The document discusses best practices for creating a learning and coaching culture to drive employee engagement and corporate performance. It promotes using BullseyeEvaluation's performance management system to facilitate productive communication through coaching and mentoring. This establishes a cycle that effectively manages talent and creates strategy execution, delivering key performance indicator improvements.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
Most companies use or think about setting up a competency management system.
Bullshit.
Develop a new class of leaders, think KISSSS, be result oriented and use SaaS.
You will make your business managers happy, your employees happy, your HR team happy.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
We aimed at influencing change and the transformation from traditional HRM to Strategic HRM, through analyzing HR organization & capabilities, while providing valuable insights and solutions on specific HR issues that clients face.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
Most companies use or think about setting up a competency management system.
Bullshit.
Develop a new class of leaders, think KISSSS, be result oriented and use SaaS.
You will make your business managers happy, your employees happy, your HR team happy.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
We aimed at influencing change and the transformation from traditional HRM to Strategic HRM, through analyzing HR organization & capabilities, while providing valuable insights and solutions on specific HR issues that clients face.
Career Management for middle managers, issues and challenges in career management for middle managers, indian managers challenges in career management, top industry leader view, roundtable outcome,Challenges and expectations at middle level,Ways of developing middle managers,Paradigms of dealing with middle management,Career Management and Performance
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
Career Management for middle managers, issues and challenges in career management for middle managers, indian managers challenges in career management, top industry leader view, roundtable outcome,Challenges and expectations at middle level,Ways of developing middle managers,Paradigms of dealing with middle management,Career Management and Performance
The Next Generation of Talent Management Strategy: Pay for TalentHuman Capital Media
Pay for performance is an accepted model for many organizations, but is it effective or shortsighted? Does it drive the right behavior and focus on the key people you must retain? How do you tie in potential, risk of losing someone, etc., into the overall reward process?
In this session, Jan Brockway, director of product management for talent management at ADP and a long-term HR practitioner, and Robert Mattson, director of talent management marketing at ADP, will discuss the advanced concepts of pay for talent, which might include pay for potential and how and where performance, succession/talent assessment and compensation information can be used across HR processes. Attendees will learn:
• Pay for talent: What is it really, how can it impact an organization and what are the keys to making it successful?
• The links between performance, succession, talent assessment and compensation.
• Keys to successful implementation: Gotchas, change management and success.
J.V.M.S is a management consulting firm that believes in utilizing the best industry practices for the development of world-class organizations that make the most of their resources, competency and skill force.
This is a webinar for EVERY LEADER IN YOUR ORGANIZIATION who are responsible for providing feedback to their employees. If you would like your leaders to demonstrate greater managerial courage and provide timely feedback to their employees then make it a must for every front line leader, supervisor, manager, director, vice president and executive to attend this webinar.
In the webinar you will learn:
Good performance rarely happens by accident.
How to implement performance coaching.
Performance appraisals vs. performance coaching – understanding what’s wrong with the performance review and how to fix it.
Common threads of coaching and development.
Essential management skills.
Five elements of successful coaching: Job Fit, Motivation, Chemistry with the Manager, Team Chemistry and Leadership.
Small businesses have been at a competitive disadvantage compared with larger companies when it comes to access to affordable and effective tools and resources. Thanks to improvements in HR technology and the resulting lower costs, as well as social media, small businesses now have access to peers as well as cost effective high functioning talent management systems.
Small business owners and HR leaders often recognize that employees are the most valuable asset but taking the first step towards identifying and executing an effective talent management strategy that can lead to engaged employees and small business success is often not top priority.
Systems and strategies are equally important when attempting to ensure results in small companies as they are in large organizations. Statics show that organizations that implement effective talent management solutions outperform like companies by in excess of 22%.
Highly renowned companies are realizing the effectiveness of coaching in achieving their goals. Major corporations from a variety of sectors, including IBM, Nike, Verizon and Coca-Cola Enterprises, have turned to coaching to increase employee satisfaction, improve output and strengthen their bottom lines. Learn more at coachfederation.org.
Similar to Webinar corporate social performance management: driving employee engagement (20)
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
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External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Webinar corporate social performance management: driving employee engagement
1. Employee Engagement Best Practices:
Creating a Learning & Coaching Culture
g g g
BullseyeEvaluation is a
Paradigm Shift i Facilitating
P di in F ilit ti
Employee Engagement
for
Corporate Performance
Engagement Drives Performance
Creates a Cycle of Productive
Communications
F ili
Facilitates Coaching & Mentoring
C hi M i
Effective Talent Management
Creates Business Strategy Execution
Delivers KPI improvements
2. Terry Stockham Charles Bedard
Human Capital Strategist (HCS) + Charles has
Adeel Zaidi, Founder & President Senior Professional in Human
Bullseye Evaluation, LLC Resources (SPHR) + Global
( ) extensive
Remuneration Professional (GRP) knowledge of
Adeel has a B.S. degree in Industrial + International Human Resource technology and
Engineering and a MBA degree in Management Certificate
outsourcing options
Industrial Management. He is an Accomplished executive for today’s business.
experienced P&L manager in leader with an extensive
manufacturing and healthcare portfolio of success directing human capital Mr.
Mr Bedard serves as a
operations. and organizational development for major Strategic Advisor, Chief
global corporations such as Pepsi-Cola and Strategy Officer, and Global
Adeel has utilized his executive experience in Coca-Cola. Strategist to B2B technology
the development of a corporate and outsourcing providers.
communication system — the Bullseye Credentials include:
Evaluation Performance Management > Established the Human Capital Institute Previously, Charles served as
System & KPI Dashboards — that in the former Soviet Union, set up the a Director for multiple fast-
promotes a culture of coaching and organization infrastructure. growth companies in BPO, IT,
mentoring. This approach to employee HR/Human Capital/HRO,
performance management and evaluation is > Advised 25 of the top 100 Russian
p Technology/Software, and
an outgrowth of years of employee businesses on organizational Professional Services.
management and executive experience with development/human capital practices.
a variety of manufacturing and healthcare He has earned his Bachelor of
organizations. Arts from Southwestern
> Performed as speaker at 20+
University and his Masters of
conferences including The Conference
g
Business Administration from
Board in New York.
Texas Christian University.
> Cultivated partnerships with 10 local and
3 global human capital organizations.
3. The Business Case for Employee Engagement
Today, only 1 out of 3 employees is Engaged.
Disengaged Employee
Di dE l Engaged Employee
E dE l
- Going through the Emotionally
motions Connected.
- Often invisible Overachieve.
- Dutiful, but negative Discretionary Efforts.
- Show up only for Love their jobs.
check-ins Believe in their
- Negatively impact the employers’ goals.
team Positive influence on
- Don’t leave the coworkers and
organization department
performance.
> What is not measured cannot
be improved.
CONFIDENTIAL AND PROPRIETARY INFORMATION
4. Special Offer
What really drives financial success?
BullseyeEvaluation tHRi W k h
B ll E l ti tHRive Workshop
Are you overpaying for what you get?
Do you need an organization specific
calculation of the impact HCM will have on
your organization?
Half day workshop
Half-day workshop.
Develop the ROI Business Case specifically for
your organization.
“Train the Trainer” approach.
6. The Future of Work
We no longer live in a 2-D staffing model.
If your hiring and management practices do not fit with the demographics and
psychographics of today’s workforce how will you compete?
Employment Level: Employment Psychographics:
Individual Contributor, Supervisor, Free Agents, Globals, Technicals,
Manager, Executive Rising Stars, Retired Boomers
Employment Demographics:
Employment Type:
Millenials, Generation X, Baby
Contingent, Contract, Part-Time, Full
Busters, Baby Boomers
7. BullseyeEvaluation Drives a Culture of Performance
Performance is built upon frequent communications about goals. Through routine reviews and
feedback, employees get the feedback they desire to self improve job performance and manage
their careers. Managers get the information they require to make better informed decisions.
CORPORATE DASHBOARD + TEAM PERFORMANCE + SOCIAL PERFORMANCE MANAGEMENT
Our approach to performance management
helps managers effectively manage within
minutes.
i t
-Facilitates social feedback &
coaching/mentoring.
-Connects employees activities to corporate
Connects
goals via a comprehensive virtual business
dashboard solution that encompasses employee
specific goals tied to operational and corporate 7
performance metrics.
8. The Future of Work
The Goal of Human Capital is to
Performance.
Drive Performance Top Ten Non-Financial Variables for HR
1.
Non Financial
Execution of corporate strategy
2. Management team
3. Quality of corporate strategy
4. Innovation
5. Ability to attract and retain talented
people
6. Market share
7. Management capabilities
8. Alignment of compensation with
g p
shareholder’s interests
“… people might be our most valuable asset, or 9. Leadership
10. Quality of major business processes
our biggest liability!”
“People could be our only true competitive
advantage, or our competitive disadvantage…”
“…success absolutely depends on the q
y p quality
y
of our employees”
CONFIDENTIAL AND PROPRIETARY INFORMATION
9. The BullseyeEvaluation Difference
BullseyeEvaluation makes it easy for organizations to tHRive. vs. The Competition
#1. Highly Intuitive Visual Interface as opposed to “Forms Online”
Improves employee engagement through rapid and comprehensive feedback on the
critical metrics that affect corporate performance.
Visual social tool to facilitate frequent feedback/reviews, job management & self-service
career management .
Minutes to complete an employee performance review.
“Two Clicks to Paradise” including all features, dashboards, and reports.
KPI Dashboards connect corporate objectives to employee performance.
#2. Work Communications and Employee Engagement Tools.
Social Corporate P f
S i lC t Performance M Management F t
t Features.
Pre-configured industry solutions.
High User Adoption & Utilization Rates via engagement tools.
#3. Content rich solution includes strategic HR products on-demand as needed:
- Assessments - Onboarding - Salary
- Communications - Recruiting - Succession
- Compensation - Training - Surveys
- Competencies
- Leadership
- Learning
CONFIDENTIAL AND PROPRIETARY INFORMATION
10. Did you know that 1 in 3
employees is disengaged?
Talent leaves an organization when
the organization is poorly managed
and uninspiring.
“Engagement is a catalyst but not
the l
th only answer. You must
Y t
harmonize your team by driving
alignment and engagement.”
- Rudy Karsan in “WE”
Bullseye is a gateway beyond employee
engagement and performance
management to human capital
www.BullseyeEvaluation.com management and work management.
CONFIDENTIAL AND PROPRIETARY INFORMATION
11. Corporate Performance Management
• Replace manual, error-prone • KPI Dashboards improve
reporting.
ti service delivery., customer
service KPIs, and open revenue
opportunities.
>What gets measured gets improved.
12. Talent Quiz Results
% %
Talent Quiz Question "Yes" "No"
Is it clear what business goals must be achieved by your 19
1 81%
organization? %
Do you know what customer needs must be delivered by your 26
2 74%
organization?
i i ? %
Can you describe the specific talent results your organization 93
3 7%
is trying to achieve? %
13. TALENT RESULTS
Engage the talent you have to perform at
your highest levels
Build the talent you need to execute your operating plans
Leverage the talent within the organization to put the best
people on the biggest opportunities
Retain the talent you need to support your business
strategy
Attract the talent required to prosper long-term