PeopleFirm is a consultancy focused on helping clients achieve a competitive advantage through their people. They assess talent management options and design people strategies to improve organizational performance. PeopleFirm offers services in organizational performance, talent management, people strategy, and change management to align a company's human resources with its business strategy.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Building HR Capacity PowerPoint Presentation SlidesSlideTeam
Explore our Building Hr Capacity PowerPoint Presentation Slides. Develop effective HR policies and strategies using human capital capacity building PPT visuals. The HR capacity development PowerPoint complete deck contains slides such as strategic human resource plan framework, HRM plan, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, steps of talent management in an organization, company’s recruitment strategies, recruitment budget, etc. Showcase HR developments with this content ready human resource planning presentation design. With a variety of visual and images, you can create a more engaging presentation for your audience. This allows users to assess current HR capacities and forecast requirements. Besides that, the ready to use human resource capacity development presentation layout is completely customizable. You can add or delete the content from templates. Our team of experts has also included icons for your convenience. Download strategic human resource development PowerPoint templates to develop talent management strategies.
HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.
Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.
Let me have your feedback to enhance it further.
Regards,
Prashant
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Building HR Capacity PowerPoint Presentation SlidesSlideTeam
Explore our Building Hr Capacity PowerPoint Presentation Slides. Develop effective HR policies and strategies using human capital capacity building PPT visuals. The HR capacity development PowerPoint complete deck contains slides such as strategic human resource plan framework, HRM plan, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, steps of talent management in an organization, company’s recruitment strategies, recruitment budget, etc. Showcase HR developments with this content ready human resource planning presentation design. With a variety of visual and images, you can create a more engaging presentation for your audience. This allows users to assess current HR capacities and forecast requirements. Besides that, the ready to use human resource capacity development presentation layout is completely customizable. You can add or delete the content from templates. Our team of experts has also included icons for your convenience. Download strategic human resource development PowerPoint templates to develop talent management strategies.
HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.
Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.
Let me have your feedback to enhance it further.
Regards,
Prashant
Selecting a successful hr (strategy)modules (sample 2012)Mohammed Hammouda
In order to be successful human resources must accomplish a wide range of activities from basic transaction processing to strategic planning.
Delivering an HR impact, requires development of a strategy.
While an infinite number of HR strategies can be formulated, most in use today fall under a relatively small number of models.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
Focus HR management efforts on maximizing personnel transactions and service effectiveness including reduction in personnel spending thus increasing HR team’s service orientation and response time to business needs
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
Process or Practice led HR transformation: insights from trenches ......Browne & Mohan
HR transformation can be pursued by two broad approaches: process or practice. In process led HR transformation, the emphasis is to align the HR process to best-in class benchmark process. In practice led HR transformation the emphasis is on building HR process in an organic evolutionary way. In this presentation, Parjanya and Indu Priya share their insights on how companies can create HR transformation using the two approaches, the frameworks and difference in approaches and what considerations must be borne while choosing any one of these approaches.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
IAMAI-ICRIER report release on July 2015Vijay Singh
IAMAI-ICRIER Latest report on the Impact of APP's on Indian Economy and how to evolve & shape the industry.
The main focus on this discussion is to evolve the APP through proper value chain and regulate the atmosphere, so that it can be a fruitful going forward as well and sustain well. this topic also involved a concern of Jon creation through APP economy, so that it can return back well through direct employment policy.
Selecting a successful hr (strategy)modules (sample 2012)Mohammed Hammouda
In order to be successful human resources must accomplish a wide range of activities from basic transaction processing to strategic planning.
Delivering an HR impact, requires development of a strategy.
While an infinite number of HR strategies can be formulated, most in use today fall under a relatively small number of models.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
Focus HR management efforts on maximizing personnel transactions and service effectiveness including reduction in personnel spending thus increasing HR team’s service orientation and response time to business needs
Achieving High-Impact HR requires a shift to a new level of maturity. Traditional models that focus on service delivery efficiency and cost reduction are important, but now we must move further – from “rationalization” to “optimization” of the entire HR function.
Process or Practice led HR transformation: insights from trenches ......Browne & Mohan
HR transformation can be pursued by two broad approaches: process or practice. In process led HR transformation, the emphasis is to align the HR process to best-in class benchmark process. In practice led HR transformation the emphasis is on building HR process in an organic evolutionary way. In this presentation, Parjanya and Indu Priya share their insights on how companies can create HR transformation using the two approaches, the frameworks and difference in approaches and what considerations must be borne while choosing any one of these approaches.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
IAMAI-ICRIER report release on July 2015Vijay Singh
IAMAI-ICRIER Latest report on the Impact of APP's on Indian Economy and how to evolve & shape the industry.
The main focus on this discussion is to evolve the APP through proper value chain and regulate the atmosphere, so that it can be a fruitful going forward as well and sustain well. this topic also involved a concern of Jon creation through APP economy, so that it can return back well through direct employment policy.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2. PeopleFirm: our focus We’re a consultancy passionate about our singular mission: helping our clients achieve a competitive advantage through their people. Organizational Performance Talent Management People Strategy Change Management
3. PeopleFirm: our focus We assess organizational investment options across all areas related to people and talent management with the goal of selecting the best investment portfolio to drive the organization's strategy. We improve organizational performance using an approach that addresses all aspects of employee engagement and teamwork. Organizational Performance We help companies design and optimize how they manage talent across the full employee lifecycle from entry to exit, and beyond. People Strategy Talent Management We are a leader in designing and leading change management and adoption efforts that lower risks and accelerate results. Change Management
4. introduction to PeopleFirm A woman-owned consulting firm with 3 founding partners: Tamra Chandler: CEO Beth Montag-Schmaltz Marcus Scott Experienced team averaging 12 – 20 years 75% of team hold advanced degrees in organization development, or industrial/organizational psychology, and business
6. every organization is competing in three markets 1 The best Corporate Strategiesdefine an organization’s approach for winning in all three markets. Capital 2 Customers 3 Labor
7. what is a People Strategy? Define, design, and implement a strategic vision for competing in the labor market. Establish a prioritized investment plan in the human side of your organization. The specific goal: Achieving your business strategy.
8. connecting your people strategy to your corporate direction a people strategy defines how to enable a corporations unique business strategy and defines the course of action and focus for HR
9. Differentiation Alignment Optimization Foundations PeopleFirm's People Strategy Framework Alignment Increase the connectedness of your people to your strategic imperatives through improved organizational structures, employee engagement, and enhanced communication, and collaboration. Differentiation Design and implement a portfolio of people investments to further drive your strategic vision and deliver a differentiated experience for your people and your customers Effectiveness Foundations Ensure core Talent Management systems and processes are in place to support effective management of the employee lifecycle. Optimization Improve business and talent related decisions, optimize resource usage and enhance your employee’s careers and experiences. Efficiency
10. there is not one right path, just the best path for your organization The journey that defines an organization’s culture, employee experiences, talent and HR process and tools will be unique. The key question is -- Will your path be planned or reactionary? PeopleFirm has the tools to help you plan a path that aligns with your corporate strategy and fits your financial and resource capabilities. Alignment Differentiation Effectiveness Foundation Optimization Efficiency
11. Measure your organization against talent management best practices. Identify your highest returning talent management opportunities. Support key decisions including technology and resource investments. Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle. Alignment Differentiation Effectiveness Foundation Optimization Measuring along the x-axis Efficiency how do you score against best practices? how should you? how do you get there?
12. Measure your organization against Organizational Performance best practices. Identify the highest returning opportunities to increase your team’s performance. Build a roadmap to drive improved organizational performance across the enterprise. Differentiation Alignment Effectiveness Optimization Foundation Efficiency how do you score against best practices? how should you? how do you get there? Measuring along the y-axis
13. Your People = Your Business Organizational Performance
14. organizational performance: helping you build a high performance teams Measure your organization against Organizational Performance best practices. Identify the highest returning opportunities to increase your team’s performance. Build a roadmap to drive improved organizational performance across the enterprise. Differentiation Alignment Effectiveness Optimization Foundation Measuring along the y-axis Efficiency
15. common challenges or needs related to building high performance teams We are experiencing high turnover We need one culture, but we have a history of acquisitions The majority of our professionals will be retiringin 5-10 years We can’t seem to make decisions and executein our organization We need higherproductivity– and we can’t afford more people We want to become a “Best Places to Work” to attract and retain talent We need more collaboration and innovation to compete We want stronger employee engagement, but where do we begin? Our people question our leaders commitment to key initiatives or our organizational values
16. engaging employees is not just nice… it’s a business imperative Employee engagement is the extent to which employees are committed to, believe in and support the company’s values, feel pride in working for their employer, and are motivated to go the extra mile.
17. we build customized approaches based on your organization's unique needs
19. Measure your organization against talent management best practices. Identify your highest returning talent management opportunities. Support key decisions including technology and resource investments. Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle. Alignment Differentiation Effectiveness Foundation Optimization Measuring along the x-axis Efficiency talent management: making informed investment decisions in process and tools
20. status of talent management Common challenges for many organizations today: Unclear priorities Siloed or decentralized efforts Too many tools or divergent technologies Lack of standards / poor data consistency Weak integration Complexity from acquisitions or rapid growth Does your organization have an integrated talent management strategy?
23. talent management from the employee lifecycle & the architectural perspectives PF Employee Lifecycle PF Talent Management Architecture Our view ensures inclusion of all elements of the lifecycle for true process definition and also incorporates: Workforce Talent Inventory Competencies and Skills, Experiences & Aspirations Environmental Factors Strategy, Leadership, Culture, Knowledge
24. our talent management offerings TM Foundation Assessment – assess the current state, evaluate best practices, and determine the optimal path to drive value your talent strategy. Tool Selection – define requirements, evaluate available applications and tools, determine the best solution to meet your organizations needs, and plan the implementation of your talent solution. Process Design –design future state processes to support your desired employee experience. Systems Implementation –configure, test. and deploy your talent management systems. Value Enhancement – tune up and optimize the value you receive from your talent management tools and processes.
27. how do we move peoplefrom awareness to ability? awareness access build an understanding of the business rationale and industry drivers build confidence in strategic decisions driving change begin honestly communicating how people will be impacted access adopt help them envision future possibilities and opportunities for themselves, their team, and colleagues share implications of job impact and define new skills required for future success help people “see” the new process flows or systems –visualize the changes from current to future adopt benefits teach new ways to work: processes; systems; and role changes let people take time to apply new skills and processes -- “work-out” the kinks encourage sharing of lessons learned -- seek and listen to feedback adjust and continuously improve new processes & systems
28. our approach: practical, holistic, responsive, fluid Assess How big is the change? Who is impacted and how? How much resistance is anticipated? Is the organization ready for change? How much investment is necessary? Approach Impacts on jobs and the organization Adoption of new norms and behaviors Learning of new tools and processes Customizes activities to the needs of different stakeholder groups Engages the organization’s leaders and key influencers in the change process Apply Execution of customized workplan Measurement via Adoption & Health Scorecard PeopleFirm’s ACE Methodology
29. our approach:PeopleFirm’s 5 core change disciplines The PeopleFirm methodology includes 5 core change disciplines in addressing organization adoption. Our approach applies the right tools and practices from each of these disciplines to address your unique adoption challenges. . Measure Value Measure adoption success throughout the transition, and help capture the full impact of the changes well past completion. Align Organization Identify impacts to the current organization and develop customized solutions to manage restructuring, roles and responsibility changes, and skill gaps while building the infrastructure for sustainable change. Engage Leadership Arm leaders with the tools and resources to effectively guide their teams through transition. Prepare management teams to actively lead change. Prepare Stakeholders Educate the organization on new processes and technologies to develop the knowledge, skills, and behaviors necessary to enable individuals to successfully perform in the future. Connect People Connect the right people at the right time delivering compelling messages that engage people to ‘answer the call’ for change.
30. our appraoch:best practices Engage Leadership Prepare Stakeholders Connect People Measure Value Align Organization Integrate commitments in leader and middle management review cycles and publically publish Ensure change effort is tied directly to top business priorities Move high impact stakeholders through the change curve before training begins Translate the business case in a way that is compelling to stakeholders (WWIFM) Assess change health at regular intervals to ensure stakeholders re moving along the curve as intended Involve high impacted leaders and middle managers throughout the entire lifecycle of the project Align priorities, structure, processes, job roles and performance to successfully enable the change Equip stakeholders with the right tools, skills and motivators perform in the future state Create high-touch communication messages from top-level , direct-line supervisors and peers Incorporate change health statistics in project management scorecards
31. Tamra Chandler e mtc@peoplefirm.como206.462.6463 c 206.399.8701 Beth Montag-Schmaltz e bethms@peoplefirm.com o 206.462.6463 c425.591.3400 Thank You! www.peoplefirm.com Your People = Your Business
Editor's Notes
A People Strategy is the translation of a business strategy into a roadmap for implementing organizational and people investment priorities.A People Strategy will create value and drive differentiation.A People Strategy provides the framework for creating talent management initiatives to increase employee engagement and deliver improved financial results.A People Strategy is specific to the needs of a business.A People Strategy evaluates trade-offs and requires specific investment choices.A People Strategy is a multi-year roadmap jointly owned by HR and business leaders.
