Will The Role And Influence of the Employee be Different in the New World of Work ?
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The document discusses how the role of employees may change in the new world of work. It notes that management has often failed and incentives have been misaligned. Novel management models are emerging that focus more on employee satisfaction, recruit based on skills rather than resumes, and celebrate mistakes. The role of employees may change with more freelance workers and tools for aggregating employee views being utilized by innovative managers.
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Role Driver is the painless way to shift how you and your team get things done. It is a roles and responsibilities system which staff use to define their own jobs in high definition. What am I accountable to produce? Where does my time go? How do I know what a good job looks like? Who else has a say in what I do? What competencies does a person need to do this job?
Special Report: The Secret to Increasing Workforce Performance through Great ...
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
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Hr practice
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Trends in employee development for 2020
Traditionally - like every year - we have prepared a summary of ten most important (in our opinion) phenomena which will shape the future of the human development sector. This publication has been compiled on the basis on dozens of conversations, participation in about twenty conferences, a thorough analysis of reports that came to light over the past months. Most important information and conclusions come directly “from the field” – from our Customers as well as Trainers and Consultants, who have executed hundreds of House of Skills and e-learning.pl projects, cooperating with organizations in whole Poland.
Please compare your answers and redo them for your satisfaction. I.docx
Please compare your answers and redo them for your satisfaction. I think you know the subject well.
I have provided for you to review and compare your answers to the following suggested answers.
Suggested Answers
Ratio
Your Answer
Industry Average
Your Interpretation
(Good-Fair-Low-Poor)
Profit margin on sales
3.40%
3%
Fair
Return on assets
6%
9%
Low
Receivable turnover
12
1.6X
Fair
Inventory turnover
5
10X
Poor
Fixed asset turnover
5.41
2X
Poor
Total asset turnover
1.76
3X
Poor
Current ratio
2.7
2X
Fair
Quick ratio
1.3
1.5X
Fair
Times interest earned
11
7X
Good
Analysis:
The firm has problems with inventory and accounts receivables management. By improving these two areas the firm can show better performance
Profit margin:
Net income/ sales = 27/795 = 3.4%
Return on assets:
Net income/ total assets = 27/450 = 6%
Receivable turnover:
Sales (credit)/ receivables = 795/66 = 12.05
Inventory turnover:
Sales/inventory = 795/159 = 5x
Fixed asset turnover:
Sales/ fixed assets = 795/147 = 5.4x
Total asset turnover:
Sales/ total assets = 795/450 = 1.77x
Current ratio:
Current assets/ current liabilities = 303/111 = 2.73
Quick ratio:
(current assets – inventory) / current liabilities = (303-159)/111 = 1.30
Times interest earned:
Earnings before interest and tax (EBIT)/ interest expense = 49.5/4.5 = 11
Global Human Capital Trends 2016
The new organization: Different by design
Deloitte’s Human Capital professionals leverage research, analytics,
and industry insights to help design and execute the HR, talent,
leadership, organization, and change programs that enable
business performance through people performance. Visit the
“Human Capital” area of www.deloitte.com to learn more.
http://www.deloitte.com
Contents
Introduction: The new organization | 1
Different by design
Organizational design | 17
The rise of teams
Leadership awakened | 27
Generations, teams, science
Shape culture | 37
Drive strategy
Engagement | 47
Always on
Learning | 57
Employees take charge
Design thinking | 67
Crafting the employee experience
HR | 77
Growing momentum toward a new mandate
People analytics | 87
Gaining speed
Digital HR | 97
Revolution, not evolution
The gig economy | 105
Distraction or disruption?
The new organization: Different by design
Introduction
Sweeping global forces are reshaping the workplace, the workforce,
and work itself. To help organizations and their leaders understand
these changes, Deloitte presents the 2016 Global Human
Capital Trends report, based on more than 7,000 responses
to our survey in over 130 countries around the world.
THE theme of this year’s report—“The new organization: Different by design”—
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struggling to drive employee engagement
and retention, improve leadership, and build
a meaningful culture, executives see a need
to redesign the organization it.
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Will The Role And Influence of the Employee be Different in the New World of Work ?
- 2. Will the role and influence of employees be different in the new world of work? Professor Julian Birkinshaw London Business School And the MLab
- 3. Management has failed… Shockingly poor risk-management decisions Perverse incentive systems, “eat what you kill” Firm as a vehicle for perpetuating the raw vices of capitalism
- 4. Which professions do people respect most? Medical doctors Police officers Clergy Journalists Bankers Lawyers Business executives Car salespeople How do you rate the honesty and ethics of the following professions? (% answering very high or high) 65% 63% 50% 23% 19% 13% 12% 6% Source: Gallup 2009
- 5. Who are you happiest with? Page Friends Parents/relatives Spouse My children Co-workers Clients/customers Alone Boss Source: Richard Layard 3.3 3.0 2.8 2.7 2.6 2.4 2.2 2.0 ( Rating is on a 1-5 scale)
- 7. A window of opportunity for management innovation Opportunity for Management Innovation New employee expectations New interactive technologies New management challenges New & unusual competitors
- 8. Novel management models (1) Clients needing software developed Hungry community of software developers
- 11. A framework for rethinking management Managing across: activities Managing down: decisions Managing individual motivation Managing objectives Alignment Obliquity ENDS MEANS Extrinsic Bureaucracy Hierarchy Intrinsic Emergence Collective wisdom Traditional Principle Alternative Principle
- 12. Extrinsic Intrinsic Doing work for direct, material rewards Doing work for its own sake: for innate pleasure Doing work to gain status or recognition, to fit in How should these be harnessed to motivate the people who work for you? Extrinsic Intrinsic
- 13. Topcoder’s unique approach to motivation Clients needing software developed Hungry community of software developers
- 16. Your views?
- 17. Join the conversation www.unstructure.org