The document provides information about Taylored Assessments and their business diagnostic and insights services. It discusses what makes a good diagnostic insightful and accurate, highlights what makes Taylored Assessments different, and outlines the benefits their diagnostics provide to clients in identifying weaknesses, focusing resources, and increasing profitability. It also describes the Winning Insights diagnostic process which involves an online survey and results in a comprehensive report identifying challenges, opportunities, and priorities.
HR Driving the Business of the BusinessAnil Saxena
This is a presentation built around a session I lead. The purpose of this session is to support the movement that HR is a unique position to be a primal force in driving organizational performance:
o Increasing Market-share
o Driving customer loyalty
o Enabling positive public perception
o and so much more
“The senior HR executive [needs to be] a business person first and an HR leader second. They need to decipher and deliver.” - Claude Balthazard and Susan Robinson
Senior HR leaders drive and create the nexus of the where the business and the only resource that appreciates meet, its people.
But how does that happen? How does all of HR become an integral tool to drive overall organizational performance in measures that matter to business leaders - increased revenue, increased sales per customer, lower customer acquisition costs, and all the other measures that senior leaders make decisions based upon?
By leading the effort to become a Culture of Performance.
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
How can HR move the needle for the business?
The competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. Companies have never had a greater need to understand with precision what it takes to recruit, retain, and motivate employees. As a result, never before has HR had such an opportunity to move the needle for the business it supports.
As highlighted in a recent Harvard Business Review paper, HR Joins the Analytics Revolution, “a growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits.” But what does this “datafication of HR” mean for the HR Business Partner and Practitioner?
View the full webinar recording here:
http://www.visier.com/lp/hr-can-move-the-needle-for-business/
Way before anyone began using the term BIG to describe data, Human Resources professionals had been using HR Metrics. So why is Big Data such a Big Deal? In this session, we will discuss HR Metrics, Big Data and HR Analytics.
We’ll uncover the real reasons you really need HR Analytics and dissect a few myths that could be holding you back from making the shift. We will then take a tactical approach diving into some practical tips and best practices on how you can get your organization up and running with HR analytics.
A storytelling session, exemplified through data, will cover everything from a talent strategy overhaul, to implementing emerging technologies, and how to tenaciously keep shaking things up - even when things don't go as planned.
Practical tips to start using predictive HR analytics in your organization.
Creating a distinction between HR Metrics, Big Data and Analytics.
Big Data progression and how this can affect your department.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
In the last decade, talent management has become not just a buzzword but also a critical part of most organization’s human resources strategies. And the demands placed today on the talent management function are greater than ever before: 93 percent of CEOs say “they recognize the need to make a change, or are already changing, their strategy for attracting and retaining talent,” according to PricewaterhouseCooper’s 17th Annual Global CEO Survey. However, success in talent management is no longer about implementing new systems and processes. Join workforce intelligence expert Ian Cook as he discusses how talent management leaders and practitioners can leverage workforce intelligence to:
Make recruiting more efficient and effective, resulting in more top performers.
Predict resignations and take proactive action to retain top performers.
Understand how leaders and critical skillsets have developed within their organization.
Ensure they have strong succession pipelines to meet future needs.
Ensure they are paying for performance.
In this webinar, Cook will discuss:
The evolution of talent management.
The definition of workforce intelligence.
Examples of workforce intelligence for
Recruiting
Retention
Performance Management
Succession Planning
Compensation
This document outlines an agenda for a presentation on making workforce analytics initiatives stick. The presentation covers establishing a business case for workforce analytics, common roadblocks and challenges, and strategies for ensuring initiatives have lasting impact. It recommends aligning analytics with business strategy, conducting executive-level reporting that dollarizes metrics, developing a strategic communication plan, prioritizing quick wins, and piloting programs.
This document discusses HR analytics and workforce analytics. It provides an overview of the history and current state of HR analytics. Some key uses of HR analytics include problem solving, decision making, and improving HR process efficiency. The document outlines various HR activities that can be analyzed, such as reporting, benchmarking, and predictive analysis. It emphasizes that HR analytics should focus on relevant metrics and provide context to be most useful. Overall, the document promotes the use of workforce analytics to gain insights that can provide competitive advantages and more effective organizational functioning.
HR Driving the Business of the BusinessAnil Saxena
This is a presentation built around a session I lead. The purpose of this session is to support the movement that HR is a unique position to be a primal force in driving organizational performance:
o Increasing Market-share
o Driving customer loyalty
o Enabling positive public perception
o and so much more
“The senior HR executive [needs to be] a business person first and an HR leader second. They need to decipher and deliver.” - Claude Balthazard and Susan Robinson
Senior HR leaders drive and create the nexus of the where the business and the only resource that appreciates meet, its people.
But how does that happen? How does all of HR become an integral tool to drive overall organizational performance in measures that matter to business leaders - increased revenue, increased sales per customer, lower customer acquisition costs, and all the other measures that senior leaders make decisions based upon?
By leading the effort to become a Culture of Performance.
Get your Insider’s Guide to Workforce Analytics. Learn the definitions of key terms, see examples of metrics and analytics, and discover how to measure your company’s workforce analytics maturity. Plus, learn about common approaches to workforce analytics and hear case studies of analytics in action.
How can HR move the needle for the business?
The competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. Companies have never had a greater need to understand with precision what it takes to recruit, retain, and motivate employees. As a result, never before has HR had such an opportunity to move the needle for the business it supports.
As highlighted in a recent Harvard Business Review paper, HR Joins the Analytics Revolution, “a growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits.” But what does this “datafication of HR” mean for the HR Business Partner and Practitioner?
View the full webinar recording here:
http://www.visier.com/lp/hr-can-move-the-needle-for-business/
Way before anyone began using the term BIG to describe data, Human Resources professionals had been using HR Metrics. So why is Big Data such a Big Deal? In this session, we will discuss HR Metrics, Big Data and HR Analytics.
We’ll uncover the real reasons you really need HR Analytics and dissect a few myths that could be holding you back from making the shift. We will then take a tactical approach diving into some practical tips and best practices on how you can get your organization up and running with HR analytics.
A storytelling session, exemplified through data, will cover everything from a talent strategy overhaul, to implementing emerging technologies, and how to tenaciously keep shaking things up - even when things don't go as planned.
Practical tips to start using predictive HR analytics in your organization.
Creating a distinction between HR Metrics, Big Data and Analytics.
Big Data progression and how this can affect your department.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
In the last decade, talent management has become not just a buzzword but also a critical part of most organization’s human resources strategies. And the demands placed today on the talent management function are greater than ever before: 93 percent of CEOs say “they recognize the need to make a change, or are already changing, their strategy for attracting and retaining talent,” according to PricewaterhouseCooper’s 17th Annual Global CEO Survey. However, success in talent management is no longer about implementing new systems and processes. Join workforce intelligence expert Ian Cook as he discusses how talent management leaders and practitioners can leverage workforce intelligence to:
Make recruiting more efficient and effective, resulting in more top performers.
Predict resignations and take proactive action to retain top performers.
Understand how leaders and critical skillsets have developed within their organization.
Ensure they have strong succession pipelines to meet future needs.
Ensure they are paying for performance.
In this webinar, Cook will discuss:
The evolution of talent management.
The definition of workforce intelligence.
Examples of workforce intelligence for
Recruiting
Retention
Performance Management
Succession Planning
Compensation
This document outlines an agenda for a presentation on making workforce analytics initiatives stick. The presentation covers establishing a business case for workforce analytics, common roadblocks and challenges, and strategies for ensuring initiatives have lasting impact. It recommends aligning analytics with business strategy, conducting executive-level reporting that dollarizes metrics, developing a strategic communication plan, prioritizing quick wins, and piloting programs.
This document discusses HR analytics and workforce analytics. It provides an overview of the history and current state of HR analytics. Some key uses of HR analytics include problem solving, decision making, and improving HR process efficiency. The document outlines various HR activities that can be analyzed, such as reporting, benchmarking, and predictive analysis. It emphasizes that HR analytics should focus on relevant metrics and provide context to be most useful. Overall, the document promotes the use of workforce analytics to gain insights that can provide competitive advantages and more effective organizational functioning.
Introduction to hr metrics and workforce AnalyticsAli Zeeshan
This webinar discusses introducing HR metrics and workforce analytics. It begins with an overview of the presenter's background and qualifications. It then discusses the differences between HR analytics, which focuses on improving HR, and workforce analytics, which focuses on improving business performance. The webinar stresses gathering data and understanding the business context to link human capital measures to business strategies and goals. It provides examples of metrics and how to analyze them at different levels to improve efficiency, effectiveness and business impact. The webinar concludes with emphasizing understanding the business, aligning HR activities with priorities, evaluating results, and communicating value.
The document discusses using visualization tools to better analyze and understand human resources (HR) analytics data. It argues that traditional dashboards using charts and graphs are insufficient and do not provide meaningful insights. New visualization methods like radar charts can help instantly communicate information and context in a way that is easier to understand. The document provides examples of how visualizing competency, attrition, and employee feedback data in novel ways can help HR strategize and make more informed decisions.
Nulearn provides an Opportunity to get Hr analytics certification from IIM Rohtak under India's Top faculties. Get Industry interactions, end term projects and more.
The document discusses a conference on leveraging HR analytics to drive return on human capital investments. It provides an overview of the conference agenda which includes sessions on building a talent analytics function, translating HR data into business metrics, and using predictive analytics to forecast talent needs. A keynote speech by an expert from Credit Suisse will focus on using predictive analytics to model and reduce employee turnover. The goal of the conference is to help attendees develop strategic workforce analytics capabilities to improve business performance.
The document discusses the growing importance of HR analytics and tools. It notes that HR analytics can help identify opportunities for HR impact, support organizational strategic planning, prioritize HR investments, demonstrate the bottom-line impact of HR practices, and help managers make better workforce decisions. Additionally, the document outlines how HR analytics and tools are transitioning from functional performance metrics to more predictive strategic measures. It provides examples of analytics areas like retention, training, talent acquisition, and strategic workforce planning tools that organizations can use.
Measuring Employee Performance with HR Analytics - HRMATTHRMATT
- The document discusses the importance of measuring HR's effectiveness and developing HR analytics.
- It emphasizes defining the purpose of an HR scorecard and identifying key performance indicators relevant to the audience.
- The document also stresses leveraging technology to create and maintain scorecards, as well as effectively communicating HR's impact through metrics and storytelling.
This document discusses how workforce analytics can help transform today's workforce to meet future needs. It emphasizes that effective talent management requires using data and analytics to understand employees and predict needs. Workforce analytics can help with recruiting, retention, and strategic planning. The document recommends establishing a single source of truth for employee data and using predictive analytics to flag issues and optimize workforce performance. Overall, it argues that analytics are crucial for high-performing talent management.
McKinsey on Organization CHROs and talent managementPeter Allen
This document discusses the future of performance management in organizations. It begins by noting that traditional annual performance evaluations are widely disliked but still commonly used. It then outlines some emerging trends in how top companies are rethinking performance management, such as focusing only on top and low performers rather than trying to differentiate average ones, providing continuous feedback instead of annual reviews, and basing compensation more on team performance and skills development than individual ratings. The document suggests the changes signal performance management practices are overdue for an update to better suit modern job roles and business needs.
Maximizing Your Return on Investment from HR Analytics.
Building a foundation – what data do you have to get key analytics?
Building insight – how do you get key insights that are most relevant for decision making?
Building a process – how do you ensure that your analytics can provide continual insight?
- Build & Establish a HR Analytics Center Of Excellence to Integrate HR & the Business
Get in Touch - Info@rollingarrays.com
>Schedule an HR Analysis Session: http://www.rollingarrays.com/schedule-free-hr-consultation/
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
This document outlines the framework and process for project management. It discusses the key stages in a project cycle including situation analysis, priority appraisal, strategy formulation, goal and objective setting, implementation, monitoring and evaluation. For each stage, it provides questions to consider. It then describes the steps to conduct a thorough situation analysis: identify the problem, develop a problem statement and vision, conduct a desk review of existing literature, and collect additional data through stakeholder engagement. The outcome of a situation analysis is a clear understanding of the current situation and a shared vision for the desired outcome of the project.
Human capital analytics can drive better decision-making for human capital management. Analytics links employee survey data and other human capital metrics to business outcomes through statistical analysis to identify the key human drivers of performance. A four step process involves asking the right survey questions, statistically analyzing the links between human factors and outcomes, identifying areas for improvement, and creating insightful reports to catalyze change. Companies that effectively use analytics in this way tend to outperform competitors that rely only on intuition for human capital management.
This document discusses how human resource (HR) practices can impact organizational intangible assets and shareholder value. It argues that HR is increasingly important for business success and sustainability due to factors like competition, globalization, and talent shortage. Investing in HR practices can increase employee commitment, customer commitment, and profitability. However, the real value created by HR is often intangible, such as organizational culture, identity, reputation, and brand. The document proposes a framework for HR professionals to create "people intangibles" by focusing on keeping promises, developing a compelling strategy, building core competencies, and developing organizational capabilities like talent, speed of change, shared mindset, accountability, collaboration, learning, and leadership
HR Transformation: A High-level IntroductionThe RBL Group
HR’s potential contribution to overall business goals is traditionally overlooked. Break the traditional view of HR by changing both the form and the function.
This Slideshare explains how to transform the HR department into a value-adding player so that it can deliver on promises made to customers, investors, and other stakeholders. How can your HR department more fully contribute to the bottom line?
CEOs expect HR to execute core HR processes like payroll and recruitment effectively but see this as a basic requirement, not the focus. More importantly, CEOs want HR to support the business strategy by building organizational capability, culture, and talent. CEOs view the HR Director as a corporate leader who should actively contribute to strategic decisions and challenge the leadership team on people issues, not just handle HR matters. However, some CEOs note that HR is often preoccupied with operational tasks and not engaged at the strategic level. For HR to be truly valued, CEOs emphasize the HR Director must operate as an integral part of the leadership team focused on business success, not just lead the HR function.
Presentation by Chandrasekhar AB at Kshitij 2014 on 17 Aug 2014.
XIMAHR - The HR Association of XIMB organised national level HR summit on the topic: "HR Analytics - The Next Frontier for Workplace Transformation".Eminent speakers and industry experts took part in this discussion.”
The panel consisted of:
1.Ms.Subhashini Acharya, Senior Manager- OD,SABMILLER INDIA LMT
2.Mr.Ravendra Mishra, Head-Human Capital, Garware Wall Ropes
3.Mr.Badrinath AD, Senior Manager, Human Resources,Wipro BPO
4.Mr.Chandrashekhar AB,Assistant Vice President, Human Resources, EXL Service
The speakers talked about the evolving role of an HR from a Caretaker to a Partner to becoming the Thought Leader. They explained about Elton Mayo’s Hawthorne Experiments and how HR has been evolving Data Solutions by years. They also discussed how People Dimension affects Business Goals.
This document summarizes a webinar from Drivestream Academy about implementing Oracle Business Intelligence HCM Analytics using Oracle Business Intelligence Applications (OBIA). The webinar covered key HR challenges, how HR analytics differs from standard PeopleSoft reporting, the benefits of using OBIA for HR analytics, typical workflow, demo of OBIA, technical architecture, and Drivestream's implementation methodology. Drivestream is a consulting firm that specializes in PeopleSoft implementations and information management including business intelligence.
The document provides autobiographical information about Blake, including his birthday, age, where he is from, and hobbies. It describes a typical school day for Blake and things he enjoys like baseball, basketball, and football. The document also outlines Blake's participation in a food drive to help stock a local pantry and his wish to help feed the hungry and give shelter to the poor.
Introduction to hr metrics and workforce AnalyticsAli Zeeshan
This webinar discusses introducing HR metrics and workforce analytics. It begins with an overview of the presenter's background and qualifications. It then discusses the differences between HR analytics, which focuses on improving HR, and workforce analytics, which focuses on improving business performance. The webinar stresses gathering data and understanding the business context to link human capital measures to business strategies and goals. It provides examples of metrics and how to analyze them at different levels to improve efficiency, effectiveness and business impact. The webinar concludes with emphasizing understanding the business, aligning HR activities with priorities, evaluating results, and communicating value.
The document discusses using visualization tools to better analyze and understand human resources (HR) analytics data. It argues that traditional dashboards using charts and graphs are insufficient and do not provide meaningful insights. New visualization methods like radar charts can help instantly communicate information and context in a way that is easier to understand. The document provides examples of how visualizing competency, attrition, and employee feedback data in novel ways can help HR strategize and make more informed decisions.
Nulearn provides an Opportunity to get Hr analytics certification from IIM Rohtak under India's Top faculties. Get Industry interactions, end term projects and more.
The document discusses a conference on leveraging HR analytics to drive return on human capital investments. It provides an overview of the conference agenda which includes sessions on building a talent analytics function, translating HR data into business metrics, and using predictive analytics to forecast talent needs. A keynote speech by an expert from Credit Suisse will focus on using predictive analytics to model and reduce employee turnover. The goal of the conference is to help attendees develop strategic workforce analytics capabilities to improve business performance.
The document discusses the growing importance of HR analytics and tools. It notes that HR analytics can help identify opportunities for HR impact, support organizational strategic planning, prioritize HR investments, demonstrate the bottom-line impact of HR practices, and help managers make better workforce decisions. Additionally, the document outlines how HR analytics and tools are transitioning from functional performance metrics to more predictive strategic measures. It provides examples of analytics areas like retention, training, talent acquisition, and strategic workforce planning tools that organizations can use.
Measuring Employee Performance with HR Analytics - HRMATTHRMATT
- The document discusses the importance of measuring HR's effectiveness and developing HR analytics.
- It emphasizes defining the purpose of an HR scorecard and identifying key performance indicators relevant to the audience.
- The document also stresses leveraging technology to create and maintain scorecards, as well as effectively communicating HR's impact through metrics and storytelling.
This document discusses how workforce analytics can help transform today's workforce to meet future needs. It emphasizes that effective talent management requires using data and analytics to understand employees and predict needs. Workforce analytics can help with recruiting, retention, and strategic planning. The document recommends establishing a single source of truth for employee data and using predictive analytics to flag issues and optimize workforce performance. Overall, it argues that analytics are crucial for high-performing talent management.
McKinsey on Organization CHROs and talent managementPeter Allen
This document discusses the future of performance management in organizations. It begins by noting that traditional annual performance evaluations are widely disliked but still commonly used. It then outlines some emerging trends in how top companies are rethinking performance management, such as focusing only on top and low performers rather than trying to differentiate average ones, providing continuous feedback instead of annual reviews, and basing compensation more on team performance and skills development than individual ratings. The document suggests the changes signal performance management practices are overdue for an update to better suit modern job roles and business needs.
Maximizing Your Return on Investment from HR Analytics.
Building a foundation – what data do you have to get key analytics?
Building insight – how do you get key insights that are most relevant for decision making?
Building a process – how do you ensure that your analytics can provide continual insight?
- Build & Establish a HR Analytics Center Of Excellence to Integrate HR & the Business
Get in Touch - Info@rollingarrays.com
>Schedule an HR Analysis Session: http://www.rollingarrays.com/schedule-free-hr-consultation/
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
This document outlines the framework and process for project management. It discusses the key stages in a project cycle including situation analysis, priority appraisal, strategy formulation, goal and objective setting, implementation, monitoring and evaluation. For each stage, it provides questions to consider. It then describes the steps to conduct a thorough situation analysis: identify the problem, develop a problem statement and vision, conduct a desk review of existing literature, and collect additional data through stakeholder engagement. The outcome of a situation analysis is a clear understanding of the current situation and a shared vision for the desired outcome of the project.
Human capital analytics can drive better decision-making for human capital management. Analytics links employee survey data and other human capital metrics to business outcomes through statistical analysis to identify the key human drivers of performance. A four step process involves asking the right survey questions, statistically analyzing the links between human factors and outcomes, identifying areas for improvement, and creating insightful reports to catalyze change. Companies that effectively use analytics in this way tend to outperform competitors that rely only on intuition for human capital management.
This document discusses how human resource (HR) practices can impact organizational intangible assets and shareholder value. It argues that HR is increasingly important for business success and sustainability due to factors like competition, globalization, and talent shortage. Investing in HR practices can increase employee commitment, customer commitment, and profitability. However, the real value created by HR is often intangible, such as organizational culture, identity, reputation, and brand. The document proposes a framework for HR professionals to create "people intangibles" by focusing on keeping promises, developing a compelling strategy, building core competencies, and developing organizational capabilities like talent, speed of change, shared mindset, accountability, collaboration, learning, and leadership
HR Transformation: A High-level IntroductionThe RBL Group
HR’s potential contribution to overall business goals is traditionally overlooked. Break the traditional view of HR by changing both the form and the function.
This Slideshare explains how to transform the HR department into a value-adding player so that it can deliver on promises made to customers, investors, and other stakeholders. How can your HR department more fully contribute to the bottom line?
CEOs expect HR to execute core HR processes like payroll and recruitment effectively but see this as a basic requirement, not the focus. More importantly, CEOs want HR to support the business strategy by building organizational capability, culture, and talent. CEOs view the HR Director as a corporate leader who should actively contribute to strategic decisions and challenge the leadership team on people issues, not just handle HR matters. However, some CEOs note that HR is often preoccupied with operational tasks and not engaged at the strategic level. For HR to be truly valued, CEOs emphasize the HR Director must operate as an integral part of the leadership team focused on business success, not just lead the HR function.
Presentation by Chandrasekhar AB at Kshitij 2014 on 17 Aug 2014.
XIMAHR - The HR Association of XIMB organised national level HR summit on the topic: "HR Analytics - The Next Frontier for Workplace Transformation".Eminent speakers and industry experts took part in this discussion.”
The panel consisted of:
1.Ms.Subhashini Acharya, Senior Manager- OD,SABMILLER INDIA LMT
2.Mr.Ravendra Mishra, Head-Human Capital, Garware Wall Ropes
3.Mr.Badrinath AD, Senior Manager, Human Resources,Wipro BPO
4.Mr.Chandrashekhar AB,Assistant Vice President, Human Resources, EXL Service
The speakers talked about the evolving role of an HR from a Caretaker to a Partner to becoming the Thought Leader. They explained about Elton Mayo’s Hawthorne Experiments and how HR has been evolving Data Solutions by years. They also discussed how People Dimension affects Business Goals.
This document summarizes a webinar from Drivestream Academy about implementing Oracle Business Intelligence HCM Analytics using Oracle Business Intelligence Applications (OBIA). The webinar covered key HR challenges, how HR analytics differs from standard PeopleSoft reporting, the benefits of using OBIA for HR analytics, typical workflow, demo of OBIA, technical architecture, and Drivestream's implementation methodology. Drivestream is a consulting firm that specializes in PeopleSoft implementations and information management including business intelligence.
The document provides autobiographical information about Blake, including his birthday, age, where he is from, and hobbies. It describes a typical school day for Blake and things he enjoys like baseball, basketball, and football. The document also outlines Blake's participation in a food drive to help stock a local pantry and his wish to help feed the hungry and give shelter to the poor.
This research report presents a methodology for developing families of business information systems. The methodology aims to improve the design of business families for service-oriented architectures. The report introduces the concept of business family engineering and describes a software process for developing business families. It defines how to model variability in business families using feature models and how to design the domain and choreographies of business families. The goal is to provide a holistic approach for systematically developing multiple business information systems that share common processes and functionalities.
The document summarizes a business assessment tool that identifies performance gaps. The tool is an online survey with questions about business practices rated on importance and current performance. Upon completion, it generates a personalized report showing where to focus future development. The report highlights "hot spots" or main performance gaps to improve business success through better people management and development. The assessment is designed to help any organization serious about empowering people through fact-based knowledge.
Marketing presentation sunderland uni - 17 feb 2010Wendy Taylor
Wendy Taylor, a marketing director, gave a presentation on strategic and practical marketing through social networking. She discussed key aspects of marketing frameworks, strategies, customers, products/services, resources, activities, and brands. She explained the importance of networking and different social networking platforms like LinkedIn, Facebook, and Twitter. Taylor advocated for "pull marketing" through relationship building and discussed best practices for social networking and bringing all marketing efforts together cohesively. The presentation provided an overview of fundamental marketing concepts and how to leverage social networking strategically.
The author visits her daughter and is taken to see a large daffodil garden planted by a single woman over many years. She is inspired by the woman's perseverance in planting one bulb at a time, creating something beautiful through small daily efforts over decades. The author realizes she too can accomplish great things by working incrementally each day towards her goals, rather than waiting for some future time. She is motivated to make the most of the present and start pursuing her dreams.
This document discusses an approach to visualizing and analyzing variability in the execution time of business processes based on product lines. The approach defines business processes using products, allowing for higher-level questions and visualizations. It presents a conceptual framework for researching the analysis of business process definitions through timing diagrams and visualization versus analysis. The goal is to visualize and analyze business process definitions to understand variability from inclusion and exclusion of subprocesses in different contexts.
The document proposes an approach called Business Family Engineering (BFE) to help companies adapt their IT infrastructure and business processes to changing market conditions. BFE treats related businesses as a product line to facilitate reuse of common processes. It describes Process Family Engineering as an initial step to manage variant-rich business processes. BFE then builds on this by treating groups of related businesses as evolving systems within a single product line. The approach aims to allow companies to reuse processes across multiple businesses and adapt them over time more efficiently.
Este documento describe los desafíos de gestionar múltiples versiones de procesos de negocio similares entre organizaciones y cómo un enfoque basado en líneas de producto de software puede ayudar a abordar esto a través de la reutilización, reduciendo costos y tiempos y garantizando la calidad y gestión de la variabilidad. Se propone definir una metodología de desarrollo guiada por procesos de negocio basada en la ingeniería de dominios y líneas de producto de software.
Marketing on a shoestring blyth valley forumWendy Taylor
Marketing on a shoestring involves using systems to store and access customer information, target the right audiences, and automate marketing communications. It is important to build relationships through networking events and regular contact with clients to strengthen the brand and encourage referrals. Maintaining loyal customers through ongoing contact and support is also key, as it is easier to sell more to existing clients than find new ones.
This document is a thesis project submitted by Ildefonso Montero Pérez to the University of Sevilla for the degree of PhD in Computer Engineering. The thesis aims to provide a methodological framework to obtain the core architecture of business information system families in order to maximize reuse and manage variability in process definitions across different business units of an organization. The framework is meant to address current issues where different versions of business processes are not systematically linked to the original core processes, leading to problems in maintenance and inaccurate execution of business strategies. The thesis will validate the proposed framework through a case study.
TIC Magazine est le premier magazine marocain francophone dédié aux Technologies de l’Information et la communication, destiné aux professionnels du secteur au Maroc
Plus d'infos sur http://www.ticmagazine.net
Stratégie de contenu, Brand content, content marketing : Une introductionLise Bissonnette Janody
Stratégie de contenu, brand content, content marketing : trois termes qui se ressemble, qu'on utilise souvent de manière interchangeable, qui sont effectivement liés...mais pas tout à fait les mêmes. Alors, de quoi parle-t-on quand on parle de stratégie de contenu? De content marketing ou de brand content? C'est le sujet de cette présentation, que j'ai préparée pour le premier Content Strategy Meetup à Toulouse.
It is difficult to objectively evaluate if a company will be a winner or not. Interviews, financial analysis and business plans are not enough anymore to guarantee a successful investment.
The solution is to go from subjective to objective measures.
This report measures 2 key elements in a objective way:
- Scalability of the business.
- Ability to deliver innovation consistently.
This is based on a database of several thousand companies and 4 years of research. The results that follow are compared against this research database.
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years.In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
This document discusses leadership and management practices in small and medium-sized enterprises (SMEs) and their relationship to firm growth. It notes that many SMEs have poor management practices that contribute to a "long tail" of underperforming firms. While external factors play a role, internal leadership and the decisions made by managers greatly influence practices and performance. Certain practices like continuous improvement, market orientation and human resource management can enable growth when matched to strategy and the capabilities of managers. The document examines different data sources that could provide insights into how SME managers exercise leadership and make decisions that move their firms towards better performance.
The document discusses the benefits organizations have experienced after implementing Lean principles and practices. The top 10 benefits reported are: managing team and process complexity, more efficient business processes, better management of changing priorities, better project visibility at the team level, increased team productivity, reduced lead time, increased team morale, improved visibility to stakeholders, reduced costs, and predictable delivery of customer value. Over 90% of surveyed teams reported moderate to significant improvements in project success after adopting Lean.
[DSC MENA 24] Ahmed_Refaay_- Where to Start Your Data Analytics Journey.pptxDataScienceConferenc1
The world of data analytics is booming, offering exciting opportunities to those who can unlock the power of information. This talk will equip you with a roadmap to kickstart your data analytics journey. We'll explore three key areas to empower your beginning: Business Acumen: Gaining a business understanding is crucial. We'll discuss how to translate business problems into data-driven solutions, ensuring your analysis is relevant and impactful. Six Sigma Foundations: This problem-solving methodology can be a valuable asset. We'll delve into the basic principles of Six Sigma and how they can improve your data analysis approach, leading to more efficient and accurate insights. Data Analytics Fundamentals: We'll introduce essential data analysis concepts like data wrangling, visualization, and basic statistics. Understanding these fundamentals will equip you to handle and interpret data effectively. By combining business acumen, Six Sigma principles, and foundational data analysis skills, you'll be well-positioned to embark on a rewarding data analytics journey. This talk will provide a clear starting point and ignite your curiosity to explore this dynamic field further. at the end we shall share some business cases from our success stories.
How to ditch objectives (and find a simpler way to manage performance)Hedda Bird
What to do when the CEO says 'DON'T waste time setting goals' and 'DO manage performance'. This innovative case study explores a powerful alternative to traditional objectives.
1) Organizations are seeking ways to improve business performance and maximize productivity while reducing costs in uncertain economic times.
2) The document discusses how organizations can leverage existing data and business information stored in databases to better understand business performance, make more informed decisions, and align actions with objectives.
3) CMLgroup provides business performance management solutions using metrics, scorecards, dashboards and reporting to help organizations monitor, analyze, and plan performance across different levels.
Workforce Intelligence: How HR Can Make Data-Driven Decisions That Move the N...Human Capital Media
The idea of data-driven HR has been a top topic and trend for several years now, yet the vast majority of HR organizations are still underserved with insights. While many organizations are thinking about workforce analytics, few have truly put them to work. Indeed, as Josh Bersin of Bersin by Deloitte aptly described, most HR organizations are “stuck in neutral” with workforce analytics, unsure how to get started with this complex topic.
How can you get out of neutral with workforce analytics? How can you and your organization overcome the data hurdles and technical complexity -- despite having little or no experience in analytics? How can you get to workforce insights that will help you understand with precision what it takes to recruit, retain, and motivate the best workforce -- and drive measurable business outcomes?
In this webinar, analytics expert Ian Cook will provide direct examples of you can take to:
Improve recruitment success and more efficiently find expertise needed at the right time for the best price.
Retain star performers more cost effectively.
Connect employee engagement to business outcomes.
Decode workforce planning and understand the “cost” side of the workforce.
The document discusses SCORE, a non-profit organization that provides free business mentoring to entrepreneurs and small business owners. It provides an overview of SCORE's mission to foster economic development through entrepreneurship support. SCORE has over 12,000 volunteers in 364 offices across the country, serving over 350,000 clients annually since being founded in 1964. The document also outlines some of the benefits of volunteering with SCORE.
The document discusses operational excellence from several perspectives:
- It is defined as a business strategy focused on delivering quality, price, and ease of purchase and service better than competitors.
- Achieving it requires implementing an integrated business execution system with four building blocks: strategy deployment, performance management, process excellence, and high performance work teams.
- Strategy deployment is the process of aligning business strategy with execution, which is often visualized using strategy maps or Hoshin Kanri matrices.
Is your organisation Innovative? Or Inept?ross harling
A simple 'litmus test' for assessing innovation capabilities. Why? Because most executives now recognise the competitive importance of innovation, or turning ideas into income. However few can measure where they stand in the innovation stakes or if they are heading in the right direction.
This document summarizes the findings of a global study on enterprise performance management conducted by Oracle, Cranfield School of Management, and other universities. It finds that while companies recognize the importance of performance management, many still struggle with fully realizing its benefits due to several gaps. These gaps can be grouped into three categories: creating passion for performance management across organizations, ensuring the proper infrastructure is in place, and understanding what constitutes success. The document outlines specific gaps such as financial measures still dominating, advocacy decreasing at lower levels, concerns about data quality, and lack of integration between systems.
This document discusses how business leaders must be able to access and analyze internal business data quickly to gain insights that support better decision-making. It states that data alone does not create impacts; data must be analyzed and visualized to derive insights. When organizations align their resources and processes around these fact-based insights, they can respond to the market effectively and profitably. The document introduces the "House in Order" process which helps companies obtain rapid, actionable insights from their internal data to improve performance.
Agility boosts performance: Guide for your agile transformation journeySebastian Olbert
ORGANIZATIONAL AGILITY AS A COMPETITIVE FACTOR
The Agile Performer Index
In the Agile Performer Index, goetzpartners and the NEOMA Business School clearly demonstrate the correlation between agility and entrepreneurial success. The more agile the company, the better it performs financially. The purpose of the study was to investigate what agility can really do for organizations. Is it just a temporary trend? With the right methodology, can agility deliver sustainable success?
Resulting from a broad survey among 285 leading European companies, the Agile Performer Index documents that agility programs are a suitable way for organizations to achieve lasting performance and competitive advantage.
Selected key findings:
Agile companies perform ~ 2.7 times better than non-agile companies
CxOs rate their company’s agility higher than do middle managers.
Sector check: Digital maturity doesn’t guarantee agility
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
Winning insights presentation may 2010
1. Welcome to Taylored Assessments
Business Insight Range of Diagnostics
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2. Presentation Provided Information on:-
What makes a good Business Diagnostic Insightful and Accurate?
What makes Taylored Assessments Different
What it means for your business
Business Insights Range
Opportunity / Performance Gaps Explained
The Process
Reporting
Contact Information
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3. Business Diagnostics – Myths and Truths
Business Diagnostics like many other business activities have been included in a phrase and reduced
to a three letter acronym IDB which stands for Information, Diagnostics and Brokerage, but what are
they really about?
In their simplistic context it means provision of information which it is carried out before brokering
in specialist services, however, when you dig deep it is a far richer subject with many applications
and possibilities than we would originally envisage.
But what makes a good diagnostic tool? Is it the questions and the way they are asked,
benchmarking so that there is a guide for what is good and bad, the reporting process leading to
action or the people intervention that has to take place to effect change?
Simply put it is all these things.
"A good diagnostic will be written so that it captures the information that is relevant to
move a business forward, it will provide time savings which result in monetary savings
and lead to a positive action.“
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4. The Taylored Difference
Business is like a jigsaw! There are many different elements, when interlocked make a whole. The
Winning organisations of today understand how all the elements fit together and operate an open
culture that embodies change. They constantly assess their performance and plan their future
success through business analytics.
“We offer a unique business analytics platform providing products that enable professionals to
gather information and collate reports quickly and efficiently, saving time and money. ”
We work with organisations assisting them to develop their business not only through the accurate
gathering of information, but when required, advice on implementing transformational change
through our team of accredited consultants.
We work as a team helping each other to succeed.
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5. Client Benefits
Ability to accurately identify where weaknesses lie
Ability to focus resource around main issues
Increase profitability
Mechanism to constantly evaluate your performance and address and “performance
gaps”
Create an open culture
Show Return on Investment
Stay ahead of your competitors through knowledge and fact
Plan and predict the future of your businesses
Gather stakeholder opinion for continuous improvement
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6. Winning Insights - Research
The First XI deals with arguably the most important question in management: the ingredients for sustained
above-average performance in an organisation. …. Professor Fred Hilmer
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7. Winning Insights
■ Independent academic research commenced 2000, sponsored by Mt Eliza Business School
(now the specialist Executive Education arm of Melbourne Business School).
■ The foundation survey involved over 1,000 CEOs and senior executives, exploring common
assumptions on management thinking, which was previously strongly US influenced.
■ It set out to answer the question: Which organisations were undeniably successful and –
most importantly - why?
■ Using a balanced scorecard approach, three years of subsequent rigorous academic research
was undertaken to identify the standout characteristics of leading organisations that
achieved sustained above-average performance over extended timeframes, incorporating
the ups and downs of economic cycles. They range from listed companies through to NFPs.
■ Nine key characteristics were strongly evident in the 11 organisations that emerged from the
detailed analysis phase of the research (hence “The First XI”).
■ These research findings were published in The First XI – Winning Organisations in Australia,
published in 2002. The Second Edition was released in 2007. The Australian Institute of
Management now ranks it among the top 10 best selling business books in Australia.
■ The 9 characteristics identified by the research now comprise the Dimensions of the
WinningWheel framework and related self-assessment survey.
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8. Winning Insights – The Nine Dimensions
1. Having a clear – yet “fuzzy” strategy.
2. Having perfect alignment throughout the
organisation; being “in sync”.
3. Outlook: Looking out/looking in (an
expansive perspective).
4. The ability to adapt rapidly to changing
circumstances.
5. Having the “right” people.
6. Fostering leadership throughout the
organisation, not just a focus on leaders.
7. Managing the downside (risks).
8. Balance everything that impacts on
performance.
9. Effectively executing what you aim to do.
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9. Opportunity / Performance Gaps Explained
“An Opportunity Gap is the difference between how well something is done and
how important it is perceived to be for the future success of the organisation.”
Also known as Performance Gaps.
Improving the performance gaps
Improved Performance, Morale and Productivity
Improved Profitability and Sustainable Growth
The Winning Organisations of Today
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10. Winning Insights
Why was the diagnostic developed ?
■ To assist organisations measure their performance against the proven 9 Dimensions of the
WinningWheel framework.
■ To help organisations precisely target development priorities and focus actions in areas that offer
the most opportunity for improvement (“opportunity gaps”).
■ To continue the First XI research and provide valuable benchmark data.
Who should complete the diagnostic ?
■ Targeted at those leaders within an organisation who – collectively – should know most about
how the organisation is performing and where to focus for future success: ie: those in the
leadership/ management echelons of the organisation. (It is not an employee’s opinion survey)
■ Typically: the CEO, direct reports to the CEO, and the next level of management; we recommend
the top 3-4 leadership layers in an organisation, depending on size, plus key functional heads.
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11. Winning Insights
■ Research-based, objective measure of performance against the First XI WinningWheel
■ Engagement of your extended leadership team in organisational assessment & reflection
■ Fast to complete, yet delivering high value, actionable insights from the reports
■ Clear identification of challenges & opportunities for the strategic planning cycle
■ Bivariate analysis enables you to identify major opportunity gaps (high importance, low performance)
■ Insights that enable prioritisation of initiatives
■ Clear reports that support cascade of information throughout the organisation
■ High quality consulting support to advise throughout the survey process and roadmap implementation
■ Consistent, structured approach that allows periodic re-assessment of your progress
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12. The Process
The process consists of a simple and in-depth overview of an organisation at all levels. It consists of an on-line
survey which can be run for individuals or organisations as a whole.
The resulting report is extremely visual using graphs, tables, text and provides a comprehensive platform from
which to benchmark future success and design action plans to move a business forward.
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13. Winning Insights – Reporting
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14. Winning Insights - Reporting
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15. Examples
This table shows the overall dimension results for the organisation
Performance Importance Performance Gaps
Results/ % Difference
Dimensions Avg. Raw Avg. Raw % Importance Avg. Raw +/-
Performance (Based on %
Score Score Rating Gap
Rating Rating)
1: Strategy 4.3 62.0 6.4 91.7 -2.1 -29.7
2:
Communicatio 3.9 56.3 6.1 87.4 -2.2 -31.1
n
3:
4.4 62.3 6.2 88.3 -1.8 -26.0
Stakeholders
4:
4.2 59.7 6.4 91.4 -2.2 -31.7
Technologies
5: People 3.2 45.7 6.3 90.6 -3.1 -44.9
6: Financials 3.7 52.6 6.3 90.0 -2.6 -37.4
7: Sales and
4.2 60.6 6.3 90.3 -2.1 -29.7
Marketing
8: Bringing it
3.7 52.9 6.5 92.9 -2.8 -40.0
all together
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16. Reporting
Through our practical Business Analytics Software, we have brought sophisticated
statistical analysis to everyone in easy to understand reports.
Professionals spend many hours generating reports for continuous improvement,
people and organisational development and evaluation, our software does it for you
saving often days of time usually spent in collating and reporting information.
The reports clearly show where there are performance issues and where organisations
are missing opportunities.
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17. Contact Details
UK Office: Australian Office:
Fairney House 51/53 Bradford Street
Wesley Drive Mount Martha
Benton Square Industrial Estate Victoria 3934
Newcastle upon Tyne Australia
NE12 9UP
Tel: +44 (0)845 900 2140 Tel: +61 (0)3 5988 4445
Skype: tayloredassessments Skype: tayloredassessments
Email: wendy@tayloredassessments.net Email: bryan@taylored-assessments.net
Web: www.tayloredassessments.net Web: www.taylored-assessments.net
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