good or excellent. Over half (57%) saw improvement in financial health compared to the previous year. Larger organizations and those in accommodation/food services and finance reported the best financial health, while educational services and government agencies reported the lowest levels. Around a third of organizations did not lose any staff in the past year, though losses were higher in high-tech. Cost-cutting like budget cuts and layoffs were implemented by around a quarter of organizations, while two-fifths took no such measures. The majority of organizations did hiring across full-time regular, part-time regular, and contract/temporary positions in the past year. Two-
The document summarizes key findings from three SHRM polls on the ongoing impact of the recession on organizations in the manufacturing industry. Some of the main findings include:
1) In 2012, nearly three-quarters of organizations reported losing 10% or less of their employees since 2007, an increase from 2010. Most organizations also reported an improvement in financial health over the past year.
2) The majority of organizations have been hiring since 2010 to replace jobs lost, though fewer have added completely new positions. Hiring is occurring across all levels but mostly for non-management roles.
3) Over two-thirds of organizations say recruiting for specific jobs is difficult, especially those requiring new skill sets. The most difficult positions
HR Headcount per Total Headcount Survey Report-2012Emre Kavukcuoglu
The document provides a summary of a global HR headcount survey conducted in 167 organizations from 7 continents. Some key findings include:
- The overall HR headcount to total employee ratio was 113 employees per HR professional. Middle East companies had the highest ratio at 203 while North America was 132.
- When analyzed by industry, the retail industry had the highest ratio of 275 employees per HR professional. Healthcare and government also had ratios over 200.
- Larger companies with over 1,000 employees generally had higher HR headcounts compared to total employees than the global average.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The document summarizes findings from a SHRM survey about the ongoing impact of the recession on the high-tech industry. Key findings include:
- Job applicants often lack basic skills in writing, math, science, and technical skills. They also commonly lack applied skills in IT, critical thinking, and communication. The most difficult positions to fill are engineers, high-skilled technical roles, and scientists.
- Three-quarters of organizations find it difficult to recruit for new positions requiring new skill sets. Most organizations are having trouble recruiting for specific jobs. Reasons include candidates lacking the right skills, experience, or being outside the salary range.
- Common recruiting strategies include using social media, expanding search regions,
SHRM Survey Findings: The Ongoing Impact of the Recession—Manufacturing Industryshrm
Over three-quarters (79%) of organizations in the manufacturing industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 68% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (54%), lack of the right work experience (46%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (28%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Health Industryshrm
Two-thirds (65%) of organizations in the health industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 50% in 2011. The top three reasons given for recruiting difficulty were competition from other employers (39%), the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%), and lack of the right skills among candidates (36%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—State and Local Gov...shrm
One-half (52%) of organizations in the state and local government that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 34% in 2011. The top reasons given for recruiting difficulty were the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (53%), lack of the right skills among candidates (43%), and competition from other employers (35%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Construction, Minin...shrm
This document summarizes the findings of a SHRM survey on the ongoing impact of the recession on the construction, mining, oil and gas industries. It finds that these industries continue to face skill gaps in applicants, with deficiencies in writing, math, critical thinking and leadership. The most difficult positions to fill are engineers, technical roles, managers and skilled trades. Nearly three-quarters of organizations said recruiting for specific jobs was difficult. Common challenges included applicants lacking needed skills or experience and competition from other employers. While some industries use strategies like expanding hiring regions or collaborating with schools, global competition for talent remains a concern, especially in high-tech fields.
The survey found that the majority (80%) of organizations reported their financial health as good or excellent. Over half (57%) saw improvement in financial health compared to the previous year. Larger organizations and those in accommodation/food services and finance reported the best financial health, while educational services and government agencies reported the lowest levels. Around a third of organizations did not lose any staff in the past year, though losses were higher in high-tech. Cost-cutting like budget cuts and layoffs were implemented by around a quarter of organizations, while two-fifths took no such measures. The majority of organizations did hiring across full-time regular, part-time regular, and contract/temporary positions in the past year. Two-
The document summarizes key findings from three SHRM polls on the ongoing impact of the recession on organizations in the manufacturing industry. Some of the main findings include:
1) In 2012, nearly three-quarters of organizations reported losing 10% or less of their employees since 2007, an increase from 2010. Most organizations also reported an improvement in financial health over the past year.
2) The majority of organizations have been hiring since 2010 to replace jobs lost, though fewer have added completely new positions. Hiring is occurring across all levels but mostly for non-management roles.
3) Over two-thirds of organizations say recruiting for specific jobs is difficult, especially those requiring new skill sets. The most difficult positions
HR Headcount per Total Headcount Survey Report-2012Emre Kavukcuoglu
The document provides a summary of a global HR headcount survey conducted in 167 organizations from 7 continents. Some key findings include:
- The overall HR headcount to total employee ratio was 113 employees per HR professional. Middle East companies had the highest ratio at 203 while North America was 132.
- When analyzed by industry, the retail industry had the highest ratio of 275 employees per HR professional. Healthcare and government also had ratios over 200.
- Larger companies with over 1,000 employees generally had higher HR headcounts compared to total employees than the global average.
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
A Barometer of HR Trends and Prospects 2013 by CIPDElizabeth Lupfer
The CIPD conducts annual surveys of HR professionals in the UK to track trends in areas such as resourcing and talent planning, reward management, learning and development, and absence management. The 2012 surveys found that while recruitment difficulties remained high, organizations were increasingly focused on retaining existing talent. Training budgets had declined for many organizations since the previous year. Overall the surveys provided a benchmark for practitioners to gauge challenges in attracting and developing talent amid ongoing economic uncertainty.
1) The document discusses a skills gap in the UK construction industry due to an aging workforce and lack of young people entering the field. It outlines new higher degree apprenticeship programs called "Trailblazers" aimed at addressing this skills shortage.
2) A survey of construction professionals found that 67% said their companies were experiencing skills shortages. However, there was low awareness of the new Trailblazer apprenticeship programs among respondents.
3) The research concludes the apprenticeship programs could help the skills shortage if awareness is increased. However, businesses remain uncertain about commitments and how the programs may impact training costs. Filling apprenticeship places will be a key challenge.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
The 2013 Smart Grid Hiring Trends report offers human resource professionals and hiring executives unique insight into emerging Smart Grid human resources challenges, solutions and trends. Featuring 76 unique tables illustrating nearly 30 distinct Smart Grid hiring topics, this research arms industry professionals with a powerful benchmarking tool that will ensure the development of a successful Smart Grid human capital strategy.
Universities and colleges can also leverage this report to pinpoint the exacting qualification requirements of this growing sector, facilitating their development of curricula targeted to produce the most employable graduates.
Topics include: average compensation information for seven classes of Smart Grid positions, past and forecasted hiring activity (national and regional data), academic, certification, experience and skill requirements for Smart Grid candidates, average time to hire, universities/colleges targeted for recruitment, hiring bonus averages and usage, employee retention, women in Smart Grid roles, telecommuting and relocation policies and usage, best practices for recruiting Smart Grid candidates, industries with transferable skill sets, training initiatives pursued by the industry, international employee hiring policy and sponsorship, trend data for 2012-2013.
The document summarizes key findings from a SHRM survey on the aging workforce. Some of the main findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. The strongest applied skills are professionalism, critical thinking, and lifelong learning.
- Many organizations are increasing training to address potential skills gaps from retiring older workers, but 1/3 have taken no steps to prepare.
- Over half of organizations are using knowledge transfer strategies like training programs to share older workers' knowledge with younger employees.
The SHRM survey found that over half of organizations did not hire any 2013 college graduates. Of those that did hire graduates, most positions were full-time. Compensation offered to 2013 graduates was about the same as in previous years. While over half of organizations plan to hire graduates in the future, many current openings require more experience. The survey also found that graduates are often lacking skills in writing, business acumen, and critical thinking. Certain skilled positions like engineers are very difficult to fill with new graduates.
The document summarizes the results of a 2012 talent shortage survey conducted by ManpowerGroup. Some key findings include:
1) Over a third of employers reported being unable to find needed talent despite high unemployment levels, with a lack of technical skills and available candidates being the top reasons.
2) Skilled trades workers were again the most difficult to fill globally after dropping to third in 2011.
3) Surprisingly, the percentage of employers expecting talent shortages to have little impact grew from 36% in 2011 to 56% in 2012, possibly reflecting a new normal of operating with shortages.
4) Talent shortages were most acute in Asia Pacific, especially for sales and IT/engineering roles, and in
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.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
The survey found that:
- HR is primarily responsible for implementing (64%) and leading (59%) diversity initiatives.
- Only 17% of organizations use internal diversity groups, though larger organizations are more likely to (31% vs 10% for small organizations).
- 15% of organizations have staff dedicated exclusively to diversity, up slightly from 13% in 2011.
- Over three-fifths (64%) of organizations address sexual orientation discrimination but only one-fifth (24%) address gender identity.
The Ongoing Impact of the Recession—Recruiting and Skill Gapsshrm
Two-thirds (66%) of organizations that are currently hiring full-time staff indicated that they are having a difficult time recruiting for specific job openings, an increase from 52% reported in 2011. HR professionals indicated that the top four applied skills gaps for job applicants are critical thinking/problem solving (53%), professionalism/work ethic (46%), written communications (41%) and leadership (38%).
The document defines a recession as occurring when a country's GDP shrinks for two consecutive quarters. It can be caused by overproduction, low consumer confidence, and assignable causes like terrorist attacks. Global recessions are defined as global growth being less than 3%. The document discusses some major 20th century recessions and their causes. It notes India was less impacted than other countries during the 2008 recession due to domestic demand and limited exposure. Ways to recover include fiscal policies like tax cuts and increased government spending, and monetary policies where the central bank manipulates money supply and interest rates. The document also argues recessions can be a good time to start a company by forcing frugality and toughening up businesses.
This document outlines the syllabus for the course "Economics for Engineers" taught at HITK. It covers 4 modules: 1) markets and basic economic concepts, 2) business and banking, 3) financial accounting and cost accounting, and 4) time value of money, capital budgeting, and depreciation. The course will include internal tests, a semester exam, and suggested readings on topics such as markets, accounting, finance, and engineering economics.
This chapter covers the types of market such as perfect competition, monopoly, oligopoly and monopolistic competition, in which business firms operate.
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
A Barometer of HR Trends and Prospects 2013 by CIPDElizabeth Lupfer
The CIPD conducts annual surveys of HR professionals in the UK to track trends in areas such as resourcing and talent planning, reward management, learning and development, and absence management. The 2012 surveys found that while recruitment difficulties remained high, organizations were increasingly focused on retaining existing talent. Training budgets had declined for many organizations since the previous year. Overall the surveys provided a benchmark for practitioners to gauge challenges in attracting and developing talent amid ongoing economic uncertainty.
1) The document discusses a skills gap in the UK construction industry due to an aging workforce and lack of young people entering the field. It outlines new higher degree apprenticeship programs called "Trailblazers" aimed at addressing this skills shortage.
2) A survey of construction professionals found that 67% said their companies were experiencing skills shortages. However, there was low awareness of the new Trailblazer apprenticeship programs among respondents.
3) The research concludes the apprenticeship programs could help the skills shortage if awareness is increased. However, businesses remain uncertain about commitments and how the programs may impact training costs. Filling apprenticeship places will be a key challenge.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
The 2013 Smart Grid Hiring Trends report offers human resource professionals and hiring executives unique insight into emerging Smart Grid human resources challenges, solutions and trends. Featuring 76 unique tables illustrating nearly 30 distinct Smart Grid hiring topics, this research arms industry professionals with a powerful benchmarking tool that will ensure the development of a successful Smart Grid human capital strategy.
Universities and colleges can also leverage this report to pinpoint the exacting qualification requirements of this growing sector, facilitating their development of curricula targeted to produce the most employable graduates.
Topics include: average compensation information for seven classes of Smart Grid positions, past and forecasted hiring activity (national and regional data), academic, certification, experience and skill requirements for Smart Grid candidates, average time to hire, universities/colleges targeted for recruitment, hiring bonus averages and usage, employee retention, women in Smart Grid roles, telecommuting and relocation policies and usage, best practices for recruiting Smart Grid candidates, industries with transferable skill sets, training initiatives pursued by the industry, international employee hiring policy and sponsorship, trend data for 2012-2013.
The document summarizes key findings from a SHRM survey on the aging workforce. Some of the main findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. The strongest applied skills are professionalism, critical thinking, and lifelong learning.
- Many organizations are increasing training to address potential skills gaps from retiring older workers, but 1/3 have taken no steps to prepare.
- Over half of organizations are using knowledge transfer strategies like training programs to share older workers' knowledge with younger employees.
The SHRM survey found that over half of organizations did not hire any 2013 college graduates. Of those that did hire graduates, most positions were full-time. Compensation offered to 2013 graduates was about the same as in previous years. While over half of organizations plan to hire graduates in the future, many current openings require more experience. The survey also found that graduates are often lacking skills in writing, business acumen, and critical thinking. Certain skilled positions like engineers are very difficult to fill with new graduates.
The document summarizes the results of a 2012 talent shortage survey conducted by ManpowerGroup. Some key findings include:
1) Over a third of employers reported being unable to find needed talent despite high unemployment levels, with a lack of technical skills and available candidates being the top reasons.
2) Skilled trades workers were again the most difficult to fill globally after dropping to third in 2011.
3) Surprisingly, the percentage of employers expecting talent shortages to have little impact grew from 36% in 2011 to 56% in 2012, possibly reflecting a new normal of operating with shortages.
4) Talent shortages were most acute in Asia Pacific, especially for sales and IT/engineering roles, and in
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.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
The survey found that:
- HR is primarily responsible for implementing (64%) and leading (59%) diversity initiatives.
- Only 17% of organizations use internal diversity groups, though larger organizations are more likely to (31% vs 10% for small organizations).
- 15% of organizations have staff dedicated exclusively to diversity, up slightly from 13% in 2011.
- Over three-fifths (64%) of organizations address sexual orientation discrimination but only one-fifth (24%) address gender identity.
The Ongoing Impact of the Recession—Recruiting and Skill Gapsshrm
Two-thirds (66%) of organizations that are currently hiring full-time staff indicated that they are having a difficult time recruiting for specific job openings, an increase from 52% reported in 2011. HR professionals indicated that the top four applied skills gaps for job applicants are critical thinking/problem solving (53%), professionalism/work ethic (46%), written communications (41%) and leadership (38%).
The document defines a recession as occurring when a country's GDP shrinks for two consecutive quarters. It can be caused by overproduction, low consumer confidence, and assignable causes like terrorist attacks. Global recessions are defined as global growth being less than 3%. The document discusses some major 20th century recessions and their causes. It notes India was less impacted than other countries during the 2008 recession due to domestic demand and limited exposure. Ways to recover include fiscal policies like tax cuts and increased government spending, and monetary policies where the central bank manipulates money supply and interest rates. The document also argues recessions can be a good time to start a company by forcing frugality and toughening up businesses.
This document outlines the syllabus for the course "Economics for Engineers" taught at HITK. It covers 4 modules: 1) markets and basic economic concepts, 2) business and banking, 3) financial accounting and cost accounting, and 4) time value of money, capital budgeting, and depreciation. The course will include internal tests, a semester exam, and suggested readings on topics such as markets, accounting, finance, and engineering economics.
This chapter covers the types of market such as perfect competition, monopoly, oligopoly and monopolistic competition, in which business firms operate.
Impact Of Global Recession On Indian Economyumarfarook
The global recession originated from the US sub-prime mortgage crisis where risky loans were given to borrowers with poor credit. This led to a stock market crash and decline in exports for India. The Indian economy was impacted through a weakening rupee, cash crunch for banks, job losses, and lower salaries. While India's growth rate slowed, it was still expected to grow at 7% annually. The recession presented both challenges like higher inflation and opportunities for India to demonstrate its ability to grow independently.
The document discusses market structures and perfect competition. It defines perfect competition as a market with many small firms, homogeneous products, firms that are price takers, and easy entry and exit. Under perfect competition, firms are price takers and produce where marginal revenue equals marginal cost to maximize profits. In the long run, perfect competition leads to normal profits as firms enter and exit the market.
5. concept of inflation & stagflationsantumane
This document discusses the concepts of inflation and stagflation. It defines inflation as a general rise in prices or a fall in the value of money. There are various types of inflation classified based on rate, government intervention, coverage, time period, and causes such as credit, scarcity, deficit, currency, profit, tax, wage, foreign trade, and stagflation. Stagflation refers to high inflation combined with high unemployment, which India experienced from 1991-1994 due to various economic factors. The document also outlines the causes, effects, and measures to control inflation through monetary, fiscal, and other policies. Deflation is defined as a sustained fall in the general price level that occurs when inflation becomes negative
This document provides an overview of the four types of market structure: perfect competition, monopolistic competition, oligopoly, and pure monopoly. It defines the key characteristics of each type of market structure, including the number of firms, type of products, control over price, conditions of entry, and examples. Perfect competition is characterized as having a large number of firms producing standardized products, with firms being price takers and free entry and exit into the market.
The selling environment in which a firm produces and sells its product is called a market structure.*
Defined by three characteristics:
The number of firms in the market
The ease of entry and exit of firms
The degree of product differentiation
perfect competition, monopoly, monopolistic and oligopolysandypkapoor
Price determination under different market structure and characterstics of all these market stractures along with graphical presentation of Perfect competition, Monopoly, Monopolistic and Oligopoly market structue
SHRM Survey Findings: The Ongoing Impact of the Recession—Finance Industryshrm
Two-thirds (66%) of organizations in the finance industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 49% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (55%), lack of the right work experience (50%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Federal Governmentshrm
One-half (50%) of federal government agencies that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 35% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (44%), lack of the needed credentials/certifications (40%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (37%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
This document summarizes the findings of a SHRM survey on recruiting and skills gaps. Some key findings include:
- 50% of organizations had difficulty recruiting for full-time positions in the past year, with manufacturing, healthcare, high-tech, and professional services most affected.
- The top reasons for difficulty were lack of needed work experience, technical skills, and competition from other employers. High-tech employers particularly noted a lack of technical skills.
- The most difficult jobs to fill were engineers, medical professionals, IT specialists, scientists, and managers - positions requiring highly specialized skills.
- Common skills gaps in applicants were basic computer skills, writing, English language proficiency, reading comprehension, and math. Critical
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
This survey report from SHRM summarizes strategies organizations have used to deal with recruiting challenges for full-time regular positions. The top strategies included using social media (54%), collaborating with educational institutions (48%), and expanding advertising efforts (41%). Larger organizations were more likely than smaller ones to use social media and collaborate with schools. High-tech and professional services firms most commonly used social media. While 14% of organizations felt they faced global competition for hard-to-fill jobs, high-tech firms were most likely to feel this (37%). One-fifth of organizations sponsored foreign workers on H-1B visas, with high-tech most likely to do so (51%). Nearly two-thirds of organizations hired
This document summarizes the findings of a SHRM survey on global competition and hiring strategies. Key findings include:
- Over half of organizations used social media to deal with recruiting challenges, followed by collaborating with educational institutions and expanding advertising. Larger organizations were more likely to use these strategies.
- 14% of organizations believed they faced global competition for hard-to-fill jobs, with high-tech most likely to see this. One-fifth sponsored foreign workers and 8% hired through other visas to fill positions.
- 64% of organizations hired US veterans, up from previous years. Government agencies were most likely to hire veterans for hard-to-fill roles.
The document analyzes
The document discusses the results of a 2013 talent shortage survey conducted by ManpowerGroup involving over 38,000 employers in 42 countries. Some key findings include:
- 35% of employers reported difficulty filling jobs due to a lack of available talent, the highest level since 2007. The most acute shortages were in Japan, Brazil, India, Turkey and Hong Kong.
- The hardest jobs to fill globally were skilled trades workers, engineers, and sales representatives. Reasons for shortages included a lack of technical competencies, general lack of applicants, and lack of experience.
- Over half (54%) of employers said talent shortages impacted their ability to serve clients to a high or medium degree. Employers
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
The document discusses the challenges that organizations face in attracting and retaining critical talent globally. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that communicating, delivering, segmenting, and differentiating the EVP leads to better outcomes of engagement, attraction, retention, and financial performance. Organizations are grouped based on their progress with the EVP, with the most advanced group customizing EVPs and experiencing the best results.
The Next High-Stakes Quest - Balancing Employer and Employee Priorities by To...Elizabeth Lupfer
The document discusses the challenges that organizations face in attracting and retaining critical talent. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure at work. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that organizations that effectively communicate their EVP, deliver on EVP promises, segment their workforce, and differentiate their EVP achieve better engagement, attraction, retention and financial outcomes.
This document summarizes the findings of a survey by the Society for Human Resource Management (SHRM) on recruiting and skills gaps in California. Some of the key findings include:
- About half of California organizations reported difficulty recruiting for full-time positions in the past year, most commonly due to candidates lacking technical skills, work experience, or competition from other employers.
- The most difficult positions to fill were scientists, engineers, managers, IT specialists, and medical professionals. California organizations found it more difficult to recruit educators than the rest of the U.S.
- Common skills gaps among candidates were in writing, computer skills, English language proficiency, critical thinking, and professionalism/work ethic.
Availability risk of skilled resources in Oil&Gas SectorRoopesh Kotecha
The document discusses the impending crisis many energy, chemical and oil & gas companies face as up to half of their skilled workforce retires over the next 10 years. This will result in a huge loss of institutional knowledge and proprietary practices. To address this, the document provides 6 recommendations for companies to ensure they survive this crisis, including establishing ongoing training programs, partnering with colleges/universities, leveraging existing talent, rethinking benefits, asking more from vendors, and investing in automated technologies.
- The survey collected responses from 125 compliance and ethics professionals from various organizations and industries about their training practices.
- Most respondents provide compliance and ethics training to all employees, with some providing targeted training to subsets of employees based on risk profiles. Training durations are typically less than two hours per year.
- Common training formats used include medium and short online courses. Respondents saw value in brief, frequent training to maintain engagement.
- Areas identified for improvement included increasing training for boards of directors and third parties. Barriers to targeted training included lack of systems and data to customize content by employee role.
In December of 2012, Bullhorn conducted its second annual trends survey of agency recruitment professionals in Europe, seeking to assess the state of the staffing industry from the perspective of business performance,recruiter remuneration, popularity and growth of recruiting technologies, and measurement best practices. In addition to the 2013 European Staffing and Recruitment Trends Report, the 2013 North American Staffing and Recruiting Trends Report and the 2013 Australian Staffing and Recruitment Trends Report are also available on the Bullhorn website.
- The document discusses findings from a SHRM survey on financial education initiatives in the workplace. It provides definitions, key findings, and data on challenges employees face, the impact on work performance, and types of financial education programs offered. The survey found that the most common challenges employees face are lack of funds, medical expenses, and saving for retirement. Personal financial issues negatively impact an employee's ability to focus and increases stress levels. While many employers offer assistance programs, fewer are providing financial education than in 2009. The top barriers to offering education are cost and lack of employee interest.
This document summarizes key findings from the 2012 Recruiting Benchmarks Survey conducted by the National Association of Colleges and Employers (NACE). Some of the main findings include:
1) Approximately 68% of respondents only recruit within the US for US operations, while 26% recruit both within the US and internationally for both US and international operations.
2) On average, 51.6% of entry-level hires in 2011-12 were new college graduates, up from 45% in 2010-11. Bachelor's degree graduates accounted for 76% of college hires, down from over 81% previously.
3) Over three-quarters of respondents have a college relations and recruiting department, with
Career development in the canadian workplace, national business survey ontarioCERIC
This document provides results from a national business survey conducted in Canada regarding career development and recruitment challenges. It summarizes responses from 500 business officials in Ontario and across Canada on topics such as difficulties finding qualified candidates, reasons for challenges, and recruitment methods used. Tables of response percentages are provided on issues like skill shortages, economic conditions, and the role of resumes in hiring.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- 7 in 10 HR professionals said personal financial challenges had some or large impact on employee performance, especially increasing stress and decreasing ability to focus.
- 38% of HR professionals saw more financial challenges now compared to 2007, and 23% saw more challenges than 12 months ago.
- 57% of organizations provide some financial education, with retirement and financial counseling being most common. Baby Boomers and Gen X participate most.
Candidate Experience in Europe and Asia - From Hiring to OnboardingKelly Services
This document summarizes findings from the Kelly Global Workforce Index survey regarding candidates' experiences from hiring to onboarding. Some key findings:
- Only half of global candidates were satisfied with recent job application processes, citing lack of communication updates as the top complaint.
- 81% of new recruits had a generally positive impression after joining organizations, with 81% feeling positive in EMEA and 82% in APAC.
- About half of candidates expect communication on application status within 3-5 days, though some prefer 1-2 days.
- 55% of global employees reported a planned onboarding process by employers, though this was more common in APAC (60%) than EMEA (48
Similar to SHRM Survey Findings: The Ongoing Impact of the Recession—Professional Services Industry (20)
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 Poll on Personality Tests for the Hiring and Promotion of Employeesshrm
The majority (82%) of organizations do not use personality tests for hiring or promoting employees. Of the organizations that do use them, they are most commonly used for mid-level managers (56%), executives (45%), and entry-level exempt jobs (43%). Most HR professionals (71%) believe personality tests can be useful for predicting job-related behavior or organizational fit. The majority (56%) of organizations administer personality tests online.
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
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.
This survey by the Society for Human Resource Management examined policies related to marijuana use in the workplace in states that have legalized medical and/or recreational marijuana use. The key findings were:
1) The vast majority (94%) of organizations surveyed had a formal substance use policy, with policies specifically addressing marijuana use more common where it was legalized for both medical and recreational use.
2) Most organizations (73-82%) had a zero-tolerance policy prohibiting marijuana use while working.
3) Common disciplinary actions for first violations included termination (41-50%), mandatory drug counseling (16-21%), and written warnings (14-19%).
4) Around half of organizations conducted pre-employment
- The survey found that 65% of organizations will hold an end-of-year holiday party open to all employees, though smaller organizations are more likely to do so than larger ones. Four-fifths of organizations holding a party have a budget for it. Two-thirds of parties will be held offsite. About three-fifths of organizations plan to serve alcohol at parties.
- The document summarizes findings from a SHRM survey about 2016 holiday schedules at U.S. organizations.
- Most organizations will be closed on major federal holidays like New Year's Day, Memorial Day, Independence Day, Labor Day, and Thanksgiving. 80% will close for Christmas Day and 40% for Easter Sunday.
- 88% of organizations will remain open between Christmas Day and New Year's Day in 2016. 15% allow employees to swap holidays.
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.
2015 Strategic Benefits—Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations are increasingly leveraging benefits to recruit employees at all levels. About two-fifths of respondents reported difficulty recruiting employees in 2015, up from previous years. Similarly, two-fifths reported leveraging benefits for recruitment, also up over time. Looking ahead, respondents believed health care, retirement, flexible work and other benefits would grow in importance for recruitment. Recruiting highly skilled employees was also increasingly difficult, and benefits were more often leveraged for this group. Health care was viewed as most important for highly skilled recruitment going forward.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
2015 Strategic Benefits―Assessment and Communication of Benefitsshrm
The SHRM 2015 Strategic Benefits Survey assessed how organizations communicate and evaluate employee benefits. Key findings include:
1) Health care remains the most important benefit but may decrease in importance over time. Half of organizations increased health care investment but controlling costs is a top strategic focus.
2) Most employees have some knowledge of benefits but many organizations do not assess this. Common communication methods are materials and group sessions, though few use social media.
3) Many reported communication efforts are effective but budgets and assessment of employee understanding vary. While interest in social media is growing, few currently use it for benefits communication.
2015 Strategic Benefits―Flexible Work Arragementsshrm
The SHRM survey found that about half of organizations provide flexible work arrangements (FWAs) as an option. Of those, about half indicate that over half of employees have access to FWAs. For organizations offering FWAs, 29% saw increased employee participation in the past year and 29% saw increased employee productivity since implementing FWAs. The survey also provides details on the responding organizations' industries, sizes, and geographic reach.
2015 Strategic Benefits—Leveraging Benefits to Retain Employeesshrm
The survey found that more organizations are struggling to retain employees at all levels and are increasingly leveraging benefits programs to do so. Specifically:
- Over 1/3 of organizations reported difficulty retaining employees at all levels in 2015, up from 25% in 2012.
- 1/3 of organizations said they used benefits to retain employees at all levels in 2015, up from 20% in 2012.
- Health care and retirement benefits were most often leveraged to retain employees.
The findings suggest HR professionals should focus on health care and retirement benefits when designing retention strategies using benefits programs.
The survey found that:
- Two-thirds of organizations offered wellness programs, and 40% increased investment in these programs.
- Most organizations did not analyze return on investment or cost savings from wellness programs.
- Around half of organizations saw increased employee participation in wellness programs over time.
- Wellness programs were viewed as effective in reducing healthcare costs and improving employee health.
- About 60% of organizations offered wellness incentives like premium reductions, which significantly increased employee participation.
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.
Preparing for an Aging Workforce: A Gap Analysisshrm
The report and accompanying slide presentation are based on a comparison between two main sources of information on the aging workforce: a) the SHRM Foundation’s Effective Practice Guidelines (EPG) on the Aging Workforce and b) findings from the SHRM Aging Workforce Survey. The purpose of this comparison is to find gaps between the effective, evidence-based practices in employing, recruiting and retaining an aging workforce identified in the EPGs and the current practices related to the aging workforce used by organizations as reported through the survey findings.
This study looks at the impact of the Affordable Care Act (ACA) on organizations. Three-quarters of organizations (77%) had increased costs for health care benefits from 2014 to 2015.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.