Big changes are ahead in social housing following the introduction of the 2016 Housing and Planning Act. We caught up with Home Group’s People Director Susan Coulson to discuss the impact of new policies and how the organisation has subsequently redesigned its delivery model to ensure customers would not be negatively impacted. Susan also discusses Home Group’s employee engagement and talent acquisition strategies and shares her thoughts on what she thinks the sector will look like in 2020.
Kevin Ingram has over 20 years of experience in business management, project management, change management, and leadership roles in the telecommunications industry. He has a proven track record of delivering strategic business change and technology transformations through innovative solutions. His strengths include relationship management, commercial acumen, and people leadership. Recent contract roles include project manager at ANZ implementing a voice biometrics solution, senior consultant at Public Trust supporting a technology transformation, and business transition manager at Inland Revenue delivering digital channels.
Serco delivers the UK government's Work Programme to help long-term unemployed individuals find jobs. This report summarizes Serco's impact in Year 4, highlighting that they helped over 10,000 people into jobs. It also describes new initiatives to better support those with mental health conditions based on customer feedback, including more flexible support phases and adviser training. The report concludes by recognizing individual successes, like a woman who found work at B&Q after 22 years of unemployment.
Skoda Minotti HR - Cultural 2016 Edge Nomination (ID 82081)Laura Rohde
Skoda Minotti implemented a Cultural & HR Innovation initiative to redefine and promote its core values of teamwork, being family-oriented, and encouraging innovation. It developed behavior statements for each value and integrated the values into hiring, onboarding, training, performance evaluations, and recognition. It launched the initiative at an all-employee meeting with interactive activities and gifts. Videos and weekly emails provide examples of living the values. Results show high employee alignment with and recognition for demonstrating the core values.
Sonata is a global IT services company that partners with customers to harness the power of IT and drive business transformation. It focuses on providing deep expertise at the intersection of technology and business processes across industries like travel, retail, and CPG. Sonata works with customers on strategic projects using its expertise in domains, technologies, and commitment to delivering business impact. It aims to be a preferred strategic partner for its customers and an employer of choice for its employees.
In the senior capstone Communication Management Lab, I was tasked with creating a philanthropy program proposal for Renewergy, a simulated green energy company based in Ithaca, NY. With my team, we created a three-part program to enhance community service within the company and build a stronger culture of giving back, including developing incentives, preparing a budget, and planning for program evaluation methods. My work primarily included conducting secondary research about corporate philanthropy, developing program evaluation methods, creating implementation matrices, and writing company communications, in addition to contributing to the program’s elements.
The document contains mission statements from various technology companies, digital agencies, and startups. Many focus on helping customers and clients through technology, such as automating HR tasks and developing useful tools. Others emphasize creating engaging experiences and useful products, or connecting people. The mission statements vary in length and style, from short phrases to longer descriptions of approaches and services.
Kevin Ingram has over 20 years of experience in business management, project management, change management, and leadership roles in the telecommunications industry. He has a proven track record of delivering strategic business change and technology transformations through innovative solutions. His strengths include relationship management, commercial acumen, and people leadership. Recent contract roles include project manager at ANZ implementing a voice biometrics solution, senior consultant at Public Trust supporting a technology transformation, and business transition manager at Inland Revenue delivering digital channels.
Serco delivers the UK government's Work Programme to help long-term unemployed individuals find jobs. This report summarizes Serco's impact in Year 4, highlighting that they helped over 10,000 people into jobs. It also describes new initiatives to better support those with mental health conditions based on customer feedback, including more flexible support phases and adviser training. The report concludes by recognizing individual successes, like a woman who found work at B&Q after 22 years of unemployment.
Skoda Minotti HR - Cultural 2016 Edge Nomination (ID 82081)Laura Rohde
Skoda Minotti implemented a Cultural & HR Innovation initiative to redefine and promote its core values of teamwork, being family-oriented, and encouraging innovation. It developed behavior statements for each value and integrated the values into hiring, onboarding, training, performance evaluations, and recognition. It launched the initiative at an all-employee meeting with interactive activities and gifts. Videos and weekly emails provide examples of living the values. Results show high employee alignment with and recognition for demonstrating the core values.
Sonata is a global IT services company that partners with customers to harness the power of IT and drive business transformation. It focuses on providing deep expertise at the intersection of technology and business processes across industries like travel, retail, and CPG. Sonata works with customers on strategic projects using its expertise in domains, technologies, and commitment to delivering business impact. It aims to be a preferred strategic partner for its customers and an employer of choice for its employees.
In the senior capstone Communication Management Lab, I was tasked with creating a philanthropy program proposal for Renewergy, a simulated green energy company based in Ithaca, NY. With my team, we created a three-part program to enhance community service within the company and build a stronger culture of giving back, including developing incentives, preparing a budget, and planning for program evaluation methods. My work primarily included conducting secondary research about corporate philanthropy, developing program evaluation methods, creating implementation matrices, and writing company communications, in addition to contributing to the program’s elements.
The document contains mission statements from various technology companies, digital agencies, and startups. Many focus on helping customers and clients through technology, such as automating HR tasks and developing useful tools. Others emphasize creating engaging experiences and useful products, or connecting people. The mission statements vary in length and style, from short phrases to longer descriptions of approaches and services.
The document discusses business innovation and how SMS, a management and technology consulting firm, can help organizations drive innovation through new technologies and business models. SMS takes an end-to-end approach, from developing strategic visions to implementing solutions that optimize processes, customer experiences, and business outcomes. SMS has experience helping clients in various industries transform their businesses and adopt new technologies.
Business model development in Social BusinessLinda Kleemann
This document provides an overview of business models for social entrepreneurship and social business. It begins with an agenda for topics to be covered, including an introduction to business models, options for social business models, legal forms, and the social business model canvas. It then defines what a business model is and discusses how the traditional business model process has evolved to incorporate social and environmental impacts. Several stylized examples of social business models are presented, focusing on earned income, impact investors, cross-subsidization, and more. Key success factors and examples are also provided for different categories of social business models. The document concludes by discussing the social business model canvas as a tool for developing social enterprise models and encourages the reader to develop their own business
Nchsd Fall 2010 Conference Efforts To Re Brand Public Employment Servicesjuliecook77
The document discusses efforts in Arizona and Indiana to rebrand public employment services to better promote partnerships between disability service providers and businesses. It outlines the development of new infrastructure like a single point of contact network and job lead referral system in Arizona, and a Corporate Development Unit in Indiana. Both states aim to establish sustainable partnerships and improve employment outcomes for individuals with disabilities by adopting a dual customer approach that meets the needs of businesses and job seekers.
This document discusses vision and mission statements and provides examples from various companies. It defines a vision statement as outlining an organization's long-term goals and desired future state. A mission statement defines an organization's fundamental purpose and reason for existing. The document then provides examples of vision and mission statements from companies like Dell, Pfizer, McDonald's, Unilever, Toyota, Apple, and others to illustrate their key components and how they differ between organizations.
MSL Hong Kong is part of MSLGROUP, the speciality communications, PR and events network of Publicis Groupe. This deck showcases MSL Hong Kong's credentials in the context of MSLGROUP's global offering.
Urban Futures celebrated its 10th anniversary in September 2011. It manages the Haringey Education Business Partnership (HEBP), which connects local schools with businesses. HEBP currently delivers work experience programs, pre-NEET programs for at-risk youth, and classroom programs. Urban Futures obtained Matrix accreditation, which is required to win contracts. It delivers employment programs through the DWP, apprenticeships through the Skills Funding Agency, and secured new contracts like the Flexible Support Fund program in Haringey, Enfield, and Waltham Forest.
A Report On The Content Analysis Of Vision And Mission Statements & Environme...Navitha Pereira
Content analysis is done of the vision and mission statements of the Indian IT companies as it is a very effective tool; here certain set of themes or keywords are identified in the vision and mission statements and then their occurrence is taken into account and is recorded in terms of simple frequency.
Environmental analysis technique is where factors such as the international factors, demography, political/legal factors, technological factors and socio-cultural factors are firstly recorded and stated separately for internal environment & for the external environment and then they are totally integrated and put up into the SWOT table which is a summarizing conclusion of the analysis performed.
Executive Careers Interview: Jules Smith, Head of People Services at Virgin M...Nigel Wright Group
Jules Smith has followed her dream and risen to the top of her profession. In this interview, she shares with Nigel Wright what has driven her to succeed during her twenty-year career in HR. She also discusses her passion for employee engagement and its direct link to positive customer outcomes.
Nigel Wright’s Andrew Openshaw chats to Nigel Mills from The Lakes Distillery to discuss preparations for the release of its flagship brand, The Lakes Malt. Nigel also reveals some of the challenges and successes the business has had since launching in 2012.
ENGIE is a leading UK energy and services group that established a new shared services center in Newcastle upon Tyne in 2014. The center provides business support services to ENGIE's UK operations and had a goal of hiring 200 employees over 18 months. ENGIE hired Nigel Wright to assist with recruiting for finance and IT roles. Nigel Wright successfully recruited over 40 temporary finance candidates for ENGIE's accounts payable team over an 18-month period to help reduce an invoice backlog. Many candidates were later hired permanently by ENGIE.
Joining as a graduate in 1996, Jac Gardner enjoyed a successful 15-year career with Rolls-Royce where she progressed to Head of UK Employee Relations, covering 21,000 employees across 15 locations. In 2011 she decided to relocate to her native North East when an opportunity arose to join Arriva as HR Director. We caught up with her to discuss her views on the North East business community and Arriva’s talent acquisition strategy, as the transport firm seeks to expand further across the UK and Europe.
Internet está formado por una red mundial de ordenadores (PCs) que pueden intercambiar información a través de conexiones telefónicas y utilizando el protocolo TCP/IP. La información disponible en Internet reside principalmente en servidores pertenecientes a universidades, instituciones y empresas.
La cristianización involucra la conversión de individuos y pueblos al cristianismo, así como la adaptación de culturas y tradiciones paganas para usos cristianos. Comenzó oficialmente con la conversión de Constantino I en el 313 dC y continuó con la conversión de otros monarcas. En el siglo IX, Constantinopla expandió su influencia cristianizando el jaganato de Rus y Bulgaria, con Boris I de Bulgaria adoptando la fe ortodoxa en 864 dC.
El documento describe la inauguración del Club de Asistentes de Biblioteca en el Distrito Escolar de Cidra, Municipio de Cayey, Puerto Rico. Los estudiantes participaron en la decoración del salón, un desfile, una reflexión y juraron cumplir con sus deberes como asistentes de biblioteca. Recibieron certificados por ser miembros activos del club.
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
A 'how to' guide to service design developed for NSW government. It is a step-by-step service design process with case studies. Relevant for public and private sector organisations.
Aronagh's Consulting Services Portfolio covers people & culture, organisation design, business transformation and data governance. Contact me at www.aronagh.com for more information.
Deloitte provides human capital consulting services through over 7,500 consultants in 80 offices worldwide. They help clients with HR transformation, talent management, organizational change, and other services. Deloitte has extensive experience in industries like energy and healthcare. They use tools and frameworks to assess clients' needs and design customized solutions. Recent projects include helping a large energy company implement offshore shared HR services centers.
The document discusses business innovation and how SMS, a management and technology consulting firm, can help organizations drive innovation through new technologies and business models. SMS takes an end-to-end approach, from developing strategic visions to implementing solutions that optimize processes, customer experiences, and business outcomes. SMS has experience helping clients in various industries transform their businesses and adopt new technologies.
Business model development in Social BusinessLinda Kleemann
This document provides an overview of business models for social entrepreneurship and social business. It begins with an agenda for topics to be covered, including an introduction to business models, options for social business models, legal forms, and the social business model canvas. It then defines what a business model is and discusses how the traditional business model process has evolved to incorporate social and environmental impacts. Several stylized examples of social business models are presented, focusing on earned income, impact investors, cross-subsidization, and more. Key success factors and examples are also provided for different categories of social business models. The document concludes by discussing the social business model canvas as a tool for developing social enterprise models and encourages the reader to develop their own business
Nchsd Fall 2010 Conference Efforts To Re Brand Public Employment Servicesjuliecook77
The document discusses efforts in Arizona and Indiana to rebrand public employment services to better promote partnerships between disability service providers and businesses. It outlines the development of new infrastructure like a single point of contact network and job lead referral system in Arizona, and a Corporate Development Unit in Indiana. Both states aim to establish sustainable partnerships and improve employment outcomes for individuals with disabilities by adopting a dual customer approach that meets the needs of businesses and job seekers.
This document discusses vision and mission statements and provides examples from various companies. It defines a vision statement as outlining an organization's long-term goals and desired future state. A mission statement defines an organization's fundamental purpose and reason for existing. The document then provides examples of vision and mission statements from companies like Dell, Pfizer, McDonald's, Unilever, Toyota, Apple, and others to illustrate their key components and how they differ between organizations.
MSL Hong Kong is part of MSLGROUP, the speciality communications, PR and events network of Publicis Groupe. This deck showcases MSL Hong Kong's credentials in the context of MSLGROUP's global offering.
Urban Futures celebrated its 10th anniversary in September 2011. It manages the Haringey Education Business Partnership (HEBP), which connects local schools with businesses. HEBP currently delivers work experience programs, pre-NEET programs for at-risk youth, and classroom programs. Urban Futures obtained Matrix accreditation, which is required to win contracts. It delivers employment programs through the DWP, apprenticeships through the Skills Funding Agency, and secured new contracts like the Flexible Support Fund program in Haringey, Enfield, and Waltham Forest.
A Report On The Content Analysis Of Vision And Mission Statements & Environme...Navitha Pereira
Content analysis is done of the vision and mission statements of the Indian IT companies as it is a very effective tool; here certain set of themes or keywords are identified in the vision and mission statements and then their occurrence is taken into account and is recorded in terms of simple frequency.
Environmental analysis technique is where factors such as the international factors, demography, political/legal factors, technological factors and socio-cultural factors are firstly recorded and stated separately for internal environment & for the external environment and then they are totally integrated and put up into the SWOT table which is a summarizing conclusion of the analysis performed.
Executive Careers Interview: Jules Smith, Head of People Services at Virgin M...Nigel Wright Group
Jules Smith has followed her dream and risen to the top of her profession. In this interview, she shares with Nigel Wright what has driven her to succeed during her twenty-year career in HR. She also discusses her passion for employee engagement and its direct link to positive customer outcomes.
Nigel Wright’s Andrew Openshaw chats to Nigel Mills from The Lakes Distillery to discuss preparations for the release of its flagship brand, The Lakes Malt. Nigel also reveals some of the challenges and successes the business has had since launching in 2012.
ENGIE is a leading UK energy and services group that established a new shared services center in Newcastle upon Tyne in 2014. The center provides business support services to ENGIE's UK operations and had a goal of hiring 200 employees over 18 months. ENGIE hired Nigel Wright to assist with recruiting for finance and IT roles. Nigel Wright successfully recruited over 40 temporary finance candidates for ENGIE's accounts payable team over an 18-month period to help reduce an invoice backlog. Many candidates were later hired permanently by ENGIE.
Joining as a graduate in 1996, Jac Gardner enjoyed a successful 15-year career with Rolls-Royce where she progressed to Head of UK Employee Relations, covering 21,000 employees across 15 locations. In 2011 she decided to relocate to her native North East when an opportunity arose to join Arriva as HR Director. We caught up with her to discuss her views on the North East business community and Arriva’s talent acquisition strategy, as the transport firm seeks to expand further across the UK and Europe.
Internet está formado por una red mundial de ordenadores (PCs) que pueden intercambiar información a través de conexiones telefónicas y utilizando el protocolo TCP/IP. La información disponible en Internet reside principalmente en servidores pertenecientes a universidades, instituciones y empresas.
La cristianización involucra la conversión de individuos y pueblos al cristianismo, así como la adaptación de culturas y tradiciones paganas para usos cristianos. Comenzó oficialmente con la conversión de Constantino I en el 313 dC y continuó con la conversión de otros monarcas. En el siglo IX, Constantinopla expandió su influencia cristianizando el jaganato de Rus y Bulgaria, con Boris I de Bulgaria adoptando la fe ortodoxa en 864 dC.
El documento describe la inauguración del Club de Asistentes de Biblioteca en el Distrito Escolar de Cidra, Municipio de Cayey, Puerto Rico. Los estudiantes participaron en la decoración del salón, un desfile, una reflexión y juraron cumplir con sus deberes como asistentes de biblioteca. Recibieron certificados por ser miembros activos del club.
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
A 'how to' guide to service design developed for NSW government. It is a step-by-step service design process with case studies. Relevant for public and private sector organisations.
Aronagh's Consulting Services Portfolio covers people & culture, organisation design, business transformation and data governance. Contact me at www.aronagh.com for more information.
Deloitte provides human capital consulting services through over 7,500 consultants in 80 offices worldwide. They help clients with HR transformation, talent management, organizational change, and other services. Deloitte has extensive experience in industries like energy and healthcare. They use tools and frameworks to assess clients' needs and design customized solutions. Recent projects include helping a large energy company implement offshore shared HR services centers.
This presentation describes how EVPM using Micro Planner X-Pert was introduced into a small construction company by changing the culture of the organisation
A small booklet developed for our sponsorship of the adults and children's national social care conference in Harrogate 2013.
The first part of the book talks about our unique approaches, the second gives some examples of our work in social care.
The Shepherds Bush Housing Group People Strategy 2020 outlines their goals to become an employer of choice and foster a high-performing culture. It details eight strategic objectives to achieve this, including developing leadership skills, improving recruitment processes, boosting employee engagement, strengthening organizational culture, enhancing performance management, offering learning opportunities, implementing reward and recognition programs, and promoting a healthy work environment. Regular reviews will evaluate the strategy's success based on manager and employee feedback as well as metrics like staff survey results, resident satisfaction, and sickness absence rates.
- The document discusses talent management and aligning an organization's people strategy with its business growth strategy. It emphasizes that an organization's biggest competitive advantage is its employees and linking their growth and competencies to the organization's growth.
- It then discusses customized employee engagement solutions tailored to a company's industry, business, culture and employees. The challenges of keeping a diverse, multi-generational workforce engaged are also addressed.
- Finally, it discusses how the company can support organizations through innovative talent solutions, technologies, and by implementing contemporary employee engagement strategies.
- The document discusses talent management and aligning an organization's people strategy with its business growth strategy. It emphasizes that an organization's biggest competitive advantage is its employees and linking their growth and competencies to the organization's growth.
- It then discusses customized solutions for employee engagement that are tailored to a company's industry, business, culture and employees. The organization claims it can help implement contemporary engagement solutions.
- Finally, it discusses keeping employees engaged as a challenge due to multiple generations, individual preferences, work-life balance and diversity, and implementing engagement solutions that address these complex dimensions.
Circle Housing is one of England's largest housing associations, providing homes and services to around 300,000 customers across 113 local authorities. It owns and manages over 70,000 properties through nine registered providers. The organization aims to enhance life chances by providing secure housing, sustainable communities, and trusted services. It is transforming its operations through a three-year change program to improve customer experience and offer lower-cost services. Key initiatives include restoring reliable repairs and maintenance, creating an agile workforce, growing affordable housing supply, and preparing for welfare reforms. Diversity and inclusion are also integrated into the business to attract and retain talent.
Chazey Partners - Your Business Services Partner Chazey Partners
The brochure gives you an edgy information on how Chazey Partners - a practitioners-led global advisory business - works with shared services leaders globally to deliver world-class operations
Cousy Studio aims to satisfy customers' individual and company needs with high-quality photos and videos through a best-in-class photo studio environment. Its mission is centered around providing customers the resources to achieve their goals. The company's vision is to be the world's best photoshoot company while upholding its core values of integrity, quality, dependability, trust, respect, and excellence. Cousy Studio has short, mid, and long-term strategies focused on targeting new individual and business customers and meeting existing customers' evolving needs through strategic partnerships and digital transformation.
The document provides an overview of Eo1 Solutions Corporation, a shared services provider founded in 2001 that offers services including human resources, financial, marketing, business development, and consulting services. It focuses on providing customized, holistic solutions to its clients across various industries such as healthcare, telecommunications, and real estate. The document outlines Eo1's mission and target markets, and describes its "360 approach" and suite of human services solutions that allow clients to outsource various business functions to minimize costs and maximize value.
BlueOrchard Finance SA - Social Performance Report 2013Jeanette Wichmann
In BlueOrchard’s fourth annual Social Performance Report,
we review the Social Performance Objectives that we as a
company have defined for 2013/2014 and provide concrete
examples of how these objectives are being pursued through
our daily activities, the products we create for our investors,
and the microfinance institutions in which we invest.
Expanding the access to financial pr oducts for micro entrepreneurs and small businesses; Empowering them to
manage their own financial future and improve their families’
well-being; Supporting the healthy development of the
communities in which they live. This is what microfinance
is all about, and the ability to achieve these outcomes is what
social performance management aims to assess.
Throughout the microfinance industry, there has been significant progress made to make social performance management more systematic and concrete. The Universal Standards for Social Performance Management that were released in 2012 developed benchmarks and yardsticks against which performance can be assessed.
We, at BlueOrchard have been actively involved
in such industry initiatives and continue to support these
developments. But it is not enough to say one wants to make
a difference: by setting specific objectives, we aim to define
and illustrate how BlueOrchard works to make that difference,
helping in developing a sustainable, inclusive financial system
worldwide.
CESC-reporting projects in FCRMNHS .pptxmdcasinas0926
Community action initiatives aim to empower communities and address local issues through community-led projects. These initiatives value participatory development, which involves community members in creating and implementing development plans and projects. Some common types of community action initiatives include community planning workshops, needs assessments, educational programs, infrastructure projects, and health campaigns. The overall goal is to foster positive social, environmental, and sometimes political change that improves community well-being.
Running head DQE PREP PAGE 1DQE PREP PAGE 47.docxjeanettehully
Running head: DQE PREP PAGE 1
DQE PREP PAGE 47
DQE Prep
Student’s Name:
University
DQE PART 1
Introduction
The concern of the Year 1 DBA year course primarily touches on many issues that connects with the customer welfare in a bid to retain the firm for business. The customer retention values will include embracing and driving change through innovation, creating fun and exemplary experiences for consumers, to be open-minded and creative, to build honest and open relationships through communication, team spirit and to work with passion and integrity. These values will guide employees to work with passion and integrity in the process of creating new products. These employees will also be required to communicate honestly with each other and with clients.
The industry entails the inculcation of latest communication methods for instance the application and use of data connectivity as well as mobile devices. The firms that operate under the telecommunication industry as such offer services in relation to internet and related issues. The firms however, have a unilateral or rather single internet provider as they only serve as resellers in the market ( Cohen, 2018). The firms also offer wireless communication service alongside the bulky purchase of the internet service. The firms in the industry have in all ways observed the policies as stipulated by the business all to ensure smooth running of their businesses.
Customer loyalty is the likelihood that the current customers will continue buying from a specific seller. Most of these customers will go a long way to recommending the company’s products to their friends to the advantage of the company. Because it is quite expensive trying to lure new customers to buy a certain product from a specific seller, most of the businesses will try much they can to retain the existing customers. This is achieved through provision of quality services and extensive advertising. Giving customers the reason to be loyal is key, most customers’ value being given great services with create quality and therefore they will go an extra mile even to send more with the current seller than trying to switch from one seller to the other. Customers will start thinking otherwise if the brand of the goods provided does not meet their needs.
Customer satisfaction in the case of the business in question would only possible to get its derivation from the responses through the questionnaires and survey carried out by the researchers in the field. Customer satisfaction by all incidences forms a primary pillar in as far as rating the firm is concerned and as such is the main arsenal for use by the business in keeping the clientele loyalty. It takes the firm a stepwise process in ensuring that the customers get what they really are in need of all the time. The degree of satisfaction as recorded by the customers offers a platform for the business in question outline the best way out in as far making busines ...
How to make social impact your growth strategy.Ellis Jones
Your business has a positive social impact. Understand it. Make it your growth strategy.
More information here:
http://www.ellisjones.com.au/social-impact-consulting/
The document describes several cases where the company provided consulting services to help organizations with branding, marketing, and business strategy. They helped generate funding, improve communications, develop brands, train marketing teams, shift businesses to be more emotionally driven, focus teams on new purposes, develop new products and services, and project emerging markets. Their role involved activities like stimulating new ideas, analyzing processes, introducing branding frameworks, developing training programs, conducting research, and forecasting markets.
Mission statement To help our clients and our people excel. We ar.docxaltheaboyer
Mission statement: To help our clients and our people excel. We are one of the lead business advisory organisations
Vision statement: To be the standard of excellence, first choice of all the most sort after clients and talent
Core values:
1. Commitment to each other
2. Integrity
3. Outstanding value to clients
4. Strength from cultural diversity
Our Aims
· Greater employee relationships and engagement
· Use technology to have a more fluid workplace across country lines and domestic locations
· Increase standard of employee productivity
Aim 1 – greater employee relationships and engagement
· Key objectives – raise the culture of inclusivity, diversity and equality; more in-depth and larger relationships built in the company across departments and levels of management
· Indicative measures of success – Increased diversity profile of staff promoted into senior roles, more cross department collaborations, turnover rates
Aim 2 – create a borderless organisation
· Key objectives – use technology to have a more fluid workplace across country lines and domestic locations, offices in more countries, one interconnected system of telecoms
· Indicative measures of success - more acquisitions and mergers, new markets are entered, more collaboration across cities and continents
Aim 3 – Increase standard of employee productivity
· Key objectives – develop a clear understanding of what high performance is to each department, clear approach to identification and development of talent
· Indicative measures of success - Turnover rates, number of internal promotions
Introduction
There are many trends that are conspiring in the world of work, that will directly affect individuals, organisations and institutions. The different types of trends that are occurring are distribution of population, social changes, service sector increase, technology and more generational diversity in the workplace. We currently live in a world where technology and its applications move at a very fast pace and this can have both adverse and positive impacts on society and the economy. For example, allowing new industries and markets to emerge or causing industries to become obsolete. To thrive in such a world and lead in the markets, individuals and services must innovate equally to maintain pace to prevent replacement in such a market. This is especially true for the service industry, where processes have been streamlined and become more efficient due to technological advancement. The bigger the company, the more impact the ever-changing technological landscape will have on business affairs and Deloitte are a very good example of this.
To ensure that the strategies enforced by the company are in line with their goals, the implications that are faced must be identified and addressed both from organisational and individual perspectives. Individuals may face increased use of technology leading to lack of interpersonal skills, reduction in jobs, inequality, ali ...
Similar to The impact of new policies on the social housing market: an interview with Susan Coulson (20)
In this issue, we catch up with senior executives from some of the sector’s most dynamic brands to find out how companies are leveraging opportunities to grow, amidst what is an increasingly complex and challenging trading environment.
Here are some of the key themes and consumer brands that are featured in this edition:
Entrepreneurial careers - Ex Just Eat VP, Rasmus Wolff
Viral win for Petit Bateau - Clever campaign secures new talent
Buoyant Beam Suntory - Great times ahead for US-Japan
alliance
Brewing growth at Taylors of Harrogate - Yorkshire Tea set for global growth
The future of food - KMC reveal diversity of potato starch
Harman consumer lifestyle lift - Audio brand invests in change
Digital transform-action - HR and Digital unite for great
results at Pernod Ricard Spain
eos slips into the Nordics - New division for maker of
spherical lip balms
This brochure provides information on our specialist executive search offering for the consumer sector. It highlights the unique benefits we can offer using our 'no silos' approach.
LG Electronics, the Korean consumer electronics manufacturer, has a long and rich history. The business, known as GoldStar until it changed its name to LG Electronics in 1995, was established in the aftermath of the Korean War, to provide the rebuilding nation with domestically produced consumer electronics and home appliances.
Following its successful re-fi nancing in 2014, together with
the creation of the Hovis Limited Joint Venture, Premier Foods
Human Resources Director, David Wilkinson, takes time to tell
Nigel Wright why the business is now a great place for people
looking to develop a rewarding career in the food industry.
Featured interview - John Stapleton, FMCG Entrepreneur and Co-Founder of New ...Nigel Wright Group
John Stapleton, a seasoned FMCG entrepreneur, chats to Nigel
Wright about his experiences growing and then selling New
Covent Garden Soup Company (NCGSC), as well as the learnings he has gained in his career since then, in the USA with Glencoe Inc., and through his current venture, Little Dish.
Featured interview - Jürgen Schmitz, Country Director Consumer Imaging Group ...Nigel Wright Group
Canon, the Japanese multinational corporation, is a leading
provider of consumer and industrial imaging products and
solutions around the world. Its products are diverse and
include optical and medical applications, cameras, camcorders, photocopiers, steppers and printers.
Featured interview - Sarah Doyle, Brand Director at EAT.Nigel Wright Group
EAT. is a leading brand in the £3billion specialist food and
coffee ‘to go’ market. It sells a wide range of soups, hot pots, salads, toasties, sandwiches, baked goods and coffee, which are freshly prepared in-house by EAT. each day.
Featured interview - Chr. Hansen focuses on the consumerNigel Wright Group
Chr. Hansen is a global bioscience company that develops
natural ingredient solutions for the food, nutritional,
pharmaceutical and agricultural sectors. The business was
established in the 19th century and in 2013 celebrated its
140th anniversary.
Beiersdorf AG, the German consumer products manufacturer,
reported its strongest annual sales revenues since 2008
last year. Its portfolio of brands including Nivea, Tesa and
Elastoplast are highly profi table in Europe and North America
but less so in emerging markets.
Featured interview - Miguel Chapa Marketing Director at Bel SpainNigel Wright Group
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The impact of new policies on the social housing market: an interview with Susan Coulson
1. Susan Coulson:
Director of People
Big changes are ahead in social housing following the introduction of
the 2016 Housing and Planning Act. We caught up with Home Group’s
People Director Susan Coulson to discuss the impact of new policies
and how the organisation has subsequently redesigned its delivery
model to ensure customers would not be negatively impacted. Susan
also discusses Home Group’s employee engagement and talent ac-
quisition strategies and shares her thoughts on what she thinks the
sector will look like in 2020.
WHAT ARE THE ‘PAY TO STAY?’ AND ‘RIGHT-TO-BUY’
POLICIES?
Pay to stay (formally known as ‘HIST’ – High Income Social
Tenants) for social housing tenants is a new policy being
introduced as part of the Housing and Planning Act. In effect,
this states that households who earn over a certain level
(£31,000 outside London and £40,000 in London) should pay
more rent than those on lower income levels. Local authorities
will be required to implement this policy, whereas for housing
associations, it is optional. Right to Buy is being introduced
to housing association properties as part of the Housing and
Planning Act. This will entitle tenants who meet certain criteria
to buy their home at a discount. Local authority tenants, as well
as secure tenants whose properties have been transferred to
housing associations from councils, have had the Right to Buy
since the early 1980s. Like HIST, for housing associations, it is a
voluntary approach.ABOUT SUSAN COULSON
With a career spent initially in operational roles in
banking, fixed and mobile telecommunications Susan
moved to HRD around 17 years ago and until 2008
worked in the in the private sector. In 2008 Susan
joined Home Group and has led the HRD function to a
position of credibility and high performance supported
by a strong and energetic team who work closely
with the business. A fantastic foundation has been
laid in HRD with self-service strategy and systems
implemented, new reward approach, award winning
learning and development, an accredited approach
to equality and diversity, colleague engagement as a
priority and an exciting culture programme.
Susan Coulson Director of People
01
2. HOW WILL THESE CHANGES IMPACT HOME GROUP?
We support the principle that those who earn more should pay
more, recognising that it could be a route towards either moving
into a private sector market rent property or ownership, thus
freeing up an affordable rent property for those in greater need.
With regards to Right to Buy, most of the housing association
sector is implementing it, and we’ve already had interest from
several customers. Home Group will make Right to Buy available
to as many customers as possible who fit the criteria as set by
Government. We feel comfortable embracing the policy, as we
polled our customers a year ago, and found that 87% would like to
buy their own home. We want to encourage them to realise their
aspirations. Right to Buy should be cost neutral as Government
have committed to compensating housing associations for the
discount, although the details of this have yet to be confirmed.
HOW HAS HOME GROUP SUCCEEDED IN MAINTAINING
HIGH LEVELS OF CUSTOMER SATISFACTION WHILE
ADJUSTING TO THESE DEVELOPMENTS?
In preparation for the changes ahead, there was a ‘root and
branch’ review during which our customers were consulted and
had a say on how they wanted services delivered. This informed
the development of our recent Customer Service Organisational
Design Project (CSOD) where we realigned the organisational
model - changing the skills mix and supporting a ‘digital first’
approach through the contact centre - to ensure that the customer
experience would not be negatively impacted. The result is that
our services are enhanced through longer opening hours, a robust
repairs and maintenance service and a more seamless approach
to service delivery through increased use of technology. Repairs
have proven to be the single most influential element in customer
service delivery and we have made improvements in repairs
reporting, appointment and job scheduling, customer contact and
communications, contract management and standardisation of
property components such as boilers.
WHAT HAS BEEN THE IMPACT ON EMPLOYEES?
At Home Group, any actions taken following the impact of internal
or external forces are done so with the involvement of colleagues.
We have employee forums which include Union and non-Union
representation, as well as various other communication channels
used to consult and involve our people. This ensures that they all
play a part in shaping how Home Group responds. Regarding the
government changes, the colleague consultations we undertook
highlighted a number of things Home Group should stop doing,
do less of or keep the same. The key thing here is that there
was overwhelming support from employees and HR given to
the maintenance of learning and development (L&D) budgets.
Consequently, knowledge management and customer service
training have been areas of significant investment, and colleagues
continue to report improvements in the availability of information
and their confidence in dealing with all types of enquiries as a
result.
...we polled our customers a year
ago, and found that 87% would
like to buy their own home.
Susan Coulson Director of People
02
3. HOW HAVE THE VALUES OF HOME GROUP HELPED TO
FACILITATE A CHANGE MIND SET AND BEHAVIOURS
ACROSS THE ORGANISATION?
Home Group began a major cultural program in 2012 called
‘Living Our Values.’ The impact of this process is that our
values - Caring, Accountable, Energised, Commercial - are
embedded across the organisation. They act as a foundation, a
common language everyone understands, and provide Home
Group with a strong platform from which to move forward with
the government changes. For example, Home Group is always
looking to provide value for money and a key part of the Customer
Service Organisational Design programme was to reduce costs
and increase efficiency. This did mean a reduction in headcount
impacting frontline roles. ‘Commercial’ was used to explain
this, linked with the external challenges facing our (and other)
organisations. Engaging with and involving employees in change
consultations is linked to ‘Caring’ and making sure everyone
understood the change and their role in supporting change was
aligned with ‘Accountability.’ Because these values are reinforced
at Home Group our people know, very quickly, what we’re
trying to achieve and why. There is also a strong social purpose
and a strong sense of ownership about how actions can impact
customers and a pride in making sure services aren’t impacted.
WHAT ROLE HAS TECHNOLOGY PLAYED IN THE CHANGE
PROCESS?
There has been a major focus on technology at Home Group
with the aim of giving our people better tools to do their jobs and
provide a better service to customers. ‘Digital First’ is one of our
strategic principles and we’re also implementing Oracle (enterprise
resource planning software). So far, back office improvements
have been completed across HR, L&D and Payroll. In the Autumn,
Finance and Procurement will also be upgraded. We’re basically
enhancing our channels, how we work with customers and how
we operate as on organisation offering a great service, customer
satisfaction and value for money.
WHAT WERE THE KEY ELEMENTS OF YOUR TALENT
ATTRACTION STRATEGY FOLLOWING A RECENT
RECRUITMENT FREEZE?
At the core of our strategy was making Home Group an attractive
employer to people from a variety of different industries. We
developed tailored advertising solutions and created a planned,
focused and targeted approach, building on our values to establish
Home Group as an employer of choice and great place to work.
This has a positive impact on the CSOD project, where we had a
fantastic response for vacancies within our contact centre. Home
Group has a great brand and reputation and people want to be part
of that.
...we generally feel positive
about our capacity to deliver
new properties, and are
developing exciting new
products to fill gaps in the
market, e.g. our own ‘flexi rent’
product.
Susan Coulson Director of People
03
4. WHAT ABOUT TALENT MANAGEMENT? WHAT INITIATIVES
DID YOU INTRODUCE TO HELP EMPLOYEES’ STEP-UP AND
TRY NEW SKILLS TO SUPPORT THE BUSINESS?
This happened at various levels. Part of the process was, again,
reinforcing our culture. We had value ambassadors who acted as
change agents to help facilitate the culture programme. Another
aspect was reviewing our L&D propositions and developing
‘Learning Pathways’ designed to assist people to get to the ‘next
level’ in their area. Effective communication was important as well
as the role of managers stepping up and leading and supporting
change. Although these are HR initiatives, everyone is accountable
for ensuring success. All new ways of working are designed for
the business by the business. Our refusal to not cut investment in
people development has certainly paid off.
WHAT LEARNINGS HAVE YOU TAKEN FROM THIS PERIOD
OF ORGANISATIONAL CHANGE?
Change is becoming more complex and multifaceted, so we’ve
had to evolve how we manage the process recognising the
mobilisation, transition and transformation phases of change
require different approaches. Our framework has become more
mature and has included, for example, creating tool kits for
operational, project and programme managers. This all helped win
‘hearts and minds’ and make the process a success.
DO YOU ANTICIPATE THE GOVERNMENT WILL CHANGE
ITS APPROACH AND GIVE WELL-RUN HOUSING
ASSOCIATIONS GREATER FLEXIBILITY TO MEET HOUSE
BUILDING TARGETS?
We hope that the sector will prove it is embracing the new home
ownership agenda and that it has the capacity and desire to deliver
on housing supply targets. A greater deal of flexibility on tenure
type being pushed through government funding programmes and
issues around local planning requirements would be welcome.
However, we generally feel positive about our capacity to deliver
new properties, and are developing exciting new products to fill
gaps in the market, e.g. our own ‘flexi rent’ product. There are also
many opportunities emerging through, for example, the devolution
agenda, where freedoms and flexibilities on a variety of areas
including housing are being sought from Government.
HOW MUCH COLLABORATION TAKES PLACES IN THE
SECTOR?
We are involved in a lot of networks, e.g. Northern Housing
Consortium, NHF. Our CEO Mark Henderson chairs Homes for
the North and co-chairs a government efficiency network focused
on developing new ways of benchmarking efficiency in the
sector. Most business departments are involved in networking
arrangements and practice sharing groups either within or outside
the sector.
DOES HOME GROUP HAVE A POST-BREXIT PLAN?
Like everyone else, we aren’t sure what is going to happen once
Article 50 is triggered, but we’re doing our best to monitor what’s
happening and anticipate how it would impact upon us. So far,
despite the uncertain environment we’re operating in, we feel
confident about delivering on our current development plans.
WHAT OTHER CHALLENGES LIE AHEAD FOR HOME
GROUP?
We await the regulations for the Housing and Planning Act which
will provide us with more details of what changes we need to
make in some areas. I think this could present both opportunities
and challenges to be managed. In addition, we wait to see what
the new Government’s Industrial Strategy will mean for housing
and construction as a sector. Home Group is also a big player in
the social care market, and there are challenges ahead in relation
to changes to the way that supported housing is being funded (to
reduce the Housing Benefit bill). We have worked closely with
Government to manage the potential impact of these changes and
feel that we have influenced this significantly, but the sector must
find a way to respond effectively to remain viable. The fact is that
we have an ageing population, and public spend is declining. This
challenge for all of us is going to get tougher over time.
WHAT DOES THE SOCIAL HOUSING SECTOR LOOK LIKE IN
2020?
I like to be positive, and looking on the bright side, I’ll characterise
it as: a bigger supply of housing of a variety of tenures (realistically
this will mainly be related to ownership); housing associations
will be increasingly innovative in the way they communicate with
customers and deliver services, through utilising new technology;
and more people will be able to find the sort of home that they
want to live in. It’s difficult to anticipate, and it’s likely that there
will be a continued trend towards mergers and acquisitions, so
the shape and the size of the housing sector will change. I view
this as a good thing – change will refresh and renew organisations
to make them more commercial and customer focused. We also
believe Home Group and the sector in general will continue to
work with brilliant people who want to make a difference.
Susan Coulson Director of People
04