This document summarizes research on changes to the employment and treatment of regular employees in Japan. It finds that while some changes have occurred, such as a flattening of the age-wage profile and less emphasis on seniority, the core features of the Japanese employment system have been adapted and preserved. HR departments remain central while gaining some new market-oriented practices. The system appears to be evolving into a hybrid model rather than fully converging with the US model.
How to structure the leadership of large corporations – and specifically whether to split or combine the roles of Chairman and CEO – remains an active and often controversial question.
In order to cast new and up-to-date light on the question of whether and when to change the Chairman-CEO structure, we studied the experience of the Fortune 100 over the last decade and more. In this report we share our observations, conclusions, and recommendations regarding leadership structure, including the increasingly important role of independent Lead Director whenever the Chairman and CEO roles are combined.
IN THIS SUMMARY
Throughout human history, most countries have had more young people than old people. This is no longer true in the United States and is even less true in most western European countries and Japan. Between 2010 and 2040, the numbers of elderly Americans will more than double while the non-elderly population will grow by just ten percent. As the United States workforce ages, some analysts and researchers are projecting a labor shortage and a corresponding job boom in the next decade. As a result, there will be a gap in the availability of an educated and trained pool of skilled workers to fill organizational needs. In The Boomer Retirement Time Bomb, Donald L. Venneberg and Barbara Welss Eversole endeavor to shed some light on the issues connected to retaining, and even recruiting, talent from the pool of senior experienced workers.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/boomer-retirement-time-bomb
By David Larcker and Brian Tayan, CGRI Research Spotlight Series. Corporate Governance Research Initiative (CGRI), Stanford Graduate School of Business, October 2016.
This Research Spotlight provides a summary of the academic literature on internal and external CEOs.
It reviews the evidence of:
• Trends in hiring external CEOs
• Operating condition of companies that hire internal and external CEOs
• Stock market reaction to hiring external CEOs
• Relative performance of internal and external CEOs
This Research Spotlight expands upon issues introduced in the Quick Guide “CEO Succession Planning.”
How to structure the leadership of large corporations – and specifically whether to split or combine the roles of Chairman and CEO – remains an active and often controversial question.
In order to cast new and up-to-date light on the question of whether and when to change the Chairman-CEO structure, we studied the experience of the Fortune 100 over the last decade and more. In this report we share our observations, conclusions, and recommendations regarding leadership structure, including the increasingly important role of independent Lead Director whenever the Chairman and CEO roles are combined.
IN THIS SUMMARY
Throughout human history, most countries have had more young people than old people. This is no longer true in the United States and is even less true in most western European countries and Japan. Between 2010 and 2040, the numbers of elderly Americans will more than double while the non-elderly population will grow by just ten percent. As the United States workforce ages, some analysts and researchers are projecting a labor shortage and a corresponding job boom in the next decade. As a result, there will be a gap in the availability of an educated and trained pool of skilled workers to fill organizational needs. In The Boomer Retirement Time Bomb, Donald L. Venneberg and Barbara Welss Eversole endeavor to shed some light on the issues connected to retaining, and even recruiting, talent from the pool of senior experienced workers.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/boomer-retirement-time-bomb
By David Larcker and Brian Tayan, CGRI Research Spotlight Series. Corporate Governance Research Initiative (CGRI), Stanford Graduate School of Business, October 2016.
This Research Spotlight provides a summary of the academic literature on internal and external CEOs.
It reviews the evidence of:
• Trends in hiring external CEOs
• Operating condition of companies that hire internal and external CEOs
• Stock market reaction to hiring external CEOs
• Relative performance of internal and external CEOs
This Research Spotlight expands upon issues introduced in the Quick Guide “CEO Succession Planning.”
Equity Effectiveness SHRM Conference Puerto Rico 18 sept2014James Sillery
Presentation at the 2014 Puerto Rico Chapter SHRM Conference and Exposition on achieving equity effectiveness for multinational and domestic companies.
The board of directors is responsible for ensuring that correct management is in place to run the organization. This includes hiring, evaluating, and—when circumstances merit—removing or replacing the chief executive officer.
This Quick Guide reviews the process by which the board carries out this function.
It provides answers to the questions:
• How are qualified CEOs identified?
• What skills and experiences are needed?
• Are “inside” CEOs better than “outsiders”?
• How do boards plan for succession?
• What models or approaches do they use?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
People factors are often neglected at the expense of technology and process in the IT industry. An argument is made for people factors being the difference between average and great.
Do People Resist Change March 2015 talk at the Association for Project Manage...Assentire Ltd
Rod researched ‘Resistance to Change, from a Leaders’ Perspective’ and has a passion for working with organisations at key transition points within their life cycle. Informed by more than 25 years as an Electronics Engineer, a Manager in Hi-tech International Corporate and SME contexts experiencing many M&A related assignments. Rod brings measurement methodologies to inform Behavioural Change initiatives, exploring Team Performance and Innovation Potential.
Strategy and Reward; why does Business plan for the future but reward for the...Warwick Business School
Paul Williams; Former President of the Smith& Nephew subsidiary company in Japan and member of the Senior Civil Service Pay Review Body (SSRB), presented on "Strategy and Reward; why does Business plan for the future but reward for the past?" at Warwick Business School 25/02/2008
Crackingthe CodeofUntil now, change in business has beCruzIbarra161
Cracking
the Code
of
Until now, change in business has been
an either-or proposition: either quickly
create economic value for shareholders
or patiently develop an open, trusting
corporate culture long term. But new
research indicates that combining these
"hard"and "soft"approaches can radically
transform the way businesses change.
T \ HE NEW ECONOMY has ushered in great businessopportunities -and great turmoil. Not since the IndustrialRevolution have the stakes of dealing with change heen so
high. Most traditional organizations have accepted, in theory
at least, that they must either change or die. And even Internet
companies such as eBay, Amazon.com, and America Online
recognize that they need to manage the changes associated
with rapid entrepreneurial growth. Despite some individual
successes, however, change remains difficult to pull off, and
few companies manage the process as well as they would like.
Most of their initiatives-installing new technology, downsiz-
ing, restructuring, or trying to change corporate culture-have
had low success rates. The hrutal fact is that about 70% of all
change initiatives fail.
In our experience, the reason for most of those failures is
that in their rush to change their organizations, managers
end up immersing themselves in an alphabet soup of initia-
tives. They lose focus and become mesmerized by all the advice
available in print and on-line about why companies should
change, what they should try to accomplish, and how they
should do it. This proliferation of recommendations often
leads to muddle when change is attempted. The result is that
most change efforts exert a heavy toll, both human and eco-
nomic. To improve the odds of success, and to reduce the hu-
man carnage, it is imperative that executives understand the
nature and process of corporate change much hetter. But even
that is not enough. Leaders need to crack the code of change.
by Michael Beer
and Nit±i Nohria
HARVARD BUSINESS REVIEW May-func 2000 133
Cracking the Code of Change
For more than 40 years now, we've been studying
the nature of corporate change. And although every
busincss's change initiative is unique, our research
suggests there are two archetypes, or theories, of
change. These archetypes are based on very differ-
ent and often unconscious assumptions by senior
executives- and the consultants and academics
who advise them- about why and how changes
should be made. Theory E is change based on eco-
nomic value. Theory O is change based on organi-
zational capability. Both are valid models; each
theory of change achieves some of management's
goals, either explicitly or implicitly. But each the-
ory also has its costs -often unexpected ones.
Theory E change strategies are the ones that
make all the headlines. In this "hard" approach
to change, shareholder value is the only legiti-
mate measure of corporate success. Change usually
involves heavy use of economic in-
centives, drastic layoffs, downsizing,
and restru ...
Equity Effectiveness SHRM Conference Puerto Rico 18 sept2014James Sillery
Presentation at the 2014 Puerto Rico Chapter SHRM Conference and Exposition on achieving equity effectiveness for multinational and domestic companies.
The board of directors is responsible for ensuring that correct management is in place to run the organization. This includes hiring, evaluating, and—when circumstances merit—removing or replacing the chief executive officer.
This Quick Guide reviews the process by which the board carries out this function.
It provides answers to the questions:
• How are qualified CEOs identified?
• What skills and experiences are needed?
• Are “inside” CEOs better than “outsiders”?
• How do boards plan for succession?
• What models or approaches do they use?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
People factors are often neglected at the expense of technology and process in the IT industry. An argument is made for people factors being the difference between average and great.
Do People Resist Change March 2015 talk at the Association for Project Manage...Assentire Ltd
Rod researched ‘Resistance to Change, from a Leaders’ Perspective’ and has a passion for working with organisations at key transition points within their life cycle. Informed by more than 25 years as an Electronics Engineer, a Manager in Hi-tech International Corporate and SME contexts experiencing many M&A related assignments. Rod brings measurement methodologies to inform Behavioural Change initiatives, exploring Team Performance and Innovation Potential.
Strategy and Reward; why does Business plan for the future but reward for the...Warwick Business School
Paul Williams; Former President of the Smith& Nephew subsidiary company in Japan and member of the Senior Civil Service Pay Review Body (SSRB), presented on "Strategy and Reward; why does Business plan for the future but reward for the past?" at Warwick Business School 25/02/2008
Crackingthe CodeofUntil now, change in business has beCruzIbarra161
Cracking
the Code
of
Until now, change in business has been
an either-or proposition: either quickly
create economic value for shareholders
or patiently develop an open, trusting
corporate culture long term. But new
research indicates that combining these
"hard"and "soft"approaches can radically
transform the way businesses change.
T \ HE NEW ECONOMY has ushered in great businessopportunities -and great turmoil. Not since the IndustrialRevolution have the stakes of dealing with change heen so
high. Most traditional organizations have accepted, in theory
at least, that they must either change or die. And even Internet
companies such as eBay, Amazon.com, and America Online
recognize that they need to manage the changes associated
with rapid entrepreneurial growth. Despite some individual
successes, however, change remains difficult to pull off, and
few companies manage the process as well as they would like.
Most of their initiatives-installing new technology, downsiz-
ing, restructuring, or trying to change corporate culture-have
had low success rates. The hrutal fact is that about 70% of all
change initiatives fail.
In our experience, the reason for most of those failures is
that in their rush to change their organizations, managers
end up immersing themselves in an alphabet soup of initia-
tives. They lose focus and become mesmerized by all the advice
available in print and on-line about why companies should
change, what they should try to accomplish, and how they
should do it. This proliferation of recommendations often
leads to muddle when change is attempted. The result is that
most change efforts exert a heavy toll, both human and eco-
nomic. To improve the odds of success, and to reduce the hu-
man carnage, it is imperative that executives understand the
nature and process of corporate change much hetter. But even
that is not enough. Leaders need to crack the code of change.
by Michael Beer
and Nit±i Nohria
HARVARD BUSINESS REVIEW May-func 2000 133
Cracking the Code of Change
For more than 40 years now, we've been studying
the nature of corporate change. And although every
busincss's change initiative is unique, our research
suggests there are two archetypes, or theories, of
change. These archetypes are based on very differ-
ent and often unconscious assumptions by senior
executives- and the consultants and academics
who advise them- about why and how changes
should be made. Theory E is change based on eco-
nomic value. Theory O is change based on organi-
zational capability. Both are valid models; each
theory of change achieves some of management's
goals, either explicitly or implicitly. But each the-
ory also has its costs -often unexpected ones.
Theory E change strategies are the ones that
make all the headlines. In this "hard" approach
to change, shareholder value is the only legiti-
mate measure of corporate success. Change usually
involves heavy use of economic in-
centives, drastic layoffs, downsizing,
and restru ...
Hridai's presentation on Mergers and Acquisition. We've tried to explain the issues and management in Human Resources for Mergers and Executions in corporate. Hope it proves useful to you.
Feedback is always appreciated.
In an attempt to restructure the MEIA Leon Drury gave this presentation to meeting attendees on the 6th of September at Mount Druitt TAFE College to inspire collaboration to continue the work of the MEIA
Results of a survey I participated in at the beginning of the year around business improvement groups. An opportunity to break away from the competition during hard times !
ITS 832Chapter 19eParticipation, Simulation Exercise and.docxvrickens
ITS 832
Chapter 19
eParticipation, Simulation Exercise and Leadership
Training in Nigeria: Bridging the Digital Divide
Information Technology in a Global Economy
Dr. Mike Peterson
Overview
• Introduction
• Theoretical Framework
• Application of eParticipation
• Leadership Training in Nigeria
• Conclusions
Introduction
• Digital divide
• Access to information and communications technology (ICT)
• Increasingly difficult for lagging countries
• eParticipation
• Increasing utilization of ICT in eGovernance
• Key to bridging the digital divide
• Lagging countries need ICT capacity to support eParticipation
• Nigeria
• Sample case
• Leaders not well versed in technology
• How can eParticipation and leadership training bridge the digital divide?
Theoretical Framework
• Theories of eParticipation capacity application
• Structuration theory
• Structures are produced and altered as a result of human activity (i.e. as a
response to needs)
• Institutional theory
• Institutional environment influences existing structures by incorporating
innovative new ideas
• Actor-Network theory
• Individuals are separate actors
• Relationships between actors are mapped, forming networks
• All influence
• Principles
• Practices
Application of eParticipation in
Simulation Exercise
• Digital Opportunity Index (DOI)
• ICT performance indicators
• eParticipation when applied to simulation exercises
• Involve use of ICT as tools
• ICT tools in eParticipation include
• Connection devices
• Visualization and engagement software
• Social media interaction
Leadership Training in Nigeria
• National Institute for Policy and Strategic Studies (NIPSS)
• Nigerian leadership training institution
• Government think tank
• Crisis Simulation Game
• Players are briefed on theme, rules, roles, scenario
• Study game theme was “political zoning”
• Nigerian application of eParticipation is basic
• Less sophisticated than most other nations
• Lagging behind generally
• Personnel were eager to incorporate more advanced ICT
Conclusions
• Nigerian NIPSS Crisis Simulation Game
• Case study for assessing digital divide
• Main conclusion: digital divide is a global problem
• Not a local one
• Must be addressed from the bottom up
• Recommendations
• eParticipation must be more globally available
• Less developed countries must prioritize move toward eGovernance
• Citizens must be encouraged to engage in eParticipation
• eParticipation, eGovernance, and eDemocracy legislation is beneficial at all
levels of government
• The UN should continue to improve programs that support eParticipation
HBR's 10 Must Reads on Change Management: Cracking the Code of Change
Cracking the Code of Change
by Michael Beer and Nitin Nohria
THE NEW ECONOMY HAS ushered in great business opportunities—and great turmoil. Not since the Industrial Revolution have the stakes of dealing with change been so high. Most traditional organizations have accepted, in theory at least ...
Downsizing,VRS,Worklife Balance, time management by suneshSunesh Malik
Merits and demerits of downsizing. Reasons of downsizing.Example of Kingfisher Airlines and HSBC downsizing. worklife balance definition and time management . VRS merits and complications.
Economic turmoil. Credit freeze. Housing crisis. It seems every financial woe has hit business at once, leaving us in a frenzy, and not knowing what to expect next. How do we deal with all this change?
In a world where succession planning is increasingly important, it’s good to be the COO — right? The chief operating officer has traditionally been the number two person in the C-suite — the senior executive charged with overseeing all of the company’s business operations. As such, the COO has long been viewed as the heir apparent, the leading insider candidate to succeed the chief executive officer. Yet, according to the senior executive search firm Crist Kolder Associates, the percentage of Fortune 500 and S&P 500 companies with a COO has declined steadily from 48 percent in 2000 to 36 percent in 2014.
This presentation explains the Era of the Disposable Worker, it refers to the IT Industry as on today and the employment trends which are being followed in the industry.
JobLink™, Aon Hewitt's global job levelling approach, offers an option of using a traditional points factor methodology, or a career levelling approach, or both in harmony. Descriptors and wording can be adjusted to fit your terminology, ensuring that JobLink™ is flexibly aligned to your organisational requirements.
In Chapter 1, we talked about compensation objectives complementing overall human resource objectives and both of these helping an organization achieve its overall strategic objectives. But this begs the question, “How does an organization achieve its overall strategic objectives?” In this part of the book, we argue that organizational success ultimately depends on human behavior. Our compensation decisions and practices should be designed to increase the likelihood that employees will behave in ways that help the organization achieve its strategic objectives. This chapter is organized around employee behaviors. First, we identify the four kinds of behaviors organizations are interested in. Then we note what theories say about our ability to motivate these behaviors. And, finally, we talk about our success, and sometimes lack thereof, in designing compensation systems to elicit these behaviors. Exhibit 9.1 shows how organizational strategy is the guiding force that determines what kinds of employee behaviors are needed.
As an illustration, Nordstrom’s department stores are known for extremely good quality merchandise and high levels of customer satisfaction—this is the organization strategy they use to differentiate themselves from competitors. Nordstrom’s success isn’t a fluke. You can bet that some of their corporate goals, strategic business unit goals (SBU goals, where a strategic business unit might be a store), department-level goals, and indeed individual employee goals are linked to pleasing customers and selling high-quality products. The job of Human Resources is to devise policies and practices (and compensation falls in this mix) that lead employees (the last box in Exhibit 9.1) to behave in ways that ultimately support corporate goals. Walk into a Nordstrom, you see employees politely greeting you, helping without suffocating, and generally making the shopping experience a pleasant one. These are behaviors that support Nordstrom’s strategic plan. Every organization, whether they realize it or not, has Human Resource practices that can either work together, or conflict with each other, in trying to generate positive employee behaviors. One way of looking at this process is evident from Exhibit 9.2.
Wanting to succeed isn’t enough. Having the ability but not the motivation also isn’t enough. Many players with lots of talent doesn’t have the motivation to endure thousands of hours of repetitive drills, or to endure weight training and general physical conditioning. Even with both ability and motivation, a player’s work environment (both physical and political) must be free of obstacles. A home run hitter drafted by a team with an enormous ball park (home run fences set back much farther from home plate) might never reach his full potential. The same thing is true in more traditional jobs. with ability—that’s the primary job of recruitment, selection, and training. on Once good people are hired, they need to be motivated to behave in way
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"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.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
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https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
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#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
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:
Contents of Memorandum of Association:
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.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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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
2. RESULTS FROM SURVEY OF LITERATURE
Main areas Changes Reasons
Employment security:
•Incr. with age, except for 20-24 [2003] •Education, dismiss ones with shorter tenures
i. Tenure,
•Similar, flatter in favour of young •PT workers, conc. stockholding
ii. Mobility
Career structure:
•More demand for training •Highly specialised industries, finance and IT
i. Skills,
•Less formal recruitment ceremonies •Breakdown of annual hiring patterns
ii. Corporate culture,
•Scarce managerial positions; •Opportunism, observability, cooperation
iii. Career ladders
↑average age for promotion; breakdown; deal with aging workforce by
↑fast-track promotion motivating younger employees
Compensation
Defined benefits plan defined
i. Incr. complexity of determination of pay;
contribution plan Flattening of age-wage profile;
ii. Seniority- to performance-based Change of incentive from loyalty to personal
wages; rise of individualism reward
Hours of work Decline based on surveys, Pressure for long-hour culture: be noticed, be
but increase in unpaid/unreported work heard, SURVIVE;
hours PRP induced behaviour.
Main empirical changes:
o Age of mandatory retirement increased from 55 to 60
o Flattening of age-wage profile o Less managerial posts held by high-schoolers
o Higher education attainment o Lower employment for middle-school graduates
3. CONCEPTUAL PROBLEMS WITH SURVEYS
Multiple career tracks:
Problems in documenting trends towards specialist careers
Difficulty in distinguishing title between seniority and expertise
Unreported, unpaid long hours are not on record
Complex PRP system implies difficulty in mapping its effect on productivity
Causality issues: age-wage profile and use of payment systems
IMPLICATIONS: X-EFFICIENCY
The weakening of the following X-efficiency values:
Security that encourages investment in supplying firms?
Trust that encourages rapid flow of information?
Emphasis on quality?
4. CONCLUSION: WHY HAS JAPAN CHANGED?
Why is there a decline in employment, change in career
structure and compensation?
Changes in structural constraints:
Prevalence in „Shukko and Tenseki practices‟ =
shock-absorbing mechanisms by using redeployment
to avoid redundancies
Baby boomers reaching middle-age, extension of
retirement age = “age-wage profile”
Results in pressures to reduce employment, thus
weakening traditional „three pillar‟ system
5. FURTHER QUESTIONS
Do we see a shift from organisation-centred to a
market-centred employment system in context of
the „three pillars‟ system?
Why does Rebick conclude that “there has not
been great change in the nature of standard
employment in Japan”? How does this statement
cohere to his findings?
7. HR
Key element in Japanese system was
headquarters HR department
Today Japanese companies are experiencing
pressure to conform to U.S style corporate
governance & to adopt market-oriented
employment practices that would weaken the
corporate HR Function.
Is this actually happening?
8. SURVEY
Survey & analysis of 7 Japanese companies
Looks at companies that are both diversified and
specialised
Looks at companies which are both centralised and
decentralised.
9. CHANGES
Headquarter Reorganisation
In all organisations, efforts to make headquarters smaller, focused and more efficient.
HR not singled out; economic measures made across the board and no disproportionate
negative effect on HR.
Corporate Governance
Reforms undercutting shareholder approach by giving more weight to shareholders and to
finance-driven decisions – weakening central HR in corporate hierarchy.
Trade Unions
Unions are becoming weaker and reducing the perceived relevance of corporate HR
departments.
Employment Practices
Both employment practices and social norms underpinning them are gradually becoming
more market-oriented. Lead to erosion of HR influence in corporation.
10. CONTINUITY
Re-organisation
Despite re-organisation, no divisional HR units – preservation of central HR unit.
Belief in using central HR to realise cross-unit synergies and to sustain a strong
companywide culture that can hold the company‟s diverse pieces together.
Corporate Governance
Recent legal reforms have made permissible a variety of U.S. Style corporate-governance
practices, Japanese companies have changed far less rapidly than the law.
Trade Unions
HR relies heavily on the union as a routine part of the employee relationship despite
eroding of managerial support.
Employment Practices
HR still firmly in command of recruitment.
HR has key role in identifying rising stars.
HR required to handle the practice of shukko and chuto saiyo.
11. CONCLUSION
Corporate governance is changing slowly
Decline in union power has been a long and slow process taking place
outside large companies
Changes in employment practices are nothing more than incremental
changes, and are sometimes nothing more than symbolic changes.
Means that core features of Japanese corporate system are adapted to
changing environment and thereby preserved.
For HR, this means while it has lost power it still occupies a privileged
position.
Organisations in Japan are moving towards a hybrid system – there is
no convergence with the US but emergence of something new.
12. QUESTIONS
Is the Japanese employment system simply
remodelling itself to cope with a changing economic
and demographic environment?
To what extent is employment in Japan converging
on the Anglo-Saxon Model?
![RESULTS FROM SURVEY OF LITERATURE
Main areas Changes Reasons
Employment security:
•Incr. with age, except for 20-24 [2003] •Education, dismiss ones with shorter tenures
i. Tenure,
•Similar, flatter in favour of young •PT workers, conc. stockholding
ii. Mobility
Career structure:
•More demand for training •Highly specialised industries, finance and IT
i. Skills,
•Less formal recruitment ceremonies •Breakdown of annual hiring patterns
ii. Corporate culture,
•Scarce managerial positions; •Opportunism, observability, cooperation
iii. Career ladders
↑average age for promotion; breakdown; deal with aging workforce by
↑fast-track promotion motivating younger employees
Compensation
Defined benefits plan defined
i. Incr. complexity of determination of pay;
contribution plan Flattening of age-wage profile;
ii. Seniority- to performance-based Change of incentive from loyalty to personal
wages; rise of individualism reward
Hours of work Decline based on surveys, Pressure for long-hour culture: be noticed, be
but increase in unpaid/unreported work heard, SURVIVE;
hours PRP induced behaviour.
Main empirical changes:
o Age of mandatory retirement increased from 55 to 60
o Flattening of age-wage profile o Less managerial posts held by high-schoolers
o Higher education attainment o Lower employment for middle-school graduates](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)