Last week I presented in collaboration with APQC the survey results of the Kelly Global Workforce Index-The Leadership Disconnect.This survey examines the issue of leadership in the contemporary workplace from the employee perspective. It explores the way that workers think about the quality, direction, and style of leadership, and the degree to which they share the goals of those who head their organizations. This research brings together the findings from almost 170,000 respondents from 30 countries and showcases the leadership issues across industry sectors, and globally, across the Americas, Europe and Asia Pacific.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
The Catherine Palace, a Rococo palace located 25 km from St. Petersburg, Russia, the summer residence of the Russian tsars, now named after Pushkin-Russian Poet, 325-meter-long ,100 kilograms of gold used to gild the sophisticated stucco façade and statues,
St. Petersburg-city tour- Major Monuments Buildings-Ramnik Parekh & Jyoti-Jul...Ramnik Parekh
St. Pertersburg city, Smolny Convent, Tavrichesky Palace, Summer Garden,Palace embankment,The Spire of Basil Island, Bronze Horseman, Novesky Prospekt, St. Isaac Cathedral, earlier Leningrad
El documento habla sobre las normas y reglamentos para instalaciones eléctricas, incluyendo definiciones de términos eléctricos, medidas de seguridad para trabajadores eléctricos, y la importancia de difundir información sobre seguridad eléctrica a los usuarios. También cubre temas como el mantenimiento de distancias de seguridad para circuitos eléctricos, y los requisitos para aisladores y accesorios en líneas eléctricas.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
The Catherine Palace, a Rococo palace located 25 km from St. Petersburg, Russia, the summer residence of the Russian tsars, now named after Pushkin-Russian Poet, 325-meter-long ,100 kilograms of gold used to gild the sophisticated stucco façade and statues,
St. Petersburg-city tour- Major Monuments Buildings-Ramnik Parekh & Jyoti-Jul...Ramnik Parekh
St. Pertersburg city, Smolny Convent, Tavrichesky Palace, Summer Garden,Palace embankment,The Spire of Basil Island, Bronze Horseman, Novesky Prospekt, St. Isaac Cathedral, earlier Leningrad
El documento habla sobre las normas y reglamentos para instalaciones eléctricas, incluyendo definiciones de términos eléctricos, medidas de seguridad para trabajadores eléctricos, y la importancia de difundir información sobre seguridad eléctrica a los usuarios. También cubre temas como el mantenimiento de distancias de seguridad para circuitos eléctricos, y los requisitos para aisladores y accesorios en líneas eléctricas.
The document is a transcript of a Blackboard Collaborate session on ecology. It covers various topics in ecology including the definition of ecology, levels of ecological organization, the history and importance of ecology, human ecology, social ecology, ecological systems theory, feedback and homeostasis. Slide presentations were used to discuss each topic over the course of 50 pages and 51 slides.
River cruise-Moscow to St.Petersburg- Volga-Ramnik & Jyoti July 2014Ramnik Parekh
Moscow to St.Petersburg river cruise, Uglich, Yuroslavl, Kizhi, Goritzi, Mandrogi, Wooden Church Elijah church, river locks, volga, russian lakes, white lake
Jam tangan "Laurent Delon" merupakan pilihan yang tepat bagi para pemula karena memiliki banyak model dan variasi dengan harga terjangkau sehingga menarik minat anak muda.
Jam tangan "Laurent Delon" merupakan pilihan yang tepat bagi para pemula karena memiliki banyak model dan variasi dengan harga terjangkau sehingga menarik minat anak muda.
The State Hermitage Museum, St. Petersburg- Ramnik Parekh & Jyoti-July2014Ramnik Parekh
The State Hermitage;a museum of art and culture in St. Petersburg, Russia. One of the largest, oldest museums in the world, founded in 1764 by Catherine the Great and has been open to the public since 1852; comprise over 3 million items, including the largest collection of paintings in the world; in six historic buildings with the Winter Palace, a former residence of Russian emperors; the Menshikov Palace, Museum of Porcelain, Staraya Derevnya; Of six buildings of the main museum complex, five, named the Winter Palace, Small Hermitage, Old Hermitage, New Hermitage and Hermitage Theatre, are open to the public.
Este documento es un certificado de estudios de computación nivel I expedido por el Instituto Superior Tecnológico Privado Andrés Avelino Cáceres Dorregaray a Estefani Pardo Salas, con el profesor Wilber Giron Mauricio en Cerro de Pasco, Perú.
Peterhof Palace & Park, St. Petersburg- Ramnik Parekh & Jyoti-July2014 peter...Ramnik Parekh
The Peterhof Palace, a series of palaces and gardens in Saint Petersburg, Russia, of Peter the Great, sometimes referred as the "Russian Versailles", a UNESCO World Heritage Site, The expanse of the Lower Gardens is designed in the formal style of french formal gardens of the 17th century. The Grand Cascade, Samson Fountain, Sun fountain, Gold-gilded statues
Natural Resources: Career Development in Europe and AsiaKelly Services
This document discusses findings from the 2014 Kelly Global Workforce Index survey regarding career development in the natural resources sector. Some key findings include:
- Employee commitment and loyalty remain relatively low, with only around 30% feeling totally committed or more loyal compared to the previous year. Intention to switch jobs within a year is high at 63% globally.
- Most employees prioritize acquiring new skills over career advancement. However, there are regional differences, with those in APAC placing more importance on advancement.
- Less than half of employees report having career development discussions with their employers in the past year. These discussions do not consistently provide benefits in terms of new skills or advancement opportunities.
- Confidence in career prospects and
Financial Services: Career Development in Europe and AsiaKelly Services
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
The 2012 Kelly Global Workforce Index (KGWI)
brings together the findings from almost
170,000 respondents from 30 countries. It
shows the results of diverse forces impacting the
contemporary workplace, including generational
and geographic diversity, the impact of mobile
technologies, employee empowerment,
and the widespread use of social media.
This third installment of the 2012 KGWI examines
the issue of leadership in the contemporary
workplace from the employee perspective.
It explores the way that workers think about
the quality, direction, and style of leadership,
and the degree to which they share the goals
of those who head their organizations.
The paper examines the leadership issue across
industry sectors, and globally, across
the Americas, APAC, and EMEA regions.
It also includes a generational perspective,
with a focus on the three main workforce
generations—Gen Y (age 19–30), Gen X
(age 31–48), and Baby Boomers (age 49–66).
Upskilling HR: Future-Proof Your HR CareerAggregage
In this webinar, Jeanne Achille will explain why HR needs to take time to gain the knowledge that will ensure organizational resiliency and employee retention.
Yes, You Do Have a Crystal Ball: Business Megatrends Impacting HRHuman Capital Media
CEOs are focused on long-term success — and HR should be too. But how do we know what will affect our organization in 15 years? Business futurists are consulted to predict where trends are going and what savvy organizations need to do to compete. Social, environmental and global issues are touching all businesses today faster and with more impact than ever before. HR departments have to get ahead of the megatrends that are facing their businesses and anticipate trends. Explore the top megatrends CEOs are watching for the next 15 years, and determine how you can implement these to focus your human resources initiatives. Megatrends will change your business in the next 10 years. Don't miss this opportunity to get ahead of the curve and bring the latest thought leadership back to your organization.
This document summarizes findings from the 2013 Kelly Global Workforce Index survey of over 120,000 people in 31 countries regarding workplace performance and compensation. Some key findings include:
- The adoption of performance-based pay that ties a portion of compensation to meeting performance targets is becoming more common globally, with 44% of respondents receiving some form of performance pay. The highest rates are in the Asia-Pacific region (59%).
- Younger generations (Gen X and Gen Y) are more likely to receive performance-based pay than older Baby Boomers. Performance pay is also more common for sales, marketing, IT and engineering jobs.
- Nearly half (46%) of respondents who do not currently receive performance pay
Transformation Stories: Business Engagement for Workforce ProsKristin Wolff
The document summarizes a virtual learning series session on expanding business engagement initiatives. It provides an agenda for the session which includes an overview, presentations on dashboards and metrics from Team Ohio and a transformation story from Team Colorado, activities for teams to share their own stories, and a discussion on applying return on investment metrics. Contact information is provided for follow up questions.
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
This document discusses the changing landscape of career development and upskilling. It finds that the responsibility for training and skills development has shifted from being solely the employer's responsibility to something employees now take more control over. Most employees undertake training for a promotion within their current company, though many are also motivated by advancing elsewhere or changing fields. On-the-job experience is the most desirable type of training. While over half of employees feel their employer's training is effective, specific skills like bilingual abilities, leadership, and creativity are areas many want to develop more.
Cielo's 2017 Americas Talent Rising Summit - Day 1 DeckCielo
This document is a summary from a Cielo, Inc. summit on talent acquisition. It discusses measuring quality of hire through meaningful metrics unique to each company and role. Quality of hire is influenced by levers like employee value proposition, workforce planning, and onboarding. The summit sought to learn attendees' current and aspired quality of hire metrics and influencing levers to improve talent acquisition.
The document is a transcript of a Blackboard Collaborate session on ecology. It covers various topics in ecology including the definition of ecology, levels of ecological organization, the history and importance of ecology, human ecology, social ecology, ecological systems theory, feedback and homeostasis. Slide presentations were used to discuss each topic over the course of 50 pages and 51 slides.
River cruise-Moscow to St.Petersburg- Volga-Ramnik & Jyoti July 2014Ramnik Parekh
Moscow to St.Petersburg river cruise, Uglich, Yuroslavl, Kizhi, Goritzi, Mandrogi, Wooden Church Elijah church, river locks, volga, russian lakes, white lake
Jam tangan "Laurent Delon" merupakan pilihan yang tepat bagi para pemula karena memiliki banyak model dan variasi dengan harga terjangkau sehingga menarik minat anak muda.
Jam tangan "Laurent Delon" merupakan pilihan yang tepat bagi para pemula karena memiliki banyak model dan variasi dengan harga terjangkau sehingga menarik minat anak muda.
The State Hermitage Museum, St. Petersburg- Ramnik Parekh & Jyoti-July2014Ramnik Parekh
The State Hermitage;a museum of art and culture in St. Petersburg, Russia. One of the largest, oldest museums in the world, founded in 1764 by Catherine the Great and has been open to the public since 1852; comprise over 3 million items, including the largest collection of paintings in the world; in six historic buildings with the Winter Palace, a former residence of Russian emperors; the Menshikov Palace, Museum of Porcelain, Staraya Derevnya; Of six buildings of the main museum complex, five, named the Winter Palace, Small Hermitage, Old Hermitage, New Hermitage and Hermitage Theatre, are open to the public.
Este documento es un certificado de estudios de computación nivel I expedido por el Instituto Superior Tecnológico Privado Andrés Avelino Cáceres Dorregaray a Estefani Pardo Salas, con el profesor Wilber Giron Mauricio en Cerro de Pasco, Perú.
Peterhof Palace & Park, St. Petersburg- Ramnik Parekh & Jyoti-July2014 peter...Ramnik Parekh
The Peterhof Palace, a series of palaces and gardens in Saint Petersburg, Russia, of Peter the Great, sometimes referred as the "Russian Versailles", a UNESCO World Heritage Site, The expanse of the Lower Gardens is designed in the formal style of french formal gardens of the 17th century. The Grand Cascade, Samson Fountain, Sun fountain, Gold-gilded statues
Natural Resources: Career Development in Europe and AsiaKelly Services
This document discusses findings from the 2014 Kelly Global Workforce Index survey regarding career development in the natural resources sector. Some key findings include:
- Employee commitment and loyalty remain relatively low, with only around 30% feeling totally committed or more loyal compared to the previous year. Intention to switch jobs within a year is high at 63% globally.
- Most employees prioritize acquiring new skills over career advancement. However, there are regional differences, with those in APAC placing more importance on advancement.
- Less than half of employees report having career development discussions with their employers in the past year. These discussions do not consistently provide benefits in terms of new skills or advancement opportunities.
- Confidence in career prospects and
Financial Services: Career Development in Europe and AsiaKelly Services
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
The 2012 Kelly Global Workforce Index (KGWI)
brings together the findings from almost
170,000 respondents from 30 countries. It
shows the results of diverse forces impacting the
contemporary workplace, including generational
and geographic diversity, the impact of mobile
technologies, employee empowerment,
and the widespread use of social media.
This third installment of the 2012 KGWI examines
the issue of leadership in the contemporary
workplace from the employee perspective.
It explores the way that workers think about
the quality, direction, and style of leadership,
and the degree to which they share the goals
of those who head their organizations.
The paper examines the leadership issue across
industry sectors, and globally, across
the Americas, APAC, and EMEA regions.
It also includes a generational perspective,
with a focus on the three main workforce
generations—Gen Y (age 19–30), Gen X
(age 31–48), and Baby Boomers (age 49–66).
Upskilling HR: Future-Proof Your HR CareerAggregage
In this webinar, Jeanne Achille will explain why HR needs to take time to gain the knowledge that will ensure organizational resiliency and employee retention.
Yes, You Do Have a Crystal Ball: Business Megatrends Impacting HRHuman Capital Media
CEOs are focused on long-term success — and HR should be too. But how do we know what will affect our organization in 15 years? Business futurists are consulted to predict where trends are going and what savvy organizations need to do to compete. Social, environmental and global issues are touching all businesses today faster and with more impact than ever before. HR departments have to get ahead of the megatrends that are facing their businesses and anticipate trends. Explore the top megatrends CEOs are watching for the next 15 years, and determine how you can implement these to focus your human resources initiatives. Megatrends will change your business in the next 10 years. Don't miss this opportunity to get ahead of the curve and bring the latest thought leadership back to your organization.
This document summarizes findings from the 2013 Kelly Global Workforce Index survey of over 120,000 people in 31 countries regarding workplace performance and compensation. Some key findings include:
- The adoption of performance-based pay that ties a portion of compensation to meeting performance targets is becoming more common globally, with 44% of respondents receiving some form of performance pay. The highest rates are in the Asia-Pacific region (59%).
- Younger generations (Gen X and Gen Y) are more likely to receive performance-based pay than older Baby Boomers. Performance pay is also more common for sales, marketing, IT and engineering jobs.
- Nearly half (46%) of respondents who do not currently receive performance pay
Transformation Stories: Business Engagement for Workforce ProsKristin Wolff
The document summarizes a virtual learning series session on expanding business engagement initiatives. It provides an agenda for the session which includes an overview, presentations on dashboards and metrics from Team Ohio and a transformation story from Team Colorado, activities for teams to share their own stories, and a discussion on applying return on investment metrics. Contact information is provided for follow up questions.
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
This document discusses the changing landscape of career development and upskilling. It finds that the responsibility for training and skills development has shifted from being solely the employer's responsibility to something employees now take more control over. Most employees undertake training for a promotion within their current company, though many are also motivated by advancing elsewhere or changing fields. On-the-job experience is the most desirable type of training. While over half of employees feel their employer's training is effective, specific skills like bilingual abilities, leadership, and creativity are areas many want to develop more.
Cielo's 2017 Americas Talent Rising Summit - Day 1 DeckCielo
This document is a summary from a Cielo, Inc. summit on talent acquisition. It discusses measuring quality of hire through meaningful metrics unique to each company and role. Quality of hire is influenced by levers like employee value proposition, workforce planning, and onboarding. The summit sought to learn attendees' current and aspired quality of hire metrics and influencing levers to improve talent acquisition.
The 2013 Kelly Global Workforce Index (KGWI) brings work and workplace insights sourced from more than 120,000 respondents from 31 countries across the Americas, EMEA and APAC regions.
This first installment, on the topic of Career Development and Upskilling, explores the changing focus on training and skills development, as employees become more proactive and self-reliant in managing their careers.
The survey received 1201 responses globally from HR professionals of varying levels of experience and gender. Key findings include:
- The majority of respondents were mid-level professionals between 25-44 years old.
- 62% of respondents were female, raising questions around continued barriers for women in leadership.
- Compensation and benefits varied significantly between regions, with average annual leave ranging from 10-24 days.
- Over 70% of respondents had been in their roles for less than 4 years, suggesting short job tenures.
- The top challenges cited were change management, talent management, and generalist HR functions.
- Engagement levels differed across regions, with the Americas showing highest and Hong Kong lowest engagement.
In 90 dagen naar uw eigen inspirerende, waarde creërende werkomgeving
Risicomijdend gedrag brengt u niet verder!
De moderne maatschappij draait niet meer (alleen) om presteren: steeds vaker wordt de menselijke maat als leidraad voor het functioneren van een organisatie gehanteerd. Zowel op management- als op uitvoeringsniveau. Als iedereen het naar zijn zin heeft, worden resultaten namelijk vanzelf wel beter. Eigenlijk wordt het aloude gedachtegoed ‘wie goed doet, goed ontmoet’ weer in ere hersteld.
Mensen het gevoel geven dat ze ertoe doen en dat ze meedoen, waarde toevoegen aan de organisatie. Daar draait het om. Zoals Wendy Woods (Sr. Partner Boston Consulting Group ) het zei: ‘Slimme, betrokken mensen vormen uw kostbaarste en meest waardevolle grondstof.’
‘De taak van het management is niet (meer) om risico’s te vermijden, maar om zo snel mogelijk weer te herstellen bij gemaakte fouten’, onderschrijft ook Ed Catmull (co-founder Pixar) de manier van het aansturen van een organisatie. ‘Risicomijdend gedrag brengt u niet verder. Leren van fouten wel.’
Beter samen werken en mensen ontwikkelen om uiteindelijk toch die ultieme prestaties mogelijk te maken. Dat kan door de (toegevoegde) waarde van je organisatie, de mensen, de producten en diensten te (blijven) optimaliseren. Hoe doe je dat?
(Content) Marketing ROI for Fun and Profit (mostly Profit)Digital summit denv...LaneTerralever
Marketing and technology are in lockstep, and marketing channels, methods and techniques will continue to be added and to evolve at an increasing rate. This presentation will takes you through the ins and outs of content marketing and marketing ROI.
Speaker: Scott McAndrew LaneTerralever Chief Strategy Officer
25 training professionals who demonstrated stellar growth in leadership skills and business acumen
PLUS:
Leading from Strength
Eliminating Workplace Bullying
Special Section: Focus on Coaching
We are a member of the Association of Executive Search Consultants. The AESC is the official body representing retained executive search consulting firms worldwide with regional councils in the Americas, Europe and Asia/Pacific and an International Board of Directors. Its Code of Ethics and Professional Practice Guidelines are recognized as representing the highest level of service in our industry.
Our goal is not to be the biggest, but the best. That means the best service, the best value, and the best results – so our clients can attract and develop the very best senior management and the very best Boards in the world.
http://www.cornerstone-group.com/
info@cornerstone-group.com
http://www.linkedin.com/company/cornerstone-international-group
Similar to The Leadership Disconnect: May 2013 Human Capital Management Community Call (20)
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
4. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
Survey
• Almost 170,000 respondents
• 30 countries in the Americas, APAC
and EMEA
• Divided by Gen Y (age 19-30), Gen X
(age 31-48) and Baby Boomers (age
49-66).
11. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
Detailed Results
12. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE
(BY REGION)
How satisfied are you with your management’s leadership style? (Total satisfied %, by region)
AMERICAS EMEA
45% 34%
APAC ALL COUNTRIES
39% 38%
13. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE:
AMERICAS
How satisfied are you with your management’s leadership style? (Total satisfied %, by country)
42%43%55%58%
30
35
40
45
50
55
60
65
70
UnitedStates
Canada
Mexico
PuertoRico
14. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE:
EMEA
How satisfied are you with your management’s leadership style? (Total satisfied %, by country)
51% 45% 39% 38% 37% 35% 34% 33% 33% 32% 32% 32% 31% 30% 29% 25% 20%
10
20
30
40
50
60
Italy
Portugal
France
Netherlands
Germany
Sweden
Luxembourg
SouthAfrica
Denmark
Belgium
Poland
UnitedKingdom
Hungary
Switzerland
Ireland
Norway
Russia
15. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE:
APAC
How satisfied are you with your management’s leadership style? (Total satisfied %, by country)
47% 42% 41% 39% 39% 37% 36% 33% 30%
20
25
30
35
40
45
50
55
Leadership style - APAC
HongKong
Indonesia
Malaysia
Singapore
Australia
NewZealand
India
Thailand
China
16. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE
(BY GENERATION)
How satisfied are you with your management’s leadership style? (Total satisfied %, by generation)
40% 37% 37%
GEN Y GEN X BABY BOOMERS
17. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE (BY PROFESSIONAL/TECHNICAL
AND NON-PROFESSIONAL/TECHNICAL)
How satisfied are you with your management’s leadership style? (Total satisfied %)
41% 38%
PROFESSIONAL/
TECHNICAL
NON-
PROFESSIONAL/
TECHNICAL
18. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE
(BY INDUSTRY)
How satisfied are you with your management’s leadership style? (Total satisfied %)
45%
44%
43%
43%
43%
41%
41%
41%
41%
39%
39%
38%
37%
37%
30 35 40 45 50
Hospitality/Travel/Leisure
Transport/Distribution
Other
Retail
Life Sciences
Food and Beverage
Financial Services
Chemicals
Automotive
Utilities/Oil/Gas
Government
Information Technology
Education
Business Services
19. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
PREFERRED LEADERSHIP STYLE
Which of the following do you prefer as a leadership style in the workplace?
0%
5%
10%
15%
20%
25%
30%
OtherDon't KnowAuthoritativeHumble
Servitude
Moral/
Ethical
VisionaryEmpatheticEmpoweringDemocratic
20. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE:
PREFERRED VS. ACTUAL
21. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
LEADERSHIP STYLE:
PROFESSIONAL/TECHNICAL WORKERS
– PREFERRED VS. ACTUAL
22. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
MANAGERIAL INSPIRATION
(BY REGION)
Does your current manager inspire you to do your best work? (% Yes, by region)
AMERICAS EMEA
52% 44%
APAC ALL COUNTRIES
54% 48%
23. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
MANAGERIAL INSPIRATION:
AMERICAS
Does your current manager inspire you to do your best work? (% Yes, by country)
50%52%52%62%
35
40
45
50
55
60
65
70
Mexico
UnitedStates
Canada
PuertoRico
24. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
MANAGERIAL INSPIRATION:
EMEA
Does your current manager inspire you to do your best work? (% Yes, by country)
51% 50% 49% 48% 48% 47% 46% 46% 45% 45% 44% 43% 40% 37% 36% 34% 34%
25
32
39
46
53
60
Denmark
Poland
Portugal
Netherlands
Germany
Russia
UnitedKingdom
Sweden
Ireland
Italy
France
Hungary
Luxembourg
Norway
Belgium
SouthAfrica
Switzerland
25. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
MANAGERIAL INSPIRATION:
APAC
Does your current manager inspire you to do your best work? (% Yes, by country)
65% 58% 58% 52% 52% 51% 44% 40% 38%
30
75
HongKong
Indonesia
Malaysia
Singapore
Australia
NewZealand
India
Thailand
China
26. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
MANAGERIAL INSPIRATION
(BY GENERATION)
Does your current manager inspire you to do your best work? (% Yes, by generation)
51% 47% 47%
GEN Y GEN X BABY BOOMERS
27. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
FEEDBACK ON EMPLOYER
(BY REGION)
When speaking to others, do you speak highly of your employer? (% Yes, by region)
AMERICAS EMEA
67% 58%
APAC ALL COUNTRIES
55% 60%
28. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
FEEDBACK ON EMPLOYER:
AMERICAS
When speaking to others, do you speak highly of your employer? (% Yes, by country)
60%64%67%73%
50
60
70
80
Canada
PuertoRico
UnitedStates
Mexico
29. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
FEEDBACK ON EMPLOYER:
EMEA
When speaking to others, do you speak highly of your employer? (% Yes, by country)
74% 73% 69% 67% 65% 62% 58% 58% 58% 57% 56% 55% 54% 53% 50% 36% 32%
25
35
45
55
65
75
85
Germany
Denmark
Switzerland
UnitedKingdom
Luxembourg
SouthAfrica
Portugal
Ireland
Hungary
Poland
France
Belgium
Netherlands
Italy
Sweden
Russia
Norway
30. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
FEEDBACK ON EMPLOYER:
APAC
When speaking to others, do you speak highly of your employer? (% Yes, by country)
60% 58% 57% 57% 56% 52% 52% 50% 42%
30
65
HongKong
Indonesia
Malaysia
Singapore
Australia
NewZealand
India
Thailand
China
31. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
EMPLOYER VISION
(BY REGION)
Do you believe in what your employer is trying to accomplish (the company’s mission/purpose)? (% Yes, by region)
AMERICAS EMEA
68% 56%
APAC ALL COUNTRIES
67% 62%
32. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
EMPLOYER VISION
(BY INDUSTRY)
Do you believe in what your employer is trying to accomplish (the company’s mission/purpose)? (% Yes, by industry)
70%
68%
67%
67%
67%
66%
65%
65%
65%
65%
64%
64%
62%
62%
30 40 50 60 70 80 90
Hospitality/Travel/Leisure
Transport/Distribution
Retail
Other
Information Technology
Chemicals
Financial Services
Food and Beverage
Automotive
Life Sciences
Government
Business Services
Utilities/Oil/Gas
Education
33. Kelly Global Workforce Index™: Acquisition and Retention in the War for Talent
Questions to ponder?