Mentoring & coaching for optimal performanceFaakor Agyekum
This document provides information on coaching and mentoring for optimum performance. It defines coaching as helping individuals realize their potential and mentoring as a long-term relationship that helps proteges advance their careers. The document outlines the GROW model and coaching discussion approach for effective coaching sessions. It also identifies characteristics of good coaches, such as believing in individuals' potential, giving feedback, and creating opportunities for growth.
The top 15 strategic things that Talent Management should be doingDr. John Sullivan
The document outlines 15 strategic actions that talent management should be taking, along with some additional considerations. The top 15 strategic actions include increasing workforce productivity, employee innovation, rewarding great people management, identifying and fixing bad managers, converting talent metrics to dollar impacts, calculating talent risks, preparing for leadership gaps, improving internal movement, best practice sharing, updating retention programs, improving referral programs, assessing external brands, reexamining social media approaches, reengineering college recruiting, and improving non-monetary motivation. Additional strategic actions mentioned are preparing for increased volatility, increasing revenues, integrating HR functions, avoiding headcount surplus, and prioritizing efforts.
This document discusses onboarding new employees and outlines an onboarding framework. It notes that 22% of new employee turnover occurs within the first 45 days and employees who go through an onboarding program are 58% more likely to stay after 3 years. The document then outlines some assumptions about onboarding, including that relationship building and communication are key parts of the process. It also describes different phases of onboarding from the first day to full assimilation after a few months. Finally, it presents a case study exercise focused on designing an onboarding program.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
**Download for slide notes.** Presentation given at the Women in Manufacturing Summit in Milwaukee, WI on October 29, 2012 by Marni Hockenberg of Hockenberg Search and Mary Scheibel of Trefoil Group. (Note the large file size)
Special thanks to all the people who made and released these awesome resources for free:
Presentation template by SlidesCarnival
Photographs by Unsplash
The document discusses GE's practice of promoting top leaders from within the company. It traces the career histories of several GE CEOs including Charles Coffin, Ralph Cordiner, Reginald Jones, and Jack Welch. It also provides a timeline of Jeff Immelt's career at GE from 1982 when he joined the company to 2001 when he became CEO. The document examines how GE has evolved its management policies and strategic focus over time to remain a leading global competitor.
Mentoring & coaching for optimal performanceFaakor Agyekum
This document provides information on coaching and mentoring for optimum performance. It defines coaching as helping individuals realize their potential and mentoring as a long-term relationship that helps proteges advance their careers. The document outlines the GROW model and coaching discussion approach for effective coaching sessions. It also identifies characteristics of good coaches, such as believing in individuals' potential, giving feedback, and creating opportunities for growth.
The top 15 strategic things that Talent Management should be doingDr. John Sullivan
The document outlines 15 strategic actions that talent management should be taking, along with some additional considerations. The top 15 strategic actions include increasing workforce productivity, employee innovation, rewarding great people management, identifying and fixing bad managers, converting talent metrics to dollar impacts, calculating talent risks, preparing for leadership gaps, improving internal movement, best practice sharing, updating retention programs, improving referral programs, assessing external brands, reexamining social media approaches, reengineering college recruiting, and improving non-monetary motivation. Additional strategic actions mentioned are preparing for increased volatility, increasing revenues, integrating HR functions, avoiding headcount surplus, and prioritizing efforts.
This document discusses onboarding new employees and outlines an onboarding framework. It notes that 22% of new employee turnover occurs within the first 45 days and employees who go through an onboarding program are 58% more likely to stay after 3 years. The document then outlines some assumptions about onboarding, including that relationship building and communication are key parts of the process. It also describes different phases of onboarding from the first day to full assimilation after a few months. Finally, it presents a case study exercise focused on designing an onboarding program.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
**Download for slide notes.** Presentation given at the Women in Manufacturing Summit in Milwaukee, WI on October 29, 2012 by Marni Hockenberg of Hockenberg Search and Mary Scheibel of Trefoil Group. (Note the large file size)
Special thanks to all the people who made and released these awesome resources for free:
Presentation template by SlidesCarnival
Photographs by Unsplash
The document discusses GE's practice of promoting top leaders from within the company. It traces the career histories of several GE CEOs including Charles Coffin, Ralph Cordiner, Reginald Jones, and Jack Welch. It also provides a timeline of Jeff Immelt's career at GE from 1982 when he joined the company to 2001 when he became CEO. The document examines how GE has evolved its management policies and strategic focus over time to remain a leading global competitor.
Ken Winston faced issues as the regional office manager of Campbell and Bailyn's Boston office due to two recent organizational changes. The changes complicated processes, limited competitive advantages, and discouraged internal collaboration. Specifically, the formation of a Key Account Team (KAT) reduced customer support and created staff discontentment over the transition to specialization. A new performance system also introduced unfair advantages and frustration over compensation. Suggestions to address the issues included holding meetings to communicate the new plans, setting measurable individual goals for KAT members, establishing common company goals, and scheduling follow-up meetings.
Succession planning is a 3-step process:
1) Identifying potential successors for key roles aligned with employees' talents and ambitions.
2) Developing these successors through activities like performance reviews, career development plans, and training.
3) Transitioning successors into roles through promotions or new assignments.
Only 22% of HR professionals rated their leadership succession systems as highly effective according to a survey. Effective succession planning is important for organizations to fill future leadership needs.
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
This document summarizes Oracle's graduate development program. It is a 365 day program that takes graduates and transforms them into business professionals. The program has 3 phases - an initial foundation phase, a rotation phase where graduates get exposure to different business lines, and a placement phase where graduates are placed permanently. The program aims to provide structured training, networking opportunities, and prepare graduates for careers in sales, consulting, or other business roles at Oracle.
Here you will come up with some glimpses of retention management being followed by different organisation and what were the varied techniques were implemented to retain the employees back in the organisation.
The document discusses onboarding best practices for new hires. It defines onboarding as the process of helping new employees transition from outsiders to insiders through acquiring job, role, group and cultural knowledge. The presentation outlines a model for onboarding with four phases: pre-selection, pre-boarding, onboarding and post-hire support. It summarizes five rules for effective onboarding: don't leave learning to chance, start onboarding pre-selection, engage leaders and teams, focus on the first few months, and view onboarding as a long-term process not a single event. Following best practices in onboarding can lead to positive individual, group and organizational outcomes.
This document discusses building a high performance culture at Felda Global Ventures. It emphasizes that leaders are responsible for driving performance and living the high performance culture. It highlights the need to set clear and stretching goals, properly manage performance through fair evaluations and addressing underperformers, and reward results. A high performance culture where achieving more is a way of life can lead to greater business results and wealth, while a low performance culture will limit results. The challenges of closing gaps between current and desired performance levels are also addressed.
This document outlines coaching in the workplace and its similarities to coaching in athletics. It discusses the roles of a coach including conveying information effectively, guiding employees to grow and develop, and promoting relationships and teamwork. Peer coaching and self-coaching are also described where peers mentor each other and employees assess their own strengths and weaknesses. A three-step coaching process is provided that involves preparation, discussion, and follow-up meetings between the coach and employee.
General Electric has several best HR practices that help drive its business success, including stringent performance management, extensive training programs, and an emphasis on recruitment, employee empowerment, and discipline. Key elements are the vitality curve performance reviews, leader-in-residence training, military recruitment programs, work out process for process improvement, and ombudsperson program for integrity concerns. Overall, GE's HR practices are closely aligned with its strategic goals of being a highly competitive and productive global enterprise.
The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
The document discusses David Ulrich's HR model, which aims to make HR more strategic, process-oriented, and technologically advanced. The model defines four main HR roles: strategic partner, change agent, administrative expert, and employee champion. It is intended to redistribute HR functions into business partners, service centers, and centers of excellence. While the model brings benefits like increased strategy and efficiency, it also faces challenges to consider like cultural differences, transition difficulties, and ensuring accountability. Proper customization and change management are important for successful implementation.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, behavioral indicators, and measurement approaches required for different jobs. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
The document discusses recruitment and selection processes at Coca-Cola. It provides details about Coca-Cola as a global company and its operations in Pakistan. It then discusses Coca-Cola's internal and external recruitment methods, realistic versus traditional job previews, and the selection process including validation approaches and sources of information used.
The document discusses the Talent Acquisition Group at HCL Technologies. It outlines objectives to improve quality of hire, implement an innovative acquisition method, and increase profitability through a new TAG structure and metrics. The new structure provided visibility into available talent across skills, experience, and locations. Key performance metrics like iTAP and POFU gamification were introduced to better assess performance and minimize offer renege rates to improve resource utilization. The quality of hire was also an important focus, and was measured through tools like Hirevue and a MAD LTD campaign.
General Electric - Jack Welch and Jeffrey Immelt - (CEO Succession) | Organiz...Arjun Parekh
This presentation is based on a Case Study: 'Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style and Culture at GE (General Electric)' The presentation also consists of ingenious OB (Organizational Behavior) Analysis. Leadership style, Management Style, of these two great CEOs has been discussed in the slides.
The document discusses an Employee Life Cycle (ELC) platform designed to support organizations in attracting, developing, and retaining talent. The ELC is customized for each organization's goals and supported by an SAP SuccessFactors system. It helps develop leaders to engage employees, resulting in a sustainable high performance organization. The ELC focuses on the entire employee journey from attracting talent through performance management, development, retention, and attrition. The goal is to connect people to a higher purpose and unleash their potential for business excellence.
Every one has got a desire to become a CEO of a Company. But, they lack initiative and unable to influence others. This PPT will help them to understand what makes a CEO and how to become a CEO.
CPA Congress Sydney 2015 - Day Three Wrap UpCPA Australia
Todd Sampson discussed how modern science has proven that the brain is plastic and can be improved at any age through various techniques like mental flexibility, forced adaption, memory techniques, meditation, and managing fear and emotions. Jacqui Clarke emphasized the importance of succession planning for long term business survival and reducing complexity to develop talent. Anastasia Clarke discussed how finance can support business strategy through investing capital, managing debt and equity, and ensuring policies are board approved.
Ken Winston faced issues as the regional office manager of Campbell and Bailyn's Boston office due to two recent organizational changes. The changes complicated processes, limited competitive advantages, and discouraged internal collaboration. Specifically, the formation of a Key Account Team (KAT) reduced customer support and created staff discontentment over the transition to specialization. A new performance system also introduced unfair advantages and frustration over compensation. Suggestions to address the issues included holding meetings to communicate the new plans, setting measurable individual goals for KAT members, establishing common company goals, and scheduling follow-up meetings.
Succession planning is a 3-step process:
1) Identifying potential successors for key roles aligned with employees' talents and ambitions.
2) Developing these successors through activities like performance reviews, career development plans, and training.
3) Transitioning successors into roles through promotions or new assignments.
Only 22% of HR professionals rated their leadership succession systems as highly effective according to a survey. Effective succession planning is important for organizations to fill future leadership needs.
The document describes a case study involving an employee named Ravi Shankar who discovers that a new hire with an IIT degree is being paid slightly more than him despite having less experience. When Shankar confronts his manager Keith Weston about the pay disparity, Weston explains that the company needed to pay a premium to attract talent from IITs. Weston says Shankar's salary will be reviewed in 6 months but Shankar is unsatisfied with this response and updates his resume, believing 6 months is too long to wait.
This document summarizes Oracle's graduate development program. It is a 365 day program that takes graduates and transforms them into business professionals. The program has 3 phases - an initial foundation phase, a rotation phase where graduates get exposure to different business lines, and a placement phase where graduates are placed permanently. The program aims to provide structured training, networking opportunities, and prepare graduates for careers in sales, consulting, or other business roles at Oracle.
Here you will come up with some glimpses of retention management being followed by different organisation and what were the varied techniques were implemented to retain the employees back in the organisation.
The document discusses onboarding best practices for new hires. It defines onboarding as the process of helping new employees transition from outsiders to insiders through acquiring job, role, group and cultural knowledge. The presentation outlines a model for onboarding with four phases: pre-selection, pre-boarding, onboarding and post-hire support. It summarizes five rules for effective onboarding: don't leave learning to chance, start onboarding pre-selection, engage leaders and teams, focus on the first few months, and view onboarding as a long-term process not a single event. Following best practices in onboarding can lead to positive individual, group and organizational outcomes.
This document discusses building a high performance culture at Felda Global Ventures. It emphasizes that leaders are responsible for driving performance and living the high performance culture. It highlights the need to set clear and stretching goals, properly manage performance through fair evaluations and addressing underperformers, and reward results. A high performance culture where achieving more is a way of life can lead to greater business results and wealth, while a low performance culture will limit results. The challenges of closing gaps between current and desired performance levels are also addressed.
This document outlines coaching in the workplace and its similarities to coaching in athletics. It discusses the roles of a coach including conveying information effectively, guiding employees to grow and develop, and promoting relationships and teamwork. Peer coaching and self-coaching are also described where peers mentor each other and employees assess their own strengths and weaknesses. A three-step coaching process is provided that involves preparation, discussion, and follow-up meetings between the coach and employee.
General Electric has several best HR practices that help drive its business success, including stringent performance management, extensive training programs, and an emphasis on recruitment, employee empowerment, and discipline. Key elements are the vitality curve performance reviews, leader-in-residence training, military recruitment programs, work out process for process improvement, and ombudsperson program for integrity concerns. Overall, GE's HR practices are closely aligned with its strategic goals of being a highly competitive and productive global enterprise.
The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
This document discusses strategic human resource development and learning strategies within organizations. It aims to 1) understand the philosophy and objectives of strategic HRD, 2) analyze concepts like a learning culture and organizational learning, and 3) evaluate tensions between individual and organizational control and development. It outlines elements of HRD including learning, training, education, and development. It also discusses creating a learning culture, single and double loop learning, the learning organization concept, and balancing individual vs organizational control and development in HRD strategies.
The document discusses David Ulrich's HR model, which aims to make HR more strategic, process-oriented, and technologically advanced. The model defines four main HR roles: strategic partner, change agent, administrative expert, and employee champion. It is intended to redistribute HR functions into business partners, service centers, and centers of excellence. While the model brings benefits like increased strategy and efficiency, it also faces challenges to consider like cultural differences, transition difficulties, and ensuring accountability. Proper customization and change management are important for successful implementation.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, behavioral indicators, and measurement approaches required for different jobs. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
The document discusses recruitment and selection processes at Coca-Cola. It provides details about Coca-Cola as a global company and its operations in Pakistan. It then discusses Coca-Cola's internal and external recruitment methods, realistic versus traditional job previews, and the selection process including validation approaches and sources of information used.
The document discusses the Talent Acquisition Group at HCL Technologies. It outlines objectives to improve quality of hire, implement an innovative acquisition method, and increase profitability through a new TAG structure and metrics. The new structure provided visibility into available talent across skills, experience, and locations. Key performance metrics like iTAP and POFU gamification were introduced to better assess performance and minimize offer renege rates to improve resource utilization. The quality of hire was also an important focus, and was measured through tools like Hirevue and a MAD LTD campaign.
General Electric - Jack Welch and Jeffrey Immelt - (CEO Succession) | Organiz...Arjun Parekh
This presentation is based on a Case Study: 'Jack Welch and Jeffrey Immelt: Continuity and Change in Strategy, Style and Culture at GE (General Electric)' The presentation also consists of ingenious OB (Organizational Behavior) Analysis. Leadership style, Management Style, of these two great CEOs has been discussed in the slides.
The document discusses an Employee Life Cycle (ELC) platform designed to support organizations in attracting, developing, and retaining talent. The ELC is customized for each organization's goals and supported by an SAP SuccessFactors system. It helps develop leaders to engage employees, resulting in a sustainable high performance organization. The ELC focuses on the entire employee journey from attracting talent through performance management, development, retention, and attrition. The goal is to connect people to a higher purpose and unleash their potential for business excellence.
Every one has got a desire to become a CEO of a Company. But, they lack initiative and unable to influence others. This PPT will help them to understand what makes a CEO and how to become a CEO.
CPA Congress Sydney 2015 - Day Three Wrap UpCPA Australia
Todd Sampson discussed how modern science has proven that the brain is plastic and can be improved at any age through various techniques like mental flexibility, forced adaption, memory techniques, meditation, and managing fear and emotions. Jacqui Clarke emphasized the importance of succession planning for long term business survival and reducing complexity to develop talent. Anastasia Clarke discussed how finance can support business strategy through investing capital, managing debt and equity, and ensuring policies are board approved.
More about the Program:
Succession planning is critical and needs to be at the forefront of any organization that yearns to remain strong and viable in today's society. We will explore succession planning within the organization as we look at the roles of each employee, and determine how vacant and near vacant positions can be filled internally and from external avenues to ensure that the work flow continues.
More about the Presenter:
For fifteen years, Fitzgerald Washington has worked for The Buffalo Rock Company where he served as Corporate Marketing and Sales Director handling the company’s multicultural marketing initiatives before being promoted to General Sales Manager in 2002. As General Sales Manager, Washington was responsible for maximizing brand portfolio for the company’s retail sector. He also developed a hiring and retention process for the company’s Tuscaloosa distribution center. Washington’s experience also includes work in human resource management, marketing strategies, operations management and strategic development.
In 2013, Washington served as Chairman of the Chamber of Commerce of West Alabama, where he helped create the Minority Business Council to foster growth and competitiveness of minority-owned businesses in West Alabama. Other community involvement includes the Druid City Business League, Black Warrior Council Board, BB&T Bank Advisory Board, Board of Visitors for the University of Alabama College of Continuing Studies and DCH Health Systems Foundation Board of Directors.
Governor Bentley also appointed Washington to the Alabama Workforce Council.
Washington, his wife Peggy and two children Karla and Fitzgerald reside in Tuscaloosa.
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
The document discusses three levels of change management: individual, organizational/initiative, and enterprise. It provides details on each level and how they are related. For individual change management, it discusses understanding how people experience change and supporting successful transitions. For organizational change management, it involves identifying impacted groups and creating plans to ensure successful changes. Enterprise change management embeds processes across an organization to adapt quickly to changes. The document also discusses principles of change management including addressing the human side, starting change at the top levels, involving every layer, and assessing cultural landscapes. It notes challenges for global change management teams with cultural differences. Finally, it summarizes Lewin's change management model of unfreezing, changing, and refreezing processes
Execution - The Discipline of getting things doneSathish Kumar P
The document summarizes key points from the book "Execution" about how to successfully execute business strategies. It discusses that execution requires integrating people, strategy, and operations. Execution is not tactical but a discipline that companies must master. Leaders play a central role in conceiving and executing strategy. The three core processes of execution are the people process, strategy process, and operational process, which must all be critically linked with a focus on people. Putting an execution environment in place is difficult but losing it is easy.
Enhancing Workforce Performance Through Succession PlanningJoanMullins
The document discusses the importance of succession planning for healthcare leadership. It notes that many healthcare organizations lack succession plans, despite projections that 50% of healthcare management could be lost in the next 5 years due to retirements. It then provides definitions and rationale for succession planning, including cost savings, continuity, and having a contingency plan. The document outlines best practices for developing a succession plan, including making a business case, identifying and developing high-potential leaders, and implementing leadership development programs. It discusses factors that can impede effective succession planning if not addressed.
This document discusses creating an environment of innovation through leadership. It emphasizes that leadership is key to fostering innovation, noting that great organizations have great leaders, not great structures. Leading innovatively requires moving fast, taking risks, learning and adapting. The document outlines elements needed for an innovative culture, including leadership, teamwork, rewards, learning opportunities, and corporate buy-in. It provides examples of leadership from various historical periods and cultures, and distinguishes between leadership and management. The goal of leading for innovation is cultivating people and a growth mindset.
This document discusses succession planning strategies for healthcare organizations. It notes high turnover rates among nurses, physicians and senior management. Succession planning can help mitigate risks from vacancies and retain top talent. The document recommends developing a vision statement and long term direction for succession planning. It provides best practices such as benchmarking candidates and considering future strategic needs. Companies must commit to succession planning through talent reviews, development resources and holding leadership accountable. Individual career action plans are also recommended.
The document discusses career development and management. It provides:
1) An overview of how companies are shifting responsibility for career management to employees while still providing resources like training and mentoring. Managing both current and new employee career growth is a challenge.
2) Research on factors that drive employee retention, including exciting work, career growth opportunities, good relationships, pay, and management support.
3) The importance of career management for both companies to retain and motivate employees, and for employees to avoid frustration and feel valued.
4) Elements of effective career development systems including taking an active role in planning, access to information, and linking to other HR practices like performance reviews.
The document discusses leadership during times of crisis. It explains that crisis leadership has two phases: the emergency phase, where the goal is to stabilize the situation, and the adaptive phase, where the underlying issues are addressed and a new reality is established. Effective crisis leadership requires changing rules, reshaping organizations, and redefining jobs. It also discusses the need for leaders to foster adaptation, generate more leadership at lower levels, and take care of their own well-being during difficult times.
Role of HR in Economic Downturn - CII Speaker - Mukesh AsudaniMukesh Asudani
The document provides perspectives from an HR practitioner on preparing for an economic upturn. It discusses:
1) The current context of uncertainty and how HR is critical to helping companies survive downturns and thrive during upturns.
2) Key practices of successful companies including talent management, culture, engagement, and long-term strategy.
3) Building blocks for HR including communication, talent development, leadership development, performance management, and culture.
4) The importance of retaining talent during downturns by helping people feel needed and develop roots within the company.
gocareerguide-Careerdevelopment by gocareerguide.comCarmor Bass
This document discusses the importance of career development and management for employee retention and motivation. It outlines that companies need to reconsider their approach to careers given changing organizational structures. While employees are responsible for managing their own careers, companies should provide resources like training, mentoring and coaching. Retaining and engaging employees requires a focus on career growth, exciting work, relationships, recognition and learning opportunities. Effective human resource management involves attracting, developing and maintaining a quality workforce through strategic planning that is aligned with business goals.
This document discusses managing businesses for success. It covers key aspects of planning including developing a strategic plan, mission statements, core values, SWOT analysis, setting goals and objectives. Tactical and operational plans are developed to implement the strategic plan. The document also discusses organizing the business through different structures, directing employees with various leadership styles, controlling operations through a five-step process, and important managerial skills. Problem solving approaches are also outlined.
This document provides an overview of strategic management for a PGDM course. It discusses the importance and process of strategic management. Regarding importance, it notes strategic management helps organizations identify opportunities, prepare for the future, be action-oriented, strengthen structure, and gain competitive advantages. The strategic management process involves goal setting, environmental scanning, strategy formulation, implementation, and evaluation. It also discusses different levels of strategy, approaches to strategic management, and organizational configurations.
human resource in merger and acquisitionsKushal Shah
The Human Resource (HR) department plays a pivotal role in the process of merger and acquisition between two companies. ... Thus, HR plays a key role in managing all crises as well as disputes that may crop up in an organization, as and when the process of merger and acquisition sets off.
Greenberg_Higher Purpose for Organizational Performance_14_07_14Kenneth Greenberg
Kenneth Greenberg discusses how organizational leaders can infuse their culture with a strong sense of purpose to drive higher performance. He outlines a leadership framework consisting of 5 practices - inspire a shared vision, encourage the heart, model the way, challenge the process, and enable others to act - that can be used to align employee interests with the organizational purpose. Research shows purpose-driven companies significantly outperform peers across various financial metrics such as revenues, job growth, stock prices, and profits. Leaders who articulate a clear purpose and vision can motivate people to achieve extraordinary results.
Keys to Thriving in the Nigerian Business EnvironmentFATE Foundation
Keynote Speech by Mr. Dipo Davies, Publisher/CEO, Realhouse Communications Limited and Director, FATE Foundation at the November 25, 2015 FATE Alumni Meeting.
This presentation contains the data about operation process followed in NBFC. As per the guideline of the RBI and practices continuing in the mfi industry complete information given in the slide. So viewers will definitely get valuable information about operation process in MFI.
Slide gives information about working style of internal audit department in micro-finance institution. It helps the viewer to enhance the skills and knowledge about audit activities in MFI.
This document discusses consumers' attitudes towards mobile marketing. It examines how mobile marketing can impact consumers' attitudes and purchase intentions. Key topics covered include how mobile marketing relates to consumer satisfaction, trust, perceived value and brand perception. The document outlines advantages of mobile marketing in reaching certain demographic groups and also highlights some disadvantages. It concludes by emphasizing creating a positive attitude and embracing challenges to achieve success with mobile marketing.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Succession planning
1. SUCCESSION PLANNING
'WHAT WOULD WE DO IF WE LOST OUR
CEO TOMORROW?'
Presented by:- Popun Patro
Deeptimayee Sahoo Guided by :- Prof. Lopamudra Dash
2. SUCCESSION PLANNING
A purposeful and systematic efforts made by an
organization to ensure leadership continuity, retain
and develop knowledge and intellectual capital for
the future, and encourage individual employee
growth and development.
3. DRIVERS FOR SUCCESSION PLANNING:-
• The interest in succession planning has grown to include an
understanding of “leadership” behaviors and core competencies that
aspiring individuals must possess.
• The key elements of the process allow organizations to address their
top talent management challenges which in turn provide a platform
for their risk management strategy.
4. DROPDEAD SUCCESSION PLANNING:-
A drop dead succession plan is one where an interim
successor is ready to step in case of sudden demise or
departure of a leader.
5. SUCCESS FACTORS FOR SUCCESSION PLANNING
• Organizations have senior leaders that believe development is a major leadership
activity and senior leaders model this activity.
• More organizational resources are dedicated to training and development.
• Organizations possess a culture that has a higher tolerance for risk allowing
emerging leaders to develop without severe penalties.
• Organizational cultures stress individual ownership for development.
• Organizations tie succession planning to other strategies that are designed to
increase organizational commitment such as diversity, employer of choice, and
corporate citizenship.
6. Cont…
• Core values and common leadership criteria shared and understood by employees.
• Strong commitment to promoting from within.
• Aggressive management of poor performance and behaviors that conflict with
company values.
• Compensation and other rewards are based on results and leadership behavior
including self-development.
• Best Practice organizations perceive Human Resources as a strategic business
partner.
7. “When planning for a year, plant corn. When
planning for a decade, plant trees. When
planning for a life of a business start
succession planning.”
8. 'What would we do if we lost our CEO
tomorrow?'
• Beyond the obvious human tragedy, Karl Slym's sudden death is a wake-up call for
India Inc on the need for a well-oiled CEO succession mechanism.
• The company's senior executive team should ask themselves, "What would we do if
we lost our CEO tomorrow?"
9. “A good plan today is better than a perfect plan
tomorrow.”
11. A case in McDonald
• CEO Jim Cantalupo died of a heart attack in 2004
and his successor Charlie Bell died of cancer less
than a year later.
12. • In the first case, less than six hours after Cantalupo's
death, McDonald's board named 43-year-old Bell, who
was the chief operating officer, for the top job.
13. • It was a tough decision since under Cantalupo the company
reported a surge in its profits.
• That was a big deal since Cantalupo had joined at a time
when McDonald's had reported its first quarterly loss in 38
years.
• But the transition was a smooth affair since the McDonald's
board executed a plan that was already in place.
14. • That strategy was followed again when Bell died of cancer, and the
chain named Jim Skinner as CEO almost immediately.
• Key planks of this strategy was communication that showed the
company was open and transparent about the situation.
• Bell, who was diagnosed with cancer just two weeks after taking
charge, communicated to employees through emails and voicemails
some details of his treatment.
• He also attended the company's annual meeting to reassure
shareholders that his battle with cancer had not hurt the company's
operations.
15. two months after..
• The company issued a release about management changes
and promotions, including an expansion of duties for
Skinner.
• The release, thus served as a kind of de facto announcement
of the succession plan.
16. Conclusion
SUCCESSION
• S :- Strategy helps to face crisis.
• U :- Utilization of talent generates profit.
• C :- Constant focus on human resource.
• C :- Communication is a grate role in business.
• E :- Emphasize upon future CEO.
• S :- Satisfaction of shareholder creates more profit.
• S :- Stable growth of business require succession planning.
• I :- Integration and fairness is the key to success in business.
• O :- Openness to all members within organization.
• N :- New trends, New strategy, New function.