This newsletter provides updates on business trends in Bulgaria. It discusses how pharmaceutical companies are welcoming professionals from other industries, such as FMCG, due to growth in the pharmaceutical market and need for new roles. It also notes that FMCG companies are focusing on optimization and strategy/tactics, and there is demand for skills like project management, networking, and analytical expertise. The newsletter introduces the local team at Stanton Chase Sofia and provides an overview of the technology industry challenges around big data and analytics.
Engagement and Employer Branding - Presentation given to the Northamptonshire...Kier Group
Introduction to the subject of Engagement and Employer Branding given by Katherine Morris, Principal Consultant at Holistic People at the Northamptonshire Branch of the CIPD.
Also gave a presentation outlining the approach taken at RSA Insurance Group plc. Contact Holistic People for further information and support with your engagement and employer branding strategy.
Digital Excellence In The Global Pharmaceutical Industry in 2014DT Associates
EXECUTIVE SUMMARY
To determine digital excellence maturity inside the world’s largest pharmaceutical companies, DT Associates surveyed digital leaders and used our Digital Excellence Maturity Model to rank these companies on thirty-two different criteria. The leaders, Johnson & Johnson’s Janssen and Merck, demonstrate the strong change management skills required to drive digital excellence. In contrast, the laggards, AZ and Roche, suffer from a lack of a sharp vision to guide and govern the various digital programs and capabilities. To accelerate their digital transformation, firms should adopt an approach that advances all of the different facets of digital excellence toward maturity at an equal pace.
See discussions, stats, and author profiles for this publicatiaryan532920
This document discusses digital business models for sustainability. It explores how digital transformation is impacting business models and forcing companies to rethink their strategies. The key technologies driving digital transformation are discussed, including cloud computing, IoT, machine learning, robotics, mobile technology, and big data. The document also presents a five-phase model for developing digital business models: digital reality, digital ambition, digital potential, digital fit, and digital implementation. Overall, the document examines how digitalization is radically transforming businesses and creating new opportunities for sustainable value creation.
This document outlines long-term strategies for Foresight Communications Group, a PR and marketing firm. It discusses objectives like forecasting future consumer behavior and anticipating market changes. Key long-term goals include adapting to evolving client needs through training, developing foresight capabilities, and building credibility. The immediate environment presents opportunities in Houston's energy boom but challenges include establishing name recognition as an independent practitioner competing against larger agencies.
New expectations for a new era chro insights from the global c-suite studyIBM Software India
This report draws upon input from the 4,183 CxOs
we interviewed as part of IBM’s first study of the entire
C-suite. It is the 17th in the ongoing series of C-suite
studies developed by the IBM Institute for Business
Value. We now have data from more than 23,000
interviews stretching back to 2003.
1) Digital marketing is becoming mainstream in the pharmaceutical industry as companies shift from questioning whether to adopt digital strategies to how to implement them successfully.
2) The white paper series examines how pharmaceutical companies can make the right decisions around technologies, devices, and skills to develop effective digital strategies and gain competitive advantage through 2020.
3) Internal sponsorship, well-managed systems and processes, and data-driven insights are key to the successful implementation and optimization of digital marketing strategies in the pharmaceutical industry.
This is the company newsletter of Stanton Chase Sofia. In this issue we discuss talent management and the demand for professionals in the FMCG, Industrial, Technology and Pharmaceutical sectors. We also share some of our expertise, as well as local and global executive search news.
Stanton chase newswire june 2013 - SofiaLukáš Havlín
The document discusses challenges in talent management and the job market in Bulgaria. It notes that while economic times have been difficult, companies are still focused on growth and human capital is seen as key to success. For HR professionals, challenges include managing skills gaps, succession planning, globalization, and maintaining performance. Technologies are also becoming more important for HR processes. The outsourcing sector in Bulgaria has grown and provides opportunities, but competition is high. Professionals with business skills, experience, and languages are in demand. The consumer products industry saw growth in 2012, with demand for financial, sales and operations managers.
Engagement and Employer Branding - Presentation given to the Northamptonshire...Kier Group
Introduction to the subject of Engagement and Employer Branding given by Katherine Morris, Principal Consultant at Holistic People at the Northamptonshire Branch of the CIPD.
Also gave a presentation outlining the approach taken at RSA Insurance Group plc. Contact Holistic People for further information and support with your engagement and employer branding strategy.
Digital Excellence In The Global Pharmaceutical Industry in 2014DT Associates
EXECUTIVE SUMMARY
To determine digital excellence maturity inside the world’s largest pharmaceutical companies, DT Associates surveyed digital leaders and used our Digital Excellence Maturity Model to rank these companies on thirty-two different criteria. The leaders, Johnson & Johnson’s Janssen and Merck, demonstrate the strong change management skills required to drive digital excellence. In contrast, the laggards, AZ and Roche, suffer from a lack of a sharp vision to guide and govern the various digital programs and capabilities. To accelerate their digital transformation, firms should adopt an approach that advances all of the different facets of digital excellence toward maturity at an equal pace.
See discussions, stats, and author profiles for this publicatiaryan532920
This document discusses digital business models for sustainability. It explores how digital transformation is impacting business models and forcing companies to rethink their strategies. The key technologies driving digital transformation are discussed, including cloud computing, IoT, machine learning, robotics, mobile technology, and big data. The document also presents a five-phase model for developing digital business models: digital reality, digital ambition, digital potential, digital fit, and digital implementation. Overall, the document examines how digitalization is radically transforming businesses and creating new opportunities for sustainable value creation.
This document outlines long-term strategies for Foresight Communications Group, a PR and marketing firm. It discusses objectives like forecasting future consumer behavior and anticipating market changes. Key long-term goals include adapting to evolving client needs through training, developing foresight capabilities, and building credibility. The immediate environment presents opportunities in Houston's energy boom but challenges include establishing name recognition as an independent practitioner competing against larger agencies.
New expectations for a new era chro insights from the global c-suite studyIBM Software India
This report draws upon input from the 4,183 CxOs
we interviewed as part of IBM’s first study of the entire
C-suite. It is the 17th in the ongoing series of C-suite
studies developed by the IBM Institute for Business
Value. We now have data from more than 23,000
interviews stretching back to 2003.
1) Digital marketing is becoming mainstream in the pharmaceutical industry as companies shift from questioning whether to adopt digital strategies to how to implement them successfully.
2) The white paper series examines how pharmaceutical companies can make the right decisions around technologies, devices, and skills to develop effective digital strategies and gain competitive advantage through 2020.
3) Internal sponsorship, well-managed systems and processes, and data-driven insights are key to the successful implementation and optimization of digital marketing strategies in the pharmaceutical industry.
This is the company newsletter of Stanton Chase Sofia. In this issue we discuss talent management and the demand for professionals in the FMCG, Industrial, Technology and Pharmaceutical sectors. We also share some of our expertise, as well as local and global executive search news.
Stanton chase newswire june 2013 - SofiaLukáš Havlín
The document discusses challenges in talent management and the job market in Bulgaria. It notes that while economic times have been difficult, companies are still focused on growth and human capital is seen as key to success. For HR professionals, challenges include managing skills gaps, succession planning, globalization, and maintaining performance. Technologies are also becoming more important for HR processes. The outsourcing sector in Bulgaria has grown and provides opportunities, but competition is high. Professionals with business skills, experience, and languages are in demand. The consumer products industry saw growth in 2012, with demand for financial, sales and operations managers.
2014 Rankings and Whitepaper of TOP 100 HR Service Brands in Greater China b...anson tang
1) CEB uses a close-loop leads management process that combines marketing and sales. It focuses on identifying customer buying processes and constructing a feedback loop between marketing activities and sales to improve business performance.
2) Key aspects of CEB's approach include generating sales leads through content marketing, grading and nurturing leads, and sharing lead information on a common CRM platform between marketing and sales.
3) CEB treats content as central to its 360 degree marketing approach. It creates customer profiles and publishes targeted content to attract potential customers and convert them into qualified sales leads.
This document provides best practices for relocating employees to China. It discusses the top challenges of relocating to China such as high costs of living, housing issues, and cultural differences. Specifically, it outlines three key aspects of Chinese culture - hierarchy, saving face, and importance of relationships. It emphasizes learning Mandarin for daily tasks and cultural norms. For housing, it recommends preview visits, considering school locations first, and understanding what is included in rental agreements. The document provides tips for success such as language training, developing relationships, respecting hierarchy, and managing gifts and favors appropriately.
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
Coming out of the crisis what do healthcare workers want _ randstadMot Juste
The document discusses lessons learned from the COVID-19 pandemic for healthcare employers. It summarizes findings from a survey of healthcare employees in over 30 countries. Key priorities identified include supporting employee mental health and well-being through engagement, work-life balance, job security, and promoting technology. The pandemic highlighted the importance of these issues for attracting and retaining healthcare talent.
Empowering your customer service talent to meet the level of service customers’ have come to expect can help you differentiate your business, become more competitive and grow revenue.
But in a Ricoh-commissioned Forrester Consulting study, 89% of customer-facing workers, and 79% of customer service decision-makers, said there’s a gap between the experience they can deliver and the experience the customer wants.1
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
This document provides an overview of employer reputation management. It discusses:
- The importance of managing perceptions as an employer through both actions and communications.
- Why reputation is important, including attracting talent, retention, and competitive advantage.
- Key aspects of a good reputation including values, culture, corporate reputation, and people policies.
- How to manage reputation through understanding goals, senior leadership buy-in, creating the right environment internally, and developing communications to showcase these efforts.
The document is intended as a guide for HR, communications, and business professionals on developing an employer brand and reputation. It is based on research with leading employers on their approaches.
This document summarizes the key findings of a 2011-2012 survey of supply chain and logistics professionals from around the world. It finds that:
1) Business and staffing levels continued growing for most respondents, though some expect slower growth in the coming year.
2) Recruiting quality staff and retaining top talent remained challenges, with upward pressure on salaries expected to continue.
3) Career development remained the top reason for job changes, though salary was also an important factor, and most professionals were open to relocating internationally for the right opportunity.
4) Corporate social responsibility programs gained importance and were seen as beneficial by most, though implementation barriers remained for some.
The document discusses the evolution of Recruitment Process Outsourcing (RPO) from a tactical administrative service to a more strategic endeavor responsible for driving organizational change and business outcomes. It notes that 53% of organizations are currently investing in RPO or planning to over the next 12 months. RPO is helping companies improve efficiencies, reduce costs, and enhance processes. The document also examines how successful organizations build trusted partnerships with RPO providers, consider total talent acquisition of both permanent and contingent workers, and implement key capabilities like customizing processes while maintaining performance standards.
The document provides an overview of trends in the information technology field, including green IT, increasing salaries for IT workers, growth in cloud computing, and increased mobility. It discusses how green IT is leading companies to look to their IT departments for solutions to reduce energy costs and environmental impact. It also notes that while salaries for IT workers have increased slightly recently, they are likely to level off as more people enter the field. The document concludes by explaining how cloud computing adoption is growing rapidly as companies virtualize their infrastructure, and how mobility now involves enabling mobile access to data through various devices.
This document discusses a survey of executives about modern customer service. Key findings include:
- 88% of executives think they offer modern customer service, and 75% think they perform better than peers. However, customer service is a strategic goal for only 38% of companies.
- Companies see customer service primarily as a way to retain existing customers rather than a strategic differentiator.
- While companies are adopting new technologies, many still feel most comfortable with traditional channels. Barriers to new channels include cost and integration challenges.
- Knowledge management is the top investment area as only 35% of organizations currently deploy this capability.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
This document discusses 4 trends that are changing how companies hire: diversity, new interviewing tools, data, and artificial intelligence. It finds that diversity is the most embraced trend, with over half of companies prioritizing it. New interviewing tools are gaining popularity but adoption is still early. About half see data analytics as critical but usage is not widespread. Artificial intelligence is the least mature trend but may be the biggest disruptor. The document focuses on diversity as the biggest game changer, examining how companies are focusing on inclusion and belonging. It also provides examples of how Walgreens, Lever, and Pandora successfully promote diversity.
Emerging consultant start ups in maharashtra 2019 smallMerry D'souza
"Emerging Consultant Start-ups in Maharashtra 2019. One story, uniquely driven by excellence is, about R S Signatoure Solutions. On this issue’s cover, Suman Sharma Founder and MD of R S sIgnatoure Solutions
This document provides an overview of the pharmaceutical industry and career opportunities within it. It discusses the key aspects of the industry, including the drug development process, top therapeutic classes, and hiring trends. It also outlines various career paths such as research, clinical development, manufacturing, business operations, and sales. Overall it serves as an introductory guide to understanding the pharmaceutical industry and potential roles within pharmaceutical companies.
Careers in advertising and public relationsnyunuks
The document provides an overview of careers in advertising and public relations. It discusses how advertising agencies help clients with marketing strategy, creative concepts, and execution of ad campaigns. Public relations agencies aim to promote favorable coverage of clients through the media. While the industries struggled in 2009, advertising spending has rebounded. Entry-level jobs in these competitive fields are difficult to obtain and often require starting in administrative roles and building industry contacts.
This 3-sentence summary provides the key highlights from the document:
The document reports on a study examining the growing importance of chartership and continuing professional development (CPD) in the public relations and marketing industries. It finds that while chartership is seen as less respected than roles like engineering or accounting, 40% of chartered practitioners believe the status has improved over the last 10 years. The study also shows that chartered marketers and PR professionals unanimously agree that demonstrating commitment to CPD is crucial for their own development and role.
The nonprofit sector is large and diverse, employing nearly 11 million workers across organizations that address a wide range of issues. Nonprofits rely on funding from sources like grants, donations, and fees rather than profits. They tend to attract employees who are passionate about the organizations' missions and willing to take lower pay. The sector has grown significantly in recent decades and now represents the third largest workforce in the U.S. Studies show nonprofit hiring is increasing after being impacted by the recession, with demand strongest for direct service and fundraising roles.
The board survey found that boards are increasingly focused on strategy and future challenges. They spend more time on strategic issues and expect stronger financial performance than competitors. However, boards recognize a need to improve understanding of company strategy and upgrade their own skills to address future challenges. Regular board evaluations are needed to improve performance through a better understanding of strategy, stronger board dynamics, and ensuring the right mix of competencies.
The document provides an overview of Greg Michailidis's main projects, including:
1. A competition for green roofs in Greece where he was part of an engineering/architecture team.
2. Reconstruction of an army camp in Greece where he performed architectural design, calculations, and construction management.
3. Design for the perimeter fence of the port of Thessaloniki, Greece, where he performed architectural design and technical/economic analysis.
4. Reconstruction of the Central Port Authority building in Thessaloniki, Greece where he was involved in the architectural design.
2014 Rankings and Whitepaper of TOP 100 HR Service Brands in Greater China b...anson tang
1) CEB uses a close-loop leads management process that combines marketing and sales. It focuses on identifying customer buying processes and constructing a feedback loop between marketing activities and sales to improve business performance.
2) Key aspects of CEB's approach include generating sales leads through content marketing, grading and nurturing leads, and sharing lead information on a common CRM platform between marketing and sales.
3) CEB treats content as central to its 360 degree marketing approach. It creates customer profiles and publishes targeted content to attract potential customers and convert them into qualified sales leads.
This document provides best practices for relocating employees to China. It discusses the top challenges of relocating to China such as high costs of living, housing issues, and cultural differences. Specifically, it outlines three key aspects of Chinese culture - hierarchy, saving face, and importance of relationships. It emphasizes learning Mandarin for daily tasks and cultural norms. For housing, it recommends preview visits, considering school locations first, and understanding what is included in rental agreements. The document provides tips for success such as language training, developing relationships, respecting hierarchy, and managing gifts and favors appropriately.
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
Coming out of the crisis what do healthcare workers want _ randstadMot Juste
The document discusses lessons learned from the COVID-19 pandemic for healthcare employers. It summarizes findings from a survey of healthcare employees in over 30 countries. Key priorities identified include supporting employee mental health and well-being through engagement, work-life balance, job security, and promoting technology. The pandemic highlighted the importance of these issues for attracting and retaining healthcare talent.
Empowering your customer service talent to meet the level of service customers’ have come to expect can help you differentiate your business, become more competitive and grow revenue.
But in a Ricoh-commissioned Forrester Consulting study, 89% of customer-facing workers, and 79% of customer service decision-makers, said there’s a gap between the experience they can deliver and the experience the customer wants.1
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
This document provides an overview of employer reputation management. It discusses:
- The importance of managing perceptions as an employer through both actions and communications.
- Why reputation is important, including attracting talent, retention, and competitive advantage.
- Key aspects of a good reputation including values, culture, corporate reputation, and people policies.
- How to manage reputation through understanding goals, senior leadership buy-in, creating the right environment internally, and developing communications to showcase these efforts.
The document is intended as a guide for HR, communications, and business professionals on developing an employer brand and reputation. It is based on research with leading employers on their approaches.
This document summarizes the key findings of a 2011-2012 survey of supply chain and logistics professionals from around the world. It finds that:
1) Business and staffing levels continued growing for most respondents, though some expect slower growth in the coming year.
2) Recruiting quality staff and retaining top talent remained challenges, with upward pressure on salaries expected to continue.
3) Career development remained the top reason for job changes, though salary was also an important factor, and most professionals were open to relocating internationally for the right opportunity.
4) Corporate social responsibility programs gained importance and were seen as beneficial by most, though implementation barriers remained for some.
The document discusses the evolution of Recruitment Process Outsourcing (RPO) from a tactical administrative service to a more strategic endeavor responsible for driving organizational change and business outcomes. It notes that 53% of organizations are currently investing in RPO or planning to over the next 12 months. RPO is helping companies improve efficiencies, reduce costs, and enhance processes. The document also examines how successful organizations build trusted partnerships with RPO providers, consider total talent acquisition of both permanent and contingent workers, and implement key capabilities like customizing processes while maintaining performance standards.
The document provides an overview of trends in the information technology field, including green IT, increasing salaries for IT workers, growth in cloud computing, and increased mobility. It discusses how green IT is leading companies to look to their IT departments for solutions to reduce energy costs and environmental impact. It also notes that while salaries for IT workers have increased slightly recently, they are likely to level off as more people enter the field. The document concludes by explaining how cloud computing adoption is growing rapidly as companies virtualize their infrastructure, and how mobility now involves enabling mobile access to data through various devices.
This document discusses a survey of executives about modern customer service. Key findings include:
- 88% of executives think they offer modern customer service, and 75% think they perform better than peers. However, customer service is a strategic goal for only 38% of companies.
- Companies see customer service primarily as a way to retain existing customers rather than a strategic differentiator.
- While companies are adopting new technologies, many still feel most comfortable with traditional channels. Barriers to new channels include cost and integration challenges.
- Knowledge management is the top investment area as only 35% of organizations currently deploy this capability.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
This document discusses 4 trends that are changing how companies hire: diversity, new interviewing tools, data, and artificial intelligence. It finds that diversity is the most embraced trend, with over half of companies prioritizing it. New interviewing tools are gaining popularity but adoption is still early. About half see data analytics as critical but usage is not widespread. Artificial intelligence is the least mature trend but may be the biggest disruptor. The document focuses on diversity as the biggest game changer, examining how companies are focusing on inclusion and belonging. It also provides examples of how Walgreens, Lever, and Pandora successfully promote diversity.
Emerging consultant start ups in maharashtra 2019 smallMerry D'souza
"Emerging Consultant Start-ups in Maharashtra 2019. One story, uniquely driven by excellence is, about R S Signatoure Solutions. On this issue’s cover, Suman Sharma Founder and MD of R S sIgnatoure Solutions
This document provides an overview of the pharmaceutical industry and career opportunities within it. It discusses the key aspects of the industry, including the drug development process, top therapeutic classes, and hiring trends. It also outlines various career paths such as research, clinical development, manufacturing, business operations, and sales. Overall it serves as an introductory guide to understanding the pharmaceutical industry and potential roles within pharmaceutical companies.
Careers in advertising and public relationsnyunuks
The document provides an overview of careers in advertising and public relations. It discusses how advertising agencies help clients with marketing strategy, creative concepts, and execution of ad campaigns. Public relations agencies aim to promote favorable coverage of clients through the media. While the industries struggled in 2009, advertising spending has rebounded. Entry-level jobs in these competitive fields are difficult to obtain and often require starting in administrative roles and building industry contacts.
This 3-sentence summary provides the key highlights from the document:
The document reports on a study examining the growing importance of chartership and continuing professional development (CPD) in the public relations and marketing industries. It finds that while chartership is seen as less respected than roles like engineering or accounting, 40% of chartered practitioners believe the status has improved over the last 10 years. The study also shows that chartered marketers and PR professionals unanimously agree that demonstrating commitment to CPD is crucial for their own development and role.
The nonprofit sector is large and diverse, employing nearly 11 million workers across organizations that address a wide range of issues. Nonprofits rely on funding from sources like grants, donations, and fees rather than profits. They tend to attract employees who are passionate about the organizations' missions and willing to take lower pay. The sector has grown significantly in recent decades and now represents the third largest workforce in the U.S. Studies show nonprofit hiring is increasing after being impacted by the recession, with demand strongest for direct service and fundraising roles.
The board survey found that boards are increasingly focused on strategy and future challenges. They spend more time on strategic issues and expect stronger financial performance than competitors. However, boards recognize a need to improve understanding of company strategy and upgrade their own skills to address future challenges. Regular board evaluations are needed to improve performance through a better understanding of strategy, stronger board dynamics, and ensuring the right mix of competencies.
The document provides an overview of Greg Michailidis's main projects, including:
1. A competition for green roofs in Greece where he was part of an engineering/architecture team.
2. Reconstruction of an army camp in Greece where he performed architectural design, calculations, and construction management.
3. Design for the perimeter fence of the port of Thessaloniki, Greece, where he performed architectural design and technical/economic analysis.
4. Reconstruction of the Central Port Authority building in Thessaloniki, Greece where he was involved in the architectural design.
Skinos is a Greek spirits brand launched in 2005 that has become one of the fastest growing brands in Greece, focusing on the unique ingredient of mastiha from Chios; the brand has expanded exports starting in 2006 to over 15 markets in Europe, North America, and Australia through adapting its strategy to local needs while facing barriers from perceptions of Greece and bureaucratic procedures; major achievements include becoming the number one Greek liqueur brand in exports and establishing wide distribution in retail and hospitality channels globally.
The survey of 1,500 Austrian managers found high levels of uncertainty about the future economy. While expectations were positive in 2011, most managers now have doubts or negative outlooks for 2012. Managers in large corporations expressed the highest dissatisfaction and desire to change jobs. Despite negative views of the overall economy, managers were more optimistic about their own industries. While stress levels were generally moderate, the desire to change employers was at a record high, indicating unhappiness with current work situations, especially in large companies.
The document provides tips for homeowners on preparing guest rooms and recycling lawn mowers. It discusses:
- Planning the layout of a guest room, including providing a sleeping area, lounge space, bathroom, and small appliances for convenience. This allows guests to enjoy the home comfortably.
- Reasons for recycling old lawn mowers, such as environmental concerns and cost savings. Parts like engines can be reused, and worn parts replaced inexpensively, rather than throwing the whole mower away. With minimal effort, old mowers can work like new.
The survey summarizes perspectives from CEOs in Serbia on business conditions and outlook. Most CEOs have over 5 years of experience and come from consumer products and financial services. While the past year was challenging, CEOs remain focused on moving forward by increasing business volume, investing in employees, and expanding into new markets. There is consensus that consumer products will have the best growth prospects in the coming years, along with industries like logistics and IT. Barriers to success include unclear legislation and company insolvency. Overall, CEOs expect stagnation this year but are taking steps to prevent pessimism and drive progress.
This 3 sentence summary provides the key information from the document:
The document is a letter from a mother congratulating her daughter on graduating from her studies and starting her new job, expressing how proud she is of her daughter for overcoming difficulties and having the support of her siblings and friends. The mother wishes her daughter the best on her special day and hopes that God continues to bless her as he has so far in her life.
This document provides a summary of a project on HR practices in the FMCG sector in India. It includes comparisons of recruitment sources, selection processes, compensation and benefits, performance appraisal, and training and development across several major FMCG companies in India. The key HR challenges in the FMCG sector are also outlined, such as managing knowledge workers, technological changes, developing leadership, and managing change. Overall, the document finds that while practices vary between companies, the FMCG industry in India follows modern approaches to HR.
Based on findings from Altimeter Group's State of Social Business 2013 report, this infographic shows how companies are formalizing, organizing, and growing their social media efforts — yet still lacking an enterprise wide strategic foundation.
Download and read the full report at: http://bit.ly/ssb-2013.
Winds of change: The shifting face of leadership in business is an Audi report, written by The Economist Intelligence Unit. It delves into the attributes that business leaders need, the factors that influence them and how they can lead most effectively.
GT Events & Program Guide: ForwardThinking October/November 2017Grant Thornton LLP
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
Product Management in London - A Recruiters view...Will Boulton
This document discusses career options and considerations for product managers. It outlines three main career paths: joining a startup, working on a digital transformation program, or working for a product-centric organization. For each path, it identifies potential opportunities but also risks and important questions to ask to ensure it is a good fit for strengthening one's experience as a product manager.
The document discusses the results of a survey about corporate culture and competencies in domestic and multinational companies. It finds that the openness of top management and internal communication are key elements of corporate culture according to participants. While most companies have defined corporate cultures, over 50% only partially implement them, which participants attribute to insufficient engagement from management and gaps between personal and company values. The survey covered representatives from a variety of industries and management levels.
SWOTT AnalysisDevon Davis, Jasmine Richardson, Lisa Ne.docxssuserf9c51d
This document provides a SWOTT analysis for Sony Corporation. It includes a table outlining Sony's internal strengths and weaknesses as well as external opportunities, threats, and trends. It then discusses several of Sony's internal strengths, including its mission, goals, and strategic capabilities. It also examines some key internal weaknesses such as high product pricing, lack of product diversification, and low product promotions. The document reviews potential external opportunities in Sony's supply chain and considers some threats and issues it may face.
The document discusses the key findings of the 2010 Lead Generation Optimization study conducted by CSO Insights. Over 635 firms participated in the study, focusing on their lead generation objectives, investments, and processes for 2010. The top three strategic marketing objectives for 2010 were increasing customer acquisition, increasing brand awareness, and optimizing cross-selling and up-selling.
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docxkbrenda
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my post. Hope this helps
Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
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(Provide an abstract, introduction, table of contents and conclusion in this one document.)
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2. Introduction
Background of the Corporation
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The mission of the corporation is to bring the best products and services to .
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Stanton chase newsletter bulgaria
1. STANTON CHASE SOFIA NEWSLETTER JUNE 2012
Welcome to our
first local newswire!
Darina Peneva, A BlueSteps report for 2011 states that 58%
Managing Director of the executives surveyed worldwide believe
d.peneva@stantonchase.com competition for executive level jobs has increased,
changing to an extent where younger and out of
We started our business work executives are included as well.
six years ago and we can
already say we had the The same report shares the findings that senior
executives continue to believe that working for 3
strange luck to live through organizations in a ten-year period is the maximum to
times that convinced the remain credible (around 80 % of the respondents).
world nothing will come
back the way that we It also identifies a slight decline in executives’
knew it. And this is great! willingness to relocate internationally for a career
Industries change, new professions appear in the blink opportunity. Relocating family remains the biggest
of an eye and true professionals become more and more concern about relocation.
valued. In order to attract and retain these professionals
and develop talents within organizations, companies According to a recent report by Birkman
need influential leaders with entrepreneurial approach International and Stanton Chase, the most critical
in search of alternative solutions. The economic leadership competency sought after is the ability to
environment and decreasing business volumes demand manage change (for 41 % of the respondents).
better and more adequate identification of customers’
needs in order to create new market niches. And finally, when back in 2010, eight hundred managers
worldwide were asked whether they would consider
We would like to share with you some interesting global working fewer hours if this meant a proportionate decrease
trends we feel are relevant for our otherwise specific in earnings, two thirds replied that they would not consider
local market. We will leave it to you to discover how they such a reduction, even if it meant a better lifestyle. We are
correspond to findings from our CEO survey (p. 6). wondering is this how you feel now, in 2012.
Pharmaceutical companies welcome
professionals from other industries
Life Science and Healthcare
d.peneva@stantonchase.com
According to data by IMS Bulgaria, pharmacy market in further increase in sales. We observe the development of the
the country is expected to grow with 10 % in 2012. During following two new roles – product specialists and market
2011 sales grew with 12.4 %, food supplements marking access managers. Product specialists are an intermediate level
the biggest growth, followed by OTC drugs. This data helps between medical representatives and product managers.
illustrate the growing need for professionals from other Market access managers are mostly needed in companies that
industries, especially FMCG, in pharmaceutical companies. produce original and innovative drugs and their main focus is
Our successful placements in this sector prove that experience work with all stake holders so as to gain new drugs access to
in the sales, marketing and supply chain functions in FMCG the market.
companies is rather valuable when it comes to reaching
1
2. STANTON CHASE SOFIA NEWSLETTER JUNE 2012
FMCG managers are interested in
Consumer Products and Services career change
i.andonova@stantonchase.com
Today FMCG companies in Bulgaria focus mainly on insights, digital marketing, market analyses, etc.)
internal processes, related to optimization, on the are often key for these positions.
one hand, and elaboration of strategies and tactics, Our observations show that managers from the
on the other, in order to maintain their business CPS industry are often willing to change sectors.
in a decreasing market. Excellence programs are There is strong interest in further career growth in
introduced to ensure processes improvement and pharmaceutical companies and organizations with
business sustainability through implementation of unrevealed potential (e.g. multinational companies
global and regional best practices. There is a growing specialized in consumer electronics, Bulgarian
demand for project management, networking and FMCG manufacturers, etc.). However,
influencing skills, as well as creativity, resilience and potential candidates are likely to
drive. take the step only if companies
Since non-specific processes are usually outsourced are consistent in talent
(route-to-market approach), recruitment for acquisition
functions not directly related to manufacturing and retention
and sales has been slowing down currently. and deliver on
However, there is a demand for sales and marketing corporate social
professionals. Experience in category management responsibility
and rare expert analytical expertise (consumer commitments.
The local team
Irina Andonova,
Senior Consultant
Irina Andonova joined the company in 2011 to further develop the
company’s business in one of the most dynamic sectors – Fast Moving
Consumer Goods. She has intensive HR and training and development
experience in the sector, having worked at McDonald’s, Office 1 Superstore
and Kamenitza. B2B, distribution, luxury products and advertising and
marketing services are the other subsectors within the scope of the
Consumer Products and Services practice group. Irina is also involved in
projects for OTC pharmaceutical companies.
Biliana Djambaska,
Senior Research Associate
Biliana Djambaska has professional HR background from FMCG companies –
Chipita and Nestle. She is among the first members of the local team, joining
it in 2006. She is actively involved in all assignments in the Consumer Products
and Services and Life Science and Healthcare practice groups. Currently
she supports and coordinates the work of the team of researchers of the
company.
2
3. STANTON CHASE SOFIA NEWSLETTER JUNE 2012
Business in technology:
still areas for growth The local team
Technology Metodi Terziev,
m.terziev@stantonchase.com Senior Consultant
Metodi joined
The globalization effect, common markets, rapid
Stanton Chase
technology development, increased goods
Sofia in 2011 as a
and services consumption led to significant
Senior Consultant
increase in data quantity worldwide during the
in the Technology
last two decades. According to Gartner analyses,
practice groups. He
companies face the following challenges: work
also develops the
with real-time data to meet customer demand
Professional Services
(real-time analytics), data storage, backup and
practice group and supports the company’s business
recovery (in-memory database systems / data
with financial companies. His previous experience
warehousing changes) and constant access to
involves recruitment expertise with IT, telecom and
information (cloud computing).
finance companies in Germany and England. He has
also worked as an intern at an expert position for the
Locally we observe the following trends:
Bulgarian Stock Exchange. As a student in Economics
The outsourcing and software development
and Business in Switzerland, he was actively engaged
sectors are still growing with focus on service
in the largest students’ organization AIESEC, working
delivery projects for foreign clients.
on a voluntary basis as the Local Committee President
The telecommunications sector is struggling
in Basel.
due to increased competition, reduced prices
(EU regulations) and growth of free-of-charge
telecommunication services. Elena Rusanova,
The system integration industry is still very Research Associate
much dependent on the government sector Elena joined the
and public tenders. Local and international company in 2011 to
ERP system providers have to accommodate support the Technology
complex procedures and prolonged and Professional Services
negotiations etc. which strongly affects their practice groups. She
immediate business results. is also in charge of
Companies are focusing more and more on the management and
digital marketing, online services and customer development of the
interaction through social media. database system. Prior
Successful sales people from middle to top/ to joining Stanton Chase, she worked as a technical
senior level are very much in demand. They assistant at an FMCG company, where she took part
are expected to drive sales results, motivate in the recruitment and selection process. Elena has
big sales field force and, most of all, lead by a bachelor’s degree in Economic Psychology and a
example. master’s degree in Human Resource Management.
3
4. STANTON CHASE SOFIA NEWSLETTER JUNE 2012
Industrial and
Energy sectors:
slow recovery and need for professionals
d.minkov@stantonchase.com
Big manufacturers and industrial equipment traders in the country faced a difficult 2011, since
they were seriously affected by the economic slow-down. According to NSI data, the industrial
sector created 31.2% of the total value added of the economy, which is only 1.7 % higher than in
2010. Most managers are realistic and expect excess capacity. Further delay of recovery within the
sector is expected due to lower demand for production and decline in orders from abroad.
Construction marked a significant annual decline of 11.1 % despite big infrastructure projects that keep
the sector alive. Local and foreign companies refrain from implementing their investment strategies due
to the unstable economic environment and pessimistic prognoses.
Energy was in the centre of attention both for media and big companies throughout the whole 2011. Despite
heated comments and discussions, the sector observed a marked decline of foreign direct investments.
Interest in renewable energy sources also decreased. Shortage of experienced professionals, qualified in
line with the EU standards, is observed.
Unfortunately, it seems there are not many good prospects for considerable growth in these sectors. A
recent survey of the German-Bulgarian Chamber of Industry and Commerce revealed that the number of
companies that wouldn’t repeat investing in Bulgaria has risen with 13.5 %. On the other hand, 59% of the
respondents expect increase in their revenues for 2012.
The positions companies recruit for currently are technical directors, maintenance managers, production
directors, business unit managers and quality managers with practical experience in implementing Lean,
Six Sigma and similar methodologies.
The local team
Dobromir Minkov,
Senior Consultant
Dobromir has professional expertise in the oil and gas industry. His main focus at
Stanton Chase is industrial and energy companies, as well as those in logistics and
transportation. He has already successfully run projects on attracting top managers
and professionals as expats in Bulgaria. Dobromir also has successful placements for
top management positions within the banking sector.
Previously he supervised diverse industrial projects in Shell and then managed the
business development of the Oil, Gas and Chemicals Services section of SGS Bulgaria.
Bissera Stoyanova,
Research Associate
Bissera Stoyanova has experience from the HR sphere, having been part of the
training team of Adecco. At Stanton Chase she does extensive candidate sourcing
as a researcher in the team that manages assignments for three practice groups:
Industrial, Natural Resources and Energy and Logistics and Transportation. She has a
major in Psychology and is currently completing a master’s degree in Human Resource
Management and Development.
4
5. STANTON CHASE SOFIA NEWSLETTER JUNE 2012
Executive Search in Bulgaria
what to expect?
When searching for senior and key middle management executives, your company makes a double
investment – once for the search and selection process (no matter internal or external) and once for
the proper integration of the professional placed. In case you have decided to turn to an executive
search firm, we advise you to request the following:
Contact with a consultant who takes personal responsibility for your currently expressed needs
and understands your business, the market and the job.
Insist on a well-defined search strategy, agreed with you – the consultant should discuss with
you where they can and cannot source candidates from (the so called off-limits).
The consultant should also suggest alternative channels for candidate sourcing (different
industries, other functions with potential to fill in the position, etc.)
Confidentiality is very important in the process of executive search. You might specify that the
consultant should not reveal to potential candidates characteristic details about your company
in the first stages of the project.
The researcher in charge should contact all relevant potential candidates according to the
search strategy, without relying on databases/ a limited network of contacts.
Since very often the professionals in question are not active on the job market, the project team
should “sell” the position and your company pro-actively to them.
The consultant should provide regular feedback to you on the market perception of your
organization, on remuneration levels and all other related issues regarding the placement of
the best possible candidate.
Recommended (short-listed) candidates should meet your criteria from the start, matching
not only the job specification requirements but also the core personality traits, business
competencies and corporate culture your company identifies with. Thorough assessment of
candidates is done to minimize HR and general management time investment.
Last, but not least, an executive search company should provide relevant guarantees for the
candidates placed so that both your organization and your future employee can focus on
achieving effective on-boarding.
At Stanton Chase Sofia it is actually a project team that works for you – the consultant, who is
wholly committed to successfully closing the assignment with you and the researcher, who screens
the market, makes initial contact with potential candidates and keeps the best of them interested
in the potential prospects within your company. All consultants have strong industry background
for the sectors they specialize in. At the end of each project you are provided with a final report
summarizing findings during the search. Our consultants also provide on-boarding support to the
placed candidate.
5
6. STANTON CHASE SOFIA NEWSLETTER JUNE 2012
Stanton Chase CEO Survey
Yuliana Popova,
PR & Marketing Coordinator
u.popova@stantonchase.com
Our second yearly survey among 140 top managers in the country, conducted at the
end of 2011, identified the following local trends:
top priorities for managers in Bulgaria for 2012 are sustaining stable cash flow,
business restructuring and identifying and retaining talents (according to 62 % of
the respondents).
- what managers are expected to do effectively is change management and faster
delivery of growth objectives (41 %).
- what they believe they need to do is develop strategic thinking, improve
communication with employees to sustain motivation, attract and retain talents (74 %).
- change of jobs – not by all means: managers are either unwilling to work in virtual teams, or are reluctant to
change their current location; some feel there are too many top executives on the market
- reasons for leaving current employer: little freedom to act at their own discretion, lack of relevant compensation
and benefits, lack of stable career advancement
- career goals – interest in promotion in a larger international company, or even abroad.
- when searching for career change, managers tend to rely on their networks of personal and professional contacts
(41 %) and on executive search consultants (37%).
- interest in new career opportunities is high and unlike in 2010, managers identify them mainly in the sectors in
which they are employed.
The respondents are business leaders at president, board, CEO, general manager, etc. level. The majority come
from Consumer Products and Services (24 %), Technology (20 %) and Financial Services (20 %). The remaining
36 % come from Life Science & Healthcare, Light and Heavy Industry, Natural Resources & Energy, Logistics and
Transportation and Professional Services.
Stanton Chase Sofia
81B Bulgaria Blvd., floor 6, Sofia 1404
Tel: +359 2 962 2931; Fax: +359 2 962 8347
sofia@stantonchase.com
www.stantonchase.com
6