The document discusses talent management challenges for software product companies. It notes that most such companies have only 2 founders and lack diversity of skills. Attracting and retaining talent in product management, engineering, and sales is particularly difficult. Small companies are highly dependent on talent but have limited resources for training and career development. The document proposes that companies implement competency frameworks, formal learning and development programs, and retention strategies to build capabilities and engage talent over the long run.
The Future of Finance in a World of Global Digital Transformation3Sixty Insights
Blue Hill Research's Hyoun Park explores how the Future of Finance will change as Digital Transformation, the Internet of Things, the Subscription Economy, and microservices start to take over the business world.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
This document discusses defining and addressing an organization's critical skills gap. It highlights that skills assessments can improve employee performance, quality of hire, productivity, and engagement. The document also outlines IBM's talent frameworks library which provides pre-defined competencies and job profiles to integrate talent management applications and drive a skills-based culture. It emphasizes that successful organizations rely on an integrated talent infrastructure with clear competencies and job profiles.
Tallent management ibm smarter workforcegule mariam
The document discusses challenges that companies face in attracting and retaining talent. It notes that addressing talent gaps is a top concern for company executives. A study found that 87% of HR executives say employees feel increased pressure and stress. The document then lists various talent management solutions offered by IBM that can help companies assess skills, develop leaders, engage employees, analyze workforce data and optimize hiring and retention. These include solutions for recruitment, learning, performance management, succession planning and compensation. An example is also given of how IBM tools helped a seasonal employer improve hiring speeds and reduce time to productivity.
This document provides an overview and feasibility study for outsourcing some functions of a law firm. It discusses major trends in the legal industry that are pushing firms to outsource, such as rising costs and client demands. The document outlines a 5-phase process for assessing which functions to outsource including research, design, testing, implementation and optimization. It analyzes the benefits of outsourcing functions like business development, marketing and back office work. Specifically, outsourcing could reduce costs by 30-80% while improving processes, access to talent and risk management.
The document provides an overview of Activision Blizzard's current situation, corporate governance, external and internal environments, and strategic analysis. It discusses Activision Blizzard's strong performance as the leader in the gaming software industry. The board of directors and top management are profiled, along with the company's mission, objectives, strategies, and policies. Opportunities and threats in the external environment are analyzed. Strengths and weaknesses in the internal environment are also reviewed.
HR and Benefits TechnologyPresenter: Steve Cassidy Vice President of Broker Services HR Technology Advisors, LLC
HR Technology Advisors is an HR and benefits technology consulting firm that partners with brokerage firms to provide value-added services to their clients. They help clients select and implement HRIS and benefits technology solutions from a portfolio of best-of-breed vendors to simplify administration and save time and money. The presentation discusses trends in HR technology, best practices for selection and implementation, and how HR Technology Advisors can help clients through a three-phase process of discovery, vendor selection, and implementation.
The Future of Finance in a World of Global Digital Transformation3Sixty Insights
Blue Hill Research's Hyoun Park explores how the Future of Finance will change as Digital Transformation, the Internet of Things, the Subscription Economy, and microservices start to take over the business world.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
This document discusses defining and addressing an organization's critical skills gap. It highlights that skills assessments can improve employee performance, quality of hire, productivity, and engagement. The document also outlines IBM's talent frameworks library which provides pre-defined competencies and job profiles to integrate talent management applications and drive a skills-based culture. It emphasizes that successful organizations rely on an integrated talent infrastructure with clear competencies and job profiles.
Tallent management ibm smarter workforcegule mariam
The document discusses challenges that companies face in attracting and retaining talent. It notes that addressing talent gaps is a top concern for company executives. A study found that 87% of HR executives say employees feel increased pressure and stress. The document then lists various talent management solutions offered by IBM that can help companies assess skills, develop leaders, engage employees, analyze workforce data and optimize hiring and retention. These include solutions for recruitment, learning, performance management, succession planning and compensation. An example is also given of how IBM tools helped a seasonal employer improve hiring speeds and reduce time to productivity.
This document provides an overview and feasibility study for outsourcing some functions of a law firm. It discusses major trends in the legal industry that are pushing firms to outsource, such as rising costs and client demands. The document outlines a 5-phase process for assessing which functions to outsource including research, design, testing, implementation and optimization. It analyzes the benefits of outsourcing functions like business development, marketing and back office work. Specifically, outsourcing could reduce costs by 30-80% while improving processes, access to talent and risk management.
The document provides an overview of Activision Blizzard's current situation, corporate governance, external and internal environments, and strategic analysis. It discusses Activision Blizzard's strong performance as the leader in the gaming software industry. The board of directors and top management are profiled, along with the company's mission, objectives, strategies, and policies. Opportunities and threats in the external environment are analyzed. Strengths and weaknesses in the internal environment are also reviewed.
HR and Benefits TechnologyPresenter: Steve Cassidy Vice President of Broker Services HR Technology Advisors, LLC
HR Technology Advisors is an HR and benefits technology consulting firm that partners with brokerage firms to provide value-added services to their clients. They help clients select and implement HRIS and benefits technology solutions from a portfolio of best-of-breed vendors to simplify administration and save time and money. The presentation discusses trends in HR technology, best practices for selection and implementation, and how HR Technology Advisors can help clients through a three-phase process of discovery, vendor selection, and implementation.
The document discusses trends driving increased demand for business process outsourcing globally. It will triple to $1.6 trillion by 2020 due to factors like an aging workforce in developed nations, population growth in emerging markets, and the globalization of economic power. The document also outlines Genpact's offerings and capabilities in providing business process management and IT services to global clients across multiple industries. It highlights Genpact's focus on continuous improvement through Lean Six Sigma and its proprietary framework for assessing and improving process effectiveness.
Deloitte is Canada's largest professional services firm providing audit, tax, consulting, enterprise risk and financial advisory services. It has over 8,000 total employees across Canada, including over 5,500 professional staff and 2,000 administrative staff working out of 56 locations. Deloitte provides consulting services in areas such as human capital, strategy and operations, and technology to clients across many industries.
Contingent Workforce and Services Procurement – The Overlooked OpportunitySAP Ariba
With contingent workforce (including SOW-based projects / services and independent contractors) expected to grow by nearly 30% over the next three years, leading companies will need a clear strategy to improve compliance and the intelligence of their spend decisions within this category. The evolution of contingent workforce requires that enterprises build a multifaceted program that can address spend, supplier, risk and talent management capabilities.
Join Christopher J. Dwyer, research director at Ardent Partners, and a customer panel as they discuss the viability of this unique complex spend category and the opportunities available for organizations today to develop programs that can drive true strategic value from contingent workforce management.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
1) The document discusses the challenges that global companies face in managing their increasingly dispersed workforces using outdated, inflexible HR systems. This limits companies' abilities to make strategic decisions and engage talent.
2) It introduces ADP GlobalView as a flexible, cloud-based HR platform that consolidates employee data to provide insights across borders. The platform aims to simplify administration and compliance while freeing up HR leaders to focus on strategic growth.
3) Key benefits highlighted include an intuitive user experience, analytics to anticipate workforce needs, configurable solutions, reduced risk through centralized compliance expertise, and integrated systems that eliminate data duplication.
The document discusses HCM Strategic Communications, a service provided by ADP that helps companies effectively communicate with employees. They can create communication strategies, execute multi-channel campaigns, and educate employees on topics like total compensation to boost engagement. Not communicating well can cost companies up to $26,000 per employee annually, while effective communicators see 47% higher returns. HCM Strategic Communications works with clients to determine their needs and goals and provide customized solutions to engage employees and benefit the business.
The document discusses strategies for CIOs to make IT a strategic differentiator. It provides quotes from various CIOs emphasizing the importance of the CIO role in driving business performance and being a strategic partner. The document then outlines a framework that CIOs can use to transform IT including understanding expectations, developing a maturity model to assess where the organization is, and building blocks to help meet immediate and long-term needs. It emphasizes the importance of having the right people, creating a runway for change, and executing on priorities.
The document summarizes key findings about the U.S. contingent workforce from September 2009 to August 2010. It finds that the contingent workforce makes up approximately 20% of the U.S. employed. In-demand occupations for contingent workers include office and administrative support as well as IT. States with high demand relative to their workforce include Delaware, Oregon, and Washington. The profile of contingent job seekers shows they are more skilled than the minimum requirements for most postings.
This document discusses factors for attracting and retaining IT professionals. The top three attraction factors for IT professionals globally are salary/benefits, work-life balance, and training/development opportunities. While compensation is important, focusing only on salary will not be enough to attract candidates in a tight labor market. The document also examines common reasons IT professionals leave organizations, such as lack of advancement opportunities or poor management. It provides suggestions for retention strategies that leverage motivators like flexible work options and mentorship programs.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
Management consultancy provides strategic advice to clients through research and analysis. Common areas of focus include strategy, talent and organization, supply chain management, customer relationship management, and finance/performance management. Accenture is a large global management consultancy that works with clients across many industries. As an analyst, typical work involves market research, project management, data analysis, and implementing technology solutions for clients. The application process is competitive with requirements for strong academic qualifications and problem-solving skills in interviews.
The document provides information about Deloitte's talent search services. It summarizes that Deloitte finds the perfect fit for clients by identifying, locating, and sourcing the right talent through executive search, Gen-Y recruitment, and added value services like background checks and skills assessments.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
The document discusses the challenges of being a transformational leader today. It notes that while business transformations are critical for survival, most fail due to a lack of leaders with the right skills. These leaders, called "Strategists", have skills in visioning, execution, and adapting to complex challenges. However, Strategists make up only 8% of leaders. The document outlines 10 ways for organizations to identify and retain their own Strategists to lead transformations from within.
This document announces a conference on digital integration and business transformation in Asia that will take place on August 3-4, 2016 in Kuala Lumpur, Malaysia. It aims to help business leaders develop strategies for digital transformation. The conference will feature presentations from distinguished speakers such as CEOs and heads of digital from various companies. Topics will include developing digital strategies, streamlining processes through digitization, enhancing digital leadership, and reengineering business models. Attendees will learn best practices for digital transformation from leading companies.
MentorSquare provides mentoring services to entrepreneurs and business owners to help them overcome challenges and barriers to growth. It has a global network of experienced mentors who guide entrepreneurs. MentorSquare has helped over 5,000 small and medium enterprises increase revenues, profitability, and access new markets and funding. It shares success stories of companies that received guidance from mentors on issues like revenue decline, lack of focus on expansion, and crisis management. MentorSquare mentors have decades of experience building companies and working at senior levels in diverse industries.
Technology moves quickly. Investing in a flexible, future-forward TA tech infrastructure that allows for easy integrations and scalability is crucial for your organization’s success down the line. Now is the time to reevaluate if your technology is working for you.
View these slides to learn more about:
-Market trends that have changed the status quo
-The current state of tech-enabled TA delivery and the leading models
-Techniques for assessing process & technology gaps to identify the right solutions
-How to build the business case for change and investment
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
By 2020, global talent mobility will significantly increase due to growing emerging markets and global connectivity. Demand for international assignments will rise 50% by 2020 as companies seek to deploy talent worldwide. Mobility patterns will shift as emerging markets become talent sources and destinations within their own regions. Changing demographics like retiring baby boomers and rising millennials will require new global talent strategies that make greater use of short-term assignments, virtual tools, and accommodate different generations' needs. Regulations and technologies will also need to evolve to support increased cross-border movement of people for business.
Workplace2020 Master Class on Total Rewards - Anup Bhasin, UnitedLexCorporateShiksha
This document discusses the perspectives of HR and finance on total rewards and business objectives. It provides examples of how HR and finance may see initiatives like training, development, and retention bonuses differently. Specifically:
- HR focuses on motivation, upskilling, and retention for employees, while finance focuses on calculating return on investment and impact on the company's bottom line.
- For retention bonuses, HR proposed the solution but finance questioned the costs given already high expenses, while missing the ROI perspective.
- The document advocates aligning both perspectives by considering the impact of actions on costs and calculating the net savings of initiatives like decreasing attrition.
- It also suggests adopting a business lens by understanding initiatives' influence on
The document discusses trends driving increased demand for business process outsourcing globally. It will triple to $1.6 trillion by 2020 due to factors like an aging workforce in developed nations, population growth in emerging markets, and the globalization of economic power. The document also outlines Genpact's offerings and capabilities in providing business process management and IT services to global clients across multiple industries. It highlights Genpact's focus on continuous improvement through Lean Six Sigma and its proprietary framework for assessing and improving process effectiveness.
Deloitte is Canada's largest professional services firm providing audit, tax, consulting, enterprise risk and financial advisory services. It has over 8,000 total employees across Canada, including over 5,500 professional staff and 2,000 administrative staff working out of 56 locations. Deloitte provides consulting services in areas such as human capital, strategy and operations, and technology to clients across many industries.
Contingent Workforce and Services Procurement – The Overlooked OpportunitySAP Ariba
With contingent workforce (including SOW-based projects / services and independent contractors) expected to grow by nearly 30% over the next three years, leading companies will need a clear strategy to improve compliance and the intelligence of their spend decisions within this category. The evolution of contingent workforce requires that enterprises build a multifaceted program that can address spend, supplier, risk and talent management capabilities.
Join Christopher J. Dwyer, research director at Ardent Partners, and a customer panel as they discuss the viability of this unique complex spend category and the opportunities available for organizations today to develop programs that can drive true strategic value from contingent workforce management.
Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d
1) The document discusses the challenges that global companies face in managing their increasingly dispersed workforces using outdated, inflexible HR systems. This limits companies' abilities to make strategic decisions and engage talent.
2) It introduces ADP GlobalView as a flexible, cloud-based HR platform that consolidates employee data to provide insights across borders. The platform aims to simplify administration and compliance while freeing up HR leaders to focus on strategic growth.
3) Key benefits highlighted include an intuitive user experience, analytics to anticipate workforce needs, configurable solutions, reduced risk through centralized compliance expertise, and integrated systems that eliminate data duplication.
The document discusses HCM Strategic Communications, a service provided by ADP that helps companies effectively communicate with employees. They can create communication strategies, execute multi-channel campaigns, and educate employees on topics like total compensation to boost engagement. Not communicating well can cost companies up to $26,000 per employee annually, while effective communicators see 47% higher returns. HCM Strategic Communications works with clients to determine their needs and goals and provide customized solutions to engage employees and benefit the business.
The document discusses strategies for CIOs to make IT a strategic differentiator. It provides quotes from various CIOs emphasizing the importance of the CIO role in driving business performance and being a strategic partner. The document then outlines a framework that CIOs can use to transform IT including understanding expectations, developing a maturity model to assess where the organization is, and building blocks to help meet immediate and long-term needs. It emphasizes the importance of having the right people, creating a runway for change, and executing on priorities.
The document summarizes key findings about the U.S. contingent workforce from September 2009 to August 2010. It finds that the contingent workforce makes up approximately 20% of the U.S. employed. In-demand occupations for contingent workers include office and administrative support as well as IT. States with high demand relative to their workforce include Delaware, Oregon, and Washington. The profile of contingent job seekers shows they are more skilled than the minimum requirements for most postings.
This document discusses factors for attracting and retaining IT professionals. The top three attraction factors for IT professionals globally are salary/benefits, work-life balance, and training/development opportunities. While compensation is important, focusing only on salary will not be enough to attract candidates in a tight labor market. The document also examines common reasons IT professionals leave organizations, such as lack of advancement opportunities or poor management. It provides suggestions for retention strategies that leverage motivators like flexible work options and mentorship programs.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
Management consultancy provides strategic advice to clients through research and analysis. Common areas of focus include strategy, talent and organization, supply chain management, customer relationship management, and finance/performance management. Accenture is a large global management consultancy that works with clients across many industries. As an analyst, typical work involves market research, project management, data analysis, and implementing technology solutions for clients. The application process is competitive with requirements for strong academic qualifications and problem-solving skills in interviews.
The document provides information about Deloitte's talent search services. It summarizes that Deloitte finds the perfect fit for clients by identifying, locating, and sourcing the right talent through executive search, Gen-Y recruitment, and added value services like background checks and skills assessments.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
The document discusses the challenges of being a transformational leader today. It notes that while business transformations are critical for survival, most fail due to a lack of leaders with the right skills. These leaders, called "Strategists", have skills in visioning, execution, and adapting to complex challenges. However, Strategists make up only 8% of leaders. The document outlines 10 ways for organizations to identify and retain their own Strategists to lead transformations from within.
This document announces a conference on digital integration and business transformation in Asia that will take place on August 3-4, 2016 in Kuala Lumpur, Malaysia. It aims to help business leaders develop strategies for digital transformation. The conference will feature presentations from distinguished speakers such as CEOs and heads of digital from various companies. Topics will include developing digital strategies, streamlining processes through digitization, enhancing digital leadership, and reengineering business models. Attendees will learn best practices for digital transformation from leading companies.
MentorSquare provides mentoring services to entrepreneurs and business owners to help them overcome challenges and barriers to growth. It has a global network of experienced mentors who guide entrepreneurs. MentorSquare has helped over 5,000 small and medium enterprises increase revenues, profitability, and access new markets and funding. It shares success stories of companies that received guidance from mentors on issues like revenue decline, lack of focus on expansion, and crisis management. MentorSquare mentors have decades of experience building companies and working at senior levels in diverse industries.
Technology moves quickly. Investing in a flexible, future-forward TA tech infrastructure that allows for easy integrations and scalability is crucial for your organization’s success down the line. Now is the time to reevaluate if your technology is working for you.
View these slides to learn more about:
-Market trends that have changed the status quo
-The current state of tech-enabled TA delivery and the leading models
-Techniques for assessing process & technology gaps to identify the right solutions
-How to build the business case for change and investment
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
By 2020, global talent mobility will significantly increase due to growing emerging markets and global connectivity. Demand for international assignments will rise 50% by 2020 as companies seek to deploy talent worldwide. Mobility patterns will shift as emerging markets become talent sources and destinations within their own regions. Changing demographics like retiring baby boomers and rising millennials will require new global talent strategies that make greater use of short-term assignments, virtual tools, and accommodate different generations' needs. Regulations and technologies will also need to evolve to support increased cross-border movement of people for business.
Workplace2020 Master Class on Total Rewards - Anup Bhasin, UnitedLexCorporateShiksha
This document discusses the perspectives of HR and finance on total rewards and business objectives. It provides examples of how HR and finance may see initiatives like training, development, and retention bonuses differently. Specifically:
- HR focuses on motivation, upskilling, and retention for employees, while finance focuses on calculating return on investment and impact on the company's bottom line.
- For retention bonuses, HR proposed the solution but finance questioned the costs given already high expenses, while missing the ROI perspective.
- The document advocates aligning both perspectives by considering the impact of actions on costs and calculating the net savings of initiatives like decreasing attrition.
- It also suggests adopting a business lens by understanding initiatives' influence on
Executive | 140130 | Commercial Excellence: how to make it stick? | Presentat...Flevum
This document summarizes a workshop on establishing commercial excellence. It discusses defining commercial excellence as obtaining pricing power through strategic leadership and a systematic commercial approach. Companies with C-level leadership involvement in pricing have significantly higher profits than others. The workshop emphasizes developing commercial capabilities in areas like strategy, sales organization, pricing, and value selling. Finally, it identifies experience-based success factors for commercial excellence transformations, such as making it a leadership priority, co-creating solutions, and ensuring early successes.
This document discusses various career development interventions that organizations can implement. It begins by providing an overview of the most widely used interventions, including alternative career paths, assessment centers, career coaching/counseling, cross-training, flexitime, job enlargement, job enrichment, job rotation, job sharing, phased retirement, sabbaticals, and temporary assignments. Each intervention is briefly described.
It then presents three case studies and asks the reader to identify which interventions may be most appropriate to resolve each case. The case studies provide an opportunity to stimulate discussion on the benefits and drawbacks of different career development practices. Finally, the document suggests that human resource professionals can use these discussions to get a preliminary sense of career development
Framework Thinking - 7 Frameworks To Skyrocket Your CareerSean Johnson
Discover how to leverage frameworks to become more effective and gain influence in your organization.
Learn more about Framework thinking here: http://www.sean-johnson.com/framework-thinking
JobLink™, Aon Hewitt's global job levelling approach, offers an option of using a traditional points factor methodology, or a career levelling approach, or both in harmony. Descriptors and wording can be adjusted to fit your terminology, ensuring that JobLink™ is flexibly aligned to your organisational requirements.
This case study presents Mayotus' work with a mobility major to re-engineer their job leveling architecture in entirety, re-designing job roles, levels and job grading design, primarily to prepare the organization for the expected business growth & potential expansion while also being in line with industry trends in this space.
Nine Dimensions Of Commercial Excellence (Sandeep Bhat)Sandeep Bhat
Nine Dimensions of Commercial Excellence outlines nine dimensions to optimize commercial interactions and maximize profit contributions: 1) customer relationship management, 2) key account management, 3) sales force capability enhancement, 4) targeting, 5) business efficiency management, 6) resource deployment and development, 7) promotional mix, 8) marketing excellence, and 9) alternate sales channels. It also discusses accelerators like dynamic detailing, interaction analytics, and social media analytics to improve sales and customer excellence.
This document provides guidance and tools for HP's annual Talent Review process. The Talent Review identifies internal candidates for succession planning. For FY12, key focuses are developing leaders internally, identifying successors, and securing HP's future through leadership development. The timeline outlines the Talent Review activities from January to December 2012, including Executive Talent Reviews. The calibration toolkit provides guidance for calibration sessions, including reviewing business strategies, using a 9-box grid to evaluate potential and performance, and reviewing organization charts and talent profiles. The goal is to calibrate talent, identify action items, and vet succession plans.
CGMA Competency Framework for CPAs and Finance / Accounting ProfessionalsTom Hood, CPA,CITP,CGMA
The CGMA (Chartered Global Management Accountants) developed a competency framework that helps provide useful context for the career path of a global finance/accounting professional. It follows a trajectory we call the Bounce, where the initial focus is on building core technical skills and learning to lead yourself. Soon the professional moves from task specific technical work to managing people and projects. This is where momentum and development should shift to include more "success skills" like leadership, change management, collaboration, performance management and more. This turn is where the initial career momentum changes direction and there is more emphasis on the skill of leading others and leading organizations. We use the metaphor of a basketball bounce pass to who momentum and trajectory of today's finance / accounting career.
Our Business Learning Institute has been researching competencies and learning plans for finance and accounting professionals since its founding in 1999. We have mapped courses to this framework and have built curriculums for Fortune 1000 finance / accounting teams to offer a strategic and systematic approach to training. We partner with the AICPA to bring you the state of the art in training from technical to the "success skills required by the Bounce.
The Bounce covers the career trajectory of professionals as they move from technical proficiency to managing people and projects and ultimately organizations. The bounce speaks to the change in direction from technical mastery to acquiring competencies to lead others and leading organizations. It is about velocity and trajectory as you shift direction to the need for more “success skills” as you move up n your career. The Bounce includes the latest research on competencies from the AICPA through the CPA Horizons 2025 Project and the CGMA Competency framework.
More information can be found on our website at http://www.blionline.org and at the CGMA website at http://www.cgma.org
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, and behavioral indicators needed for each role. 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.
Career management involves helping employees identify their interests, skills, career goals, and action plans to achieve those goals. It is important for both companies and employees. For companies, it helps ensure they have qualified employees and higher commitment. For employees, it prevents frustration and feeling undervalued. Some challenges in career management include onboarding new employees, offering dual career paths for technical specialists, dealing with career plateaus, and accommodating career breaks. Companies address these challenges through structured programs, tools, and defined processes to help guide employee career development.
This document summarizes career planning and development initiatives for both organizations and individuals. For organizations, it discusses job posting systems, mentoring, career resource centers, managers as career counselors, career development workshops, human resource planning, performance appraisals, and career paths. For individuals, it outlines career planning, career awareness, utilizing career resource centers, and analyzing interests, values, and competencies. The overall purpose is to provide guidance and resources to support employees in taking responsibility for and actively managing their own career development.
The document describes a 9 box performance-potential matrix used to evaluate employees. The matrix compares an employee's current performance against their potential and places them into one of 9 boxes ranging from "outstanding performance/high potential" to "poor performance/limited potential". Each box provides definitions of the employee type and what behaviors and characteristics indicate they belong in that particular box.
The document provides guidance on career mapping and planning, including understanding yourself, assessing your skills and interests, researching in-demand fields, and creating career goals and plans. It recommends developing a personal brand, maintaining a positive mindset, and taking action to pursue new opportunities that align with your values and vision.
Career management is the process through which employees become aware of their interests, values, strengths, weaknesses, and career goals. It involves self-assessment, establishing goals and action plans, and feedback from managers. It is important for both employees and companies. For employees, it prevents frustration and helps them advance their careers. For companies, it motivates employees and ensures positions are filled. Both employees and companies share responsibility in career management.
The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
Overcoming growth challenges in the IT services industry - focus on SMEs3nayan Publishing
The IT services industry in India, on a whole, is growing at about 10%. But, the largest share of the industry is captured by a handful of large companies. There are over 15,000 SMEs in the industry which share the rest of the small pie. How does one survive, how does one grow? What new mechanisms, or imperatives? Read on to know more.
This was a presentation made by 3nayan Consulting at a NASSCOM event in New Delhi in September 2014
Preparing for ERP? 9 Steps to Minimizing Mistakes and Maximizing ROIJeff Carr
When looking for a new ERP system, your organization should take the time to evaluate software vendors and their systems to find the best fit for your needs. Equally important is to look internally and evaluate the level of readiness for ERP among your project team and throughout your company. This informative webinar helps companies jump-start their efforts when considering an ERP project.
Get the details on avoiding common pitfalls when preparing for ERP including:
- Project Management Strategies
- Executive Alignment
- Data Conversion
- Future State Visioning
Testing Transformation: The Art and Science for SuccessTechWell
Technologies, testing processes, and the role of the tester have evolved significantly in the past few years with the advent of agile, DevOps, and other new technologies. It is critical that we testing professionals evaluate ourselves and continue to add tangible value to our organizations. In your work, are you focused on the trivial or on real game changers? Jennifer Bonine describes critical elements that help you artfully blend people, process, and technology to create a synergistic relationship that adds value. Jennifer shares ideas on mastering politics, maneuvering core vs. context, and innovating your technology strategies and processes. She explores how new processes can be introduced in an organization, what the role of organizational culture is in determining the success of a project, and how you can know what tools will add value vs. simply adding overhead and complexity. Jennifer reviews critically needed tester skills and discusses a continual learning model to evolve your skills and stay relevant. This discussion can lead you to technologies, processes, and skills you can stake your career on.
Moving the intellectual competence and operational dynamics of a firm to the hall of excellence wherein every key player and work process fit into intelligence best practices.
This document provides an overview of a 3-day "Business Analytics" workshop for practitioners. The workshop aims to impart an understanding of data-oriented thinking, equip participants with statistical tools to identify, analyze and interpret data for improved performance, and foster a data-centric culture. The workshop will cover topics like identifying opportunities from data, basic statistics, analytical tools, statistical tests, regression, forecasting techniques and more. It will include practical exercises and cases. The target audience are individuals and teams from across organizations and industry domains. The workshop will be led by an experienced principal coach with expertise in areas like Lean Six Sigma, customer service, and analytics.
The document provides an overview of technology consulting, including:
- Defining technology consulting as advising businesses on best use of technology and organizing technology functions.
- Describing the four main pillars of technology consulting as strategic management, architecture, implementation, and program management.
- Detailing the types of consulting from high-level management consulting to more specialized niche skills.
- Providing examples of technology consulting projects and identifying which pillar they fall under.
- Outlining the key skillsets, critical success factors, and career growth path for technology consultants.
Partners Difference: How to Get the Most Out of Your Sourcing and Procurement...SAP Ariba
The document discusses how organizations can get the most value from their sourcing, procurement, people, process, and technology investments. It argues that taking a holistic approach by synchronizing all levers together is key. Implementing technology alone is not enough. Process must be optimized and people must change behaviors and take on more strategic roles. The document provides an example of how a center of excellence approach can help accelerate returns on eSourcing investments over time through progressive improvements to process, language support, and event quality.
This document provides a summary of Allanki Chandra Sekhar's professional experience and qualifications. Some key points:
- Over 17 years of experience in business development, sales, marketing, and management roles in the IT and services industries.
- Most recent role was as Manager of Business Development and Business Analyst at Nagarjuna Fertilisers and Chemicals Ltd since 2014, where responsibilities included business acquisition, tender preparation and execution, client relationship management, and revenue generation.
- Previous roles included senior business consultant for an SAP reseller partner and business development manager for an IT services company, where responsibilities included acquiring new clients and generating revenue.
- Educational qualifications and areas of expertise include strategic partnerships,
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
The document discusses the importance of organizational health and the role of IT business partnerships. It emphasizes that healthy organizations have minimal politics and confusion, high morale and productivity, and low turnover. For IT organizations to be successful, they must understand business goals, participate in strategic planning, and leverage partnerships to align technology investments with desired business outcomes. Regular engagement with external customers through research and journey mapping is highlighted as a key factor in developing effective IT business partnerships.
We are pleased to provide our 2018 PRESTO Continuous Improvement partner program for business consultants looking to widen their service offering and expand their market presence.
We are looking for collaboration opportunities with experts who will partner with us brining this highly-innovative (and potentially disruptive) cloud-based performance enhancement solution to market.
In short, PRESTO is a set of “best of breed” Business Intelligence solutions for operational excellence, continuous improvement and performance enhancement reporting based on the core principles of Lean Six Sigma offering the installation of a company-wide sense of urgency, sense of accountability, and sense of purpose at all levels of the company. The product was originally built in a large bank in Europe working with outsourced shared service centres of excellences (in Poland and India) and enriched over time by the vast experiences of our super-talented management team who have now grown in numbers and have since enriched out product together with our clients.
If interested in joining our Kaizen Alliance, contact us at info@toppti.com
A study of senior Knowledge and Information Management professionals within the professional services sector by TFPL Recruitment and Sue Hill Recruitment highlighted the adoption of AI and digitisation in the sector, in addition to the continued importance of skills development, talent attraction and retention. Lee and Neil will look at how Knowledge and Information Management teams are transforming in what is arguably the most exciting time in the profession’s history.
This document discusses the importance of managing a company's contingent workforce and connecting procurement and human resources strategies. It notes that global talent challenges are driving the need to re-examine workforce strategies to address a mismatch between the supply and demand of skills. An effective workforce strategy requires considering a mix of full-time employees, contract resources, project-based resources, and outsourced resources. Managing a contingent workforce through a managed service program (MSP) can provide visibility, cost savings, risk mitigation and other benefits. Developing a global workforce strategy requires addressing regional differences in legislation, workforce trends, and maturity of contingent labor programs.
Nem360 2017 setting technology trends into the strategic context v200Markku Rehberger
Markku Rehberger is a project manager for GDPR compliance who has experience in various industries including IT, manufacturing, energy, and construction. In his presentation, he discusses the need for companies to develop digital strategies that leverage new technologies in order to stay competitive. He notes that most companies currently lack clear strategies and the management capabilities needed to effectively utilize technology. Rehberger advocates that companies analyze strategic contexts, design new business capabilities directed by technology, and focus on automation and cognitive computing in order to prevail against competitors in the digital age.
With technology innovation continuing at a dizzying pace, is your organization investing its technology budget wisely? Are you concerned you might be buying yesterday's technology with little or no hope for return on investment? How do you determine what technologies will have the most beneficial impact for your organization? This session provides perspective on how to develop a technology strategy that looks at how the latest technologies can be utilized to streamline processing and improve control—and have positive impact on the organization. Ensure your organization is properly poised to fully leverage technology in the years ahead by attending this session.
The document discusses common problems faced by SMEs such as low capacity, poor profits and cash flow, delayed customer deliveries, long lead times, material shortages, and high inventory. It presents a vicious cycle diagram to illustrate the interconnected causes and effects. The document then evaluates how the Theory of Constraints (TOC) approach can help convert untapped capacity into cash flow in a short period of time without additional investment by focusing on constraints. Case studies are presented showing how YAGNA has helped various clients significantly improve key metrics like throughput, inventory turns, lead times, and on-time delivery performance within months.
The presentation summarizes recommendations for a retail optics company to improve its strategy, operations, technology, and human capital. It suggests developing an online store to target younger customers, launching a new sub-brand, and replacing the POS system with Fujitsu Global Store. It also recommends restructuring the organization, improving communication, recruiting new talent, and changing the company culture to be more innovative and balanced in age. A 5-year timeline is proposed to implement these recommendations in a phased approach.
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
Career Conversation Technology ConsultingSupportGCI
A presentation was given on technology consulting that covered: understanding technology consulting and the required skillsets; common consulting types and examples; critical success factors for consultants; and how to prepare for a consulting role through resumes and case study interviews. The presentation provided frameworks to structure problem solving and highlighted sample case study questions that assess strategic recommendations, growth strategies, IT assessments, and application rationalization.
How Organizations Are Using Analytics in Succession DecisionsDavid Underwood
The document discusses how organizations are using analytics in succession decisions. It provides examples from IBM of how they use analytics to identify future leaders early in their careers through programs like Talent Sparks. It also discusses how IBM uses analytics to increase women in executive leadership through the Reconnections Initiative. The Corporate Service Corps is highlighted as using analytics to provide leadership development while delivering pro bono consulting. Strategic Management Decisions advocates using structural equation modeling and linking assessments to business metrics to identify critical competencies that drive outcomes. The importance of succession planning focusing on business needs rather than just replacement is emphasized.
Similar to Talent Management - NASSCOM Session for Software Products 2014 (20)
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
10. Lets chat a bit
1. Survey (distributed separately)
• Being conducted across a group larger
than this one
• Blind survey, but you are welcome to
put in your name and contact details if
you would want us to reach out to you
• Provide your email for a copy of the
survey results.
2. Experience Sharing
• Two scenarios presented
• What will be your strategic solution
• 15 minutes each
14. Quick recap
• Right talent is the key to success of your business
• Small product companies can’t compete with the biggies
• Getting required talent is becoming more difficult and complex
• Leadership at execution level, more technical less business/
relationship
• Limited exposure to technology, domain and global business
• Lack of product lifecycle knowledge and tools
• Limited succession planning
• Less focus on organization and processes, more on cash-flow
• Retaining and keeping people motivated is a BIG challenge
15. Quick recap
Whether you like it or not, you are in denial or in acceptance;
Talent needs to be engaged and
managed differently
29. SME organization people needs higher competency
Large Organizations
SME
Brand, Growth,
Strategy, Agility
Operations
• Talent strategy is aligned to
business strategy and plans
• Focus is on people rather
than process
• Aim is to build leaders from
an early stage
• Building core competencies
is key to ensuring required
skills
• Focus on retention to
reduce cost of recruitment
• Ensuring transparent
performance management
system
30
Expert
Proficient
Competent
Beginner
Novice
People
focus
Process
focus
30. Concepts
Functions
31
Traits
Portfolio & Business
Management
Advanced course
covering the finer
aspects of leading,
mentoring and value
creation.
End-End Project
Management
Course covering Core
elements & portions of
Leadership Traits &
Functions.
An induction to
Leadership
Industry/Business context
Client/People management
Delivery leadership
Business Communication
Financial awareness
Building Client Relationships.
People and Organizational
growth
Mentoring
Grow into a Leader
Independently manage
projects.
Manage Clients and
Deliverables .
Manage people and resources.
Leadership context awareness.
Individual Contributor to Team
View.
Shifting to Business outlook &
Task mgmt.
TRANSFORM
MANAGE
LEAD
Leadership is the competency to grow
34. IDENTITY
CAPABILITY
Helping organizations be
business and people
proficient
A group of highly qualified SMEs and entrepreneurs who share
a common mission of making clients successful
•
Bring top tier global consulting and execution expertise along
with ease of engagement and agility.
Provide deep insight, expertise and
execution help enabling clients reach
their goals.
•
Outcome based strategies and
implementations, bringing in real
business value and not just reducing
costs;
•
Crisp business case backed strategies
and execution which integrate new
operating models with enhanced
organizational design, technology
blueprint, and business aspirations.
EXPERIENCE AGILITY PASSION
CONSULTING
3nayan.com
Editor's Notes
Average age of software products companies is 2.5 years and majority of them are very small with just 8 employees.
Software products export of %1.6bn is about 2% of the overall s/w exports
VC/PE investments worth $710mn in last 5-years
2mn people added in last decade alone.
Industry is adding headcount roughly at a rate of about 160,000-180,000 people this year (6%). This also means that we are still largely in revenue proportional to headcount model.
58% workforce is from tier-2/3 cities and 74% is below 30 years in age.
Indian IT industry also employs over 60,000 foreign nationals
Did you notice that 6% growth in headcount corresponding to ~10% growth in revenue, implying somewhere it is starting to break the revenue/headcount relationship.
Number of patents filed by Indian companies has grown from 150 in 2009 to 1,000+ in 2013 – this does not include patents filed by MNC for work done by employees in India.
32% workforce is engineering graduate and 25% workforce is domain specialists – translate into absolute numbers and they are staggering.
Annual spend on training - $1.6bn
2mn people added in last decade alone.
Industry is adding headcount roughly at a rate of about 160,000-180,000 people this year (6%). This also means that we are still largely in revenue proportional to headcount model.
58% workforce is from tier-2/3 cities and 74% is below 30 years in age.
Indian IT industry also employs over 60,000 foreign nationals
Did you notice that 6% growth in headcount corresponding to ~10% growth in revenue, implying somewhere it is starting to break the revenue/headcount relationship.
Number of patents filed by Indian companies has grown from 150 in 2009 to 1,000+ in 2013 – this does not include patents filed by MNC for work done by employees in India.
32% workforce is engineering graduate and 25% workforce is domain specialists – translate into absolute numbers and they are staggering.
Annual spend on training - $1.6bn
Most software companies are really small.
And as mentioned earlier, average age is less as well.
There is another report on Software Product Industry that infers that most software companies have TWO founders that too having homogeneous skills.
Product Life Cycle Management – patch, release, features, etc.
You do not need people – you have roles and you need skills and competencies to staff those roles.
Undertake succession plan for roles – it helps you to be prepared and your people appreciate the effort and investment.
Reason behind the colours in the Strategic Outcomes box
Growth & Sustenance – in Orange – signifies passion, happiness and optimism.
Raising Capital / Exit – in dark Green is the colour of money
Customer Engagement – in Blue signifies trust, peace, stability
Business Agility – in Turquoise, implies communication, clarity of mind and creates emotional stability.
For Enablers: The chosen colour is Imperial Blue which signifies (along with Indigo) integrity, sincerity and is often associated with structure and rituals.
Areas of impact: The shade of brown shows earthiness, practicality.
Upper portion is people crib/complaints/grievance
And lower portion is organizational take on people.
SFIA – Skills Framework for Information Age (Sophia) specifically created for ICT professionals – perhaps most commonly used these days.
Dreyfus model of skills acquisition – two brothers proposed the model in 1980.