The SABPP Employment Equity, Diversity & Inclusion Professional Practice Stan...SABPP
The document discusses the South African Board for People Practices' (SABPP) Employment Equity, Diversity and Inclusion Professional Practice Standard and how it relates to achieving the goals of the Mining Charter. It emphasizes that strong HR practices aligned with the SABPP's 13 National HR Standards are needed to create an inclusive environment and achieve employment equity targets, and that auditing HR functions can help position HR to enable these goals.
LABOUR MARKET SCENARIOS FOR 2030: People and Work – How will the South Africa...SABPP
This document outlines four scenarios for how the South African labor market may change by 2030 based on key trends and flags:
1. "Lone Wolf" - Increased outsourcing and freelancing leads to job losses at large employers while startups and failures increase, exacerbating unemployment and inequality. Unions lose power and central bargaining collapses.
2. "Squabbling Vultures" - Resistance to changes and lack of growth leads to high inflation, poverty, and corruption. Unions become more confrontational while employers pull out of bargaining structures.
3. "Blind Sheep" - Low growth continues due to instability and inflexibility. New cooperation helps reduce unrest but improvements are
Transformational HR Leadership Thinking : Creating a High Performing Organisa...Jayesh Menon
The 5th Annual HR Agenda 2016: Looking Ahead Singapore, 22-24th August. Organizers: Marcus Evans.
Good range of speakers and participants from across the world. since my slides dont have much content , please contact in case you need any particular info.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
SABPP Universities Update: New Strategy & Recent DevelopmentsSABPP
The document provides an overview and update on the South African Board for People Practices' (SABPP) new HR Voice II strategy, HR standards and audits, professional practice standards, and student chapters. Key points include: SABPP professionals are now commissioners of oaths; the HR Voice II strategy focuses on HR standards, audits, competencies, and professionalism; 18 organizations underwent HR audits with the top university and academic recognized; and professional practice standards were discussed for areas like absenteeism management, recruitment, and performance appraisal.
The future of HR: Are we heading for junk status or the promised land?SABPP
This document discusses the future of HR and whether it is heading towards "junk status" or "the promised land". It outlines what junk status for HR may look like, including poor service, lack of value, and incompetence. Achieving the promised land of HR involves meeting national HR standards through audits, delivering strategic business value, excelling at the basics, and getting HR talent and practices to a high professional level. Overall, HR's future depends on itself - it can improve and enter the promised land by truly adding value to organizations.
BIRDS, Naganur is a leading NGO in Belagavi District of Karnataka State in India. It has established BSW and MSW Colleges in the year 1990.
Every year BIRDS organizes State Level HR Conference for Students of Social Work with HR background.
This year college saw an all-time-high delegates to the tune of over 450 students + faculty members from 26 leading colleges Karnataka State in India.
It was privilege to share my perspective on HR Challenges ahead for Managers.
3 Most Critical HR Challenges for Startup FoundersJoseph Fung
Startup founders often have to juggle numerous priorities. When it comes to HR-related tasks, they are often caught up in *tactical* problems instead of *strategic* ones. This presentation outlines 3 critical and strategic challenges that should command significant attention from startup founders (and early stage employees).
This presentation was originally delivered as part of Communitech's Level Up series in Waterloo, Canada.
The SABPP Employment Equity, Diversity & Inclusion Professional Practice Stan...SABPP
The document discusses the South African Board for People Practices' (SABPP) Employment Equity, Diversity and Inclusion Professional Practice Standard and how it relates to achieving the goals of the Mining Charter. It emphasizes that strong HR practices aligned with the SABPP's 13 National HR Standards are needed to create an inclusive environment and achieve employment equity targets, and that auditing HR functions can help position HR to enable these goals.
LABOUR MARKET SCENARIOS FOR 2030: People and Work – How will the South Africa...SABPP
This document outlines four scenarios for how the South African labor market may change by 2030 based on key trends and flags:
1. "Lone Wolf" - Increased outsourcing and freelancing leads to job losses at large employers while startups and failures increase, exacerbating unemployment and inequality. Unions lose power and central bargaining collapses.
2. "Squabbling Vultures" - Resistance to changes and lack of growth leads to high inflation, poverty, and corruption. Unions become more confrontational while employers pull out of bargaining structures.
3. "Blind Sheep" - Low growth continues due to instability and inflexibility. New cooperation helps reduce unrest but improvements are
Transformational HR Leadership Thinking : Creating a High Performing Organisa...Jayesh Menon
The 5th Annual HR Agenda 2016: Looking Ahead Singapore, 22-24th August. Organizers: Marcus Evans.
Good range of speakers and participants from across the world. since my slides dont have much content , please contact in case you need any particular info.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
SABPP Universities Update: New Strategy & Recent DevelopmentsSABPP
The document provides an overview and update on the South African Board for People Practices' (SABPP) new HR Voice II strategy, HR standards and audits, professional practice standards, and student chapters. Key points include: SABPP professionals are now commissioners of oaths; the HR Voice II strategy focuses on HR standards, audits, competencies, and professionalism; 18 organizations underwent HR audits with the top university and academic recognized; and professional practice standards were discussed for areas like absenteeism management, recruitment, and performance appraisal.
The future of HR: Are we heading for junk status or the promised land?SABPP
This document discusses the future of HR and whether it is heading towards "junk status" or "the promised land". It outlines what junk status for HR may look like, including poor service, lack of value, and incompetence. Achieving the promised land of HR involves meeting national HR standards through audits, delivering strategic business value, excelling at the basics, and getting HR talent and practices to a high professional level. Overall, HR's future depends on itself - it can improve and enter the promised land by truly adding value to organizations.
BIRDS, Naganur is a leading NGO in Belagavi District of Karnataka State in India. It has established BSW and MSW Colleges in the year 1990.
Every year BIRDS organizes State Level HR Conference for Students of Social Work with HR background.
This year college saw an all-time-high delegates to the tune of over 450 students + faculty members from 26 leading colleges Karnataka State in India.
It was privilege to share my perspective on HR Challenges ahead for Managers.
3 Most Critical HR Challenges for Startup FoundersJoseph Fung
Startup founders often have to juggle numerous priorities. When it comes to HR-related tasks, they are often caught up in *tactical* problems instead of *strategic* ones. This presentation outlines 3 critical and strategic challenges that should command significant attention from startup founders (and early stage employees).
This presentation was originally delivered as part of Communitech's Level Up series in Waterloo, Canada.
Agile HR Breakfast Meeting 2019 | HR & the New World of WorkFabiola Eyholzer
The document discusses the challenges facing HR in a rapidly changing digital world. It notes that over half of Fortune 500 companies from 2000 are now gone, and the pace of change is accelerating. HR must adapt to empower people by creating inspiring workplaces where core values are lived up to each day. This involves embracing agile principles like continuous feedback, meaningful recognition systems, and growth opportunities to nurture engaged talent. The presentation warns against common mistakes like underestimating the complexity of transforming HR or ignoring how the new digital world has changed what talent seeks in an employer.
The document discusses three topics:
1) It defines the concept of "loose coupling" in organizational relationships and contrasts it with tight coupling.
2) It describes Hardik International, an orthopedic implant manufacturer in India, and its managing director's journey developing global marketing.
3) It discusses how virtual reality could become a game changer for candidate screening and employer branding by allowing standardized virtual interviews and office tours.
The document discusses the American Heart Association's focus on strategic talent mobility. It defines talent mobility and explains why it is important for employee retention and organizational needs. The AHA has implemented processes like internal-first hiring and succession planning to develop current employees and fill roles from within. While there were initial bumps, communication and transparency improvements have helped strengthen the talent mobility program. Future goals include enhancing skills data and career development resources to continue prioritizing internal growth opportunities.
This document discusses global talent management and the evolving role of human resource management (HRM). It notes that globalization has led companies to search worldwide for top talent. The roles of HRM include developing and retaining talented employees, anticipating change, and enabling the organization. It also discusses how talent management is evolving from an HR function into a business in itself, with talent segmentation and sustainability becoming important new areas. Finally, it examines some of the thought leaders who have helped establish talent management and HRM as strategic functions.
This document outlines the six key elements that Jim Collins identified as being common among companies that went from good to great:
1. Level 5 Leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
2. First Who, Then What - Ensuring the right people are in leadership positions before deciding on strategies and goals.
3. Confront the Brutal Facts - Facing the current reality of the company's performance, both successes and failures.
4. The Hedgehog Concept - Having a simple, clear understanding of what the company excels at and should focus on.
5. A Culture of Discipline - Maintaining
Align skills with digital age requirements
Gain real-time talent insights
Optimize employee engagement
Practices of TCS
like Planning, Marketing, Culture, Development
HR practice professionalism beyond certificationsUWAGBALE ORIAIFO
1) HR is a crucial factor for organizational success, as it ensures the best players/talent are on the team. An effective HR practitioner has the empathy of a pastor and honesty of a parent.
2) Of the four key resources (materials, machines, money, men), people/talent is the most important as it is the only one that can grow. However, many organizations don't prioritize this resource.
3) For HR to be truly strategic, it must be organization-wide rather than just a function, and HR leaders must actively participate in strategic planning. A focus on talent management over just personnel management is also important for competitive advantage.
Leveraging Internal Mobility and Talent Networks -- Breakout Session at Talen...LinkedIn Talent Solutions
Fireside Chat: Your next hire is right in front of you: leveraging internal mobility and talent networks
Recruiters today have a variety of channels at their fingertips to hire talent. Sometimes this can be overwhelming. According to recent research "internal sources, such as employee referrals, inside hires, walk-ins and a company’s career site, produce almost twice the number of hires as external ones." Why not take a step back and look at the talent you currently have, and invest in them to grow your company? In this fireside chat session, hear how SAP structures its internal mobility programmes for different markets across APAC, and how Australia Post is preparing legacy employees for new roles within the company and beyond.
Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN
This document discusses human capital management and human resource planning. It outlines the following key points:
1. The objectives of the course are to align human resource planning with strategic direction, determine labor demand, and explain advantages and disadvantages of addressing surplus or shortage of labor.
2. Human resource planning involves forecasting needs and planning steps to meet them. It translates organizational goals into human resource goals regarding staffing levels and allocation.
3. The document discusses challenges with human resources and how the role and function of HR is changing from transactional to more strategic. It provides frameworks for identifying strategic opportunities and transforming HR.
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
Smartest route to repositioning for the futureTanuj Poddar
SMARTEST
Strategic
Marketable
Accountable
Relevant
Tactical
Ethical
Shifting
Time Managed
RIGHT Staffing
REALISTIC
INNOVATIVE
GOAL ORIENTED
HUMAN ELEMENT
TRUSTWORTHY
The modern workplace evolution is unstoppable, and Human Resources is diligent in finding its footing in the 21st century. Here is a guide to the most likely trends to affect HR in 2019
Presentation on Talent Acquisition in the age of Big Data - SHRMKanwal Kaul
This webinar discusses talent acquisition in the age of big data. It will provide a brief history of hiring sources and recruitment technology, how candidate behaviors now outpace these technologies, and how big data can help improve conventional techniques. The webinar will be presented by Kanwal Kaul, Senior Director of Global Talent Acquisition at Tata Communications. He has extensive experience in talent acquisition, development, and management across multiple industries. The webinar will also look at how customized sourcing approaches can impact turnover, engagement, and retention.
Reverse mentoring involves mentoring that flows from junior to senior employees rather than the traditional top-down approach. It pairs younger employees, who are knowledgeable about social media and technology, with older executives to teach them about these areas. While it provides benefits like keeping executives informed of new technologies, challenges include ego clashes and executives not being open to learning from younger mentors. Successful reverse mentoring programs require clear goals, communication, and training to overcome challenges. Some companies that have implemented it include P&G, where a 30-year veteran began learning from a staff scientist, and the Wharton School, which pairs executives with graduate students as mentors.
Simon Bradberry - Resource Solutions - The Rise of Internal MobilityDaljeetBhamra
Simon Bradberry has experienced significant internal mobility within Deloitte, moving between roles in London, Singapore, and London again over seven years. In 2018, over 360 people experienced internal mobility moves within Resource Solutions, with 13 moving internationally. The document discusses statistics showing benefits to organizations that promote internal mobility such as increased employee satisfaction and retention. It also outlines the significant financial costs of employee turnover. Finally, it provides an overview of Resource Solutions' internal mobility programs and results for their top clients.
Rohn Walker is the founder and CEO of International Executive Technology (IET), a management consulting firm specializing in business consulting globally with over 30 years of experience. IET provides consulting, training, coaching and workshops to help businesses of all sizes and industries improve efficiency, productivity, and balance through analyzing strengths and weaknesses and developing customized strategies and training programs. Client testimonials praise the significant impacts of working with IET, such as increased profits, reduced stress, and achieving goals.
A short pitch deck for our session at Silicon Beach, Melbourne as part of Melbourne Knowledge Week 2017. Check out the link at the end to join our open beta.
Coaching is a tool used by organizations to help individuals enhance their performance and reach their full potential. It is a confidential, one-on-one process where a qualified coach helps the individual identify barriers and solutions. Coaching benefits both individuals and organizations by improving skills, motivation, succession planning and overall performance. For coaching to be successful, organizations must provide proper training and support for coaches, integrate coaching into performance reviews, and foster a culture where coaching is valued.
Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?
Agile HR Breakfast Meeting 2019 | HR & the New World of WorkFabiola Eyholzer
The document discusses the challenges facing HR in a rapidly changing digital world. It notes that over half of Fortune 500 companies from 2000 are now gone, and the pace of change is accelerating. HR must adapt to empower people by creating inspiring workplaces where core values are lived up to each day. This involves embracing agile principles like continuous feedback, meaningful recognition systems, and growth opportunities to nurture engaged talent. The presentation warns against common mistakes like underestimating the complexity of transforming HR or ignoring how the new digital world has changed what talent seeks in an employer.
The document discusses three topics:
1) It defines the concept of "loose coupling" in organizational relationships and contrasts it with tight coupling.
2) It describes Hardik International, an orthopedic implant manufacturer in India, and its managing director's journey developing global marketing.
3) It discusses how virtual reality could become a game changer for candidate screening and employer branding by allowing standardized virtual interviews and office tours.
The document discusses the American Heart Association's focus on strategic talent mobility. It defines talent mobility and explains why it is important for employee retention and organizational needs. The AHA has implemented processes like internal-first hiring and succession planning to develop current employees and fill roles from within. While there were initial bumps, communication and transparency improvements have helped strengthen the talent mobility program. Future goals include enhancing skills data and career development resources to continue prioritizing internal growth opportunities.
This document discusses global talent management and the evolving role of human resource management (HRM). It notes that globalization has led companies to search worldwide for top talent. The roles of HRM include developing and retaining talented employees, anticipating change, and enabling the organization. It also discusses how talent management is evolving from an HR function into a business in itself, with talent segmentation and sustainability becoming important new areas. Finally, it examines some of the thought leaders who have helped establish talent management and HRM as strategic functions.
This document outlines the six key elements that Jim Collins identified as being common among companies that went from good to great:
1. Level 5 Leadership - Leaders who are modest, driven, and focus on the success of the company over their own ego.
2. First Who, Then What - Ensuring the right people are in leadership positions before deciding on strategies and goals.
3. Confront the Brutal Facts - Facing the current reality of the company's performance, both successes and failures.
4. The Hedgehog Concept - Having a simple, clear understanding of what the company excels at and should focus on.
5. A Culture of Discipline - Maintaining
Align skills with digital age requirements
Gain real-time talent insights
Optimize employee engagement
Practices of TCS
like Planning, Marketing, Culture, Development
HR practice professionalism beyond certificationsUWAGBALE ORIAIFO
1) HR is a crucial factor for organizational success, as it ensures the best players/talent are on the team. An effective HR practitioner has the empathy of a pastor and honesty of a parent.
2) Of the four key resources (materials, machines, money, men), people/talent is the most important as it is the only one that can grow. However, many organizations don't prioritize this resource.
3) For HR to be truly strategic, it must be organization-wide rather than just a function, and HR leaders must actively participate in strategic planning. A focus on talent management over just personnel management is also important for competitive advantage.
Leveraging Internal Mobility and Talent Networks -- Breakout Session at Talen...LinkedIn Talent Solutions
Fireside Chat: Your next hire is right in front of you: leveraging internal mobility and talent networks
Recruiters today have a variety of channels at their fingertips to hire talent. Sometimes this can be overwhelming. According to recent research "internal sources, such as employee referrals, inside hires, walk-ins and a company’s career site, produce almost twice the number of hires as external ones." Why not take a step back and look at the talent you currently have, and invest in them to grow your company? In this fireside chat session, hear how SAP structures its internal mobility programmes for different markets across APAC, and how Australia Post is preparing legacy employees for new roles within the company and beyond.
Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN
This document discusses human capital management and human resource planning. It outlines the following key points:
1. The objectives of the course are to align human resource planning with strategic direction, determine labor demand, and explain advantages and disadvantages of addressing surplus or shortage of labor.
2. Human resource planning involves forecasting needs and planning steps to meet them. It translates organizational goals into human resource goals regarding staffing levels and allocation.
3. The document discusses challenges with human resources and how the role and function of HR is changing from transactional to more strategic. It provides frameworks for identifying strategic opportunities and transforming HR.
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
Smartest route to repositioning for the futureTanuj Poddar
SMARTEST
Strategic
Marketable
Accountable
Relevant
Tactical
Ethical
Shifting
Time Managed
RIGHT Staffing
REALISTIC
INNOVATIVE
GOAL ORIENTED
HUMAN ELEMENT
TRUSTWORTHY
The modern workplace evolution is unstoppable, and Human Resources is diligent in finding its footing in the 21st century. Here is a guide to the most likely trends to affect HR in 2019
Presentation on Talent Acquisition in the age of Big Data - SHRMKanwal Kaul
This webinar discusses talent acquisition in the age of big data. It will provide a brief history of hiring sources and recruitment technology, how candidate behaviors now outpace these technologies, and how big data can help improve conventional techniques. The webinar will be presented by Kanwal Kaul, Senior Director of Global Talent Acquisition at Tata Communications. He has extensive experience in talent acquisition, development, and management across multiple industries. The webinar will also look at how customized sourcing approaches can impact turnover, engagement, and retention.
Reverse mentoring involves mentoring that flows from junior to senior employees rather than the traditional top-down approach. It pairs younger employees, who are knowledgeable about social media and technology, with older executives to teach them about these areas. While it provides benefits like keeping executives informed of new technologies, challenges include ego clashes and executives not being open to learning from younger mentors. Successful reverse mentoring programs require clear goals, communication, and training to overcome challenges. Some companies that have implemented it include P&G, where a 30-year veteran began learning from a staff scientist, and the Wharton School, which pairs executives with graduate students as mentors.
Simon Bradberry - Resource Solutions - The Rise of Internal MobilityDaljeetBhamra
Simon Bradberry has experienced significant internal mobility within Deloitte, moving between roles in London, Singapore, and London again over seven years. In 2018, over 360 people experienced internal mobility moves within Resource Solutions, with 13 moving internationally. The document discusses statistics showing benefits to organizations that promote internal mobility such as increased employee satisfaction and retention. It also outlines the significant financial costs of employee turnover. Finally, it provides an overview of Resource Solutions' internal mobility programs and results for their top clients.
Rohn Walker is the founder and CEO of International Executive Technology (IET), a management consulting firm specializing in business consulting globally with over 30 years of experience. IET provides consulting, training, coaching and workshops to help businesses of all sizes and industries improve efficiency, productivity, and balance through analyzing strengths and weaknesses and developing customized strategies and training programs. Client testimonials praise the significant impacts of working with IET, such as increased profits, reduced stress, and achieving goals.
A short pitch deck for our session at Silicon Beach, Melbourne as part of Melbourne Knowledge Week 2017. Check out the link at the end to join our open beta.
Coaching is a tool used by organizations to help individuals enhance their performance and reach their full potential. It is a confidential, one-on-one process where a qualified coach helps the individual identify barriers and solutions. Coaching benefits both individuals and organizations by improving skills, motivation, succession planning and overall performance. For coaching to be successful, organizations must provide proper training and support for coaches, integrate coaching into performance reviews, and foster a culture where coaching is valued.
Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?
Khoj aur parivartan a change management workshop for maruti associatesSoft Skills World
1. The document summarizes a change management workshop for Maruti associates based on Kurt Lewin's model of change theory.
2. It discusses driving and restraining forces, equilibrium, and the three stages of Lewin's change theory: unfreezing, moving to a new level, and refreezing.
3. The workshop aims to help associates change their attitudes, emotions, and behaviors to better align with Maruti's vision and values.
Customer expectations are influenced by their perceptions of both a company's functional qualities like cost, delivery and quality as well as emotional qualities like behavior, sensitivity and respect shown by the company. Meeting or exceeding these expectations can influence customers' decisions in a company's favor, while failing to meet expectations may influence decisions in favor of competitors.
PCV2013 The Leadership Role for Product ManagersDerek Pettingale
This session will review leadership dynamics and the cross-functional leadership required to propel your product to a greater level of success. Includes Additional Slides on: Leadership Qualities, Organizational Culture Grid, Matrix of Requirements for Effective Change, Team Work Values and Manifesto.
The document outlines strategies for improving performance review processes. It discusses definitions of key terms, benefits of performance reviews, and strategies around conducting reviews. It also addresses creating valid and legally defensible review systems, setting objectives, common rating errors, and criticisms of annual reviews. Finally, it proposes replacing annual reviews with regular feedback, separate discussions on performance and compensation, and focusing on developing high-performing teams through coaching.
Lean Management Journal Tata Business Excellence ModelFraser Wilkinson
The document discusses the lean journey of Tata Steel Strip Products UK after being acquired from Corus. It describes how Tata implemented a business excellence model called the Tata Business Excellence Model (TBEM), which focuses on leadership, customers, and strategy. While Corus had implemented some lean initiatives like 5S and training, the TBEM approach led to a shift in thinking with a stronger emphasis on understanding customer needs. The TBEM process involves assessments of companies by business excellence professionals, exposing them to evaluating businesses holistically. This drove the leadership team at Tata Steel Strip Products UK to reflect on key business factors and how to better serve customers, laying the groundwork for a more successful lean implementation.
PMG Oct 2011 Patents and intellectual property 101 for product managers finalDerek Pettingale
The document discusses intellectual property strategy, protection, and valuation. Recent high-profile sales of patent portfolios for billions of dollars are prompting executives to reevaluate the potential value of dormant intellectual property assets. As a result, product managers are now being challenged to understand basic patent protection strategies and how to value intellectual property. The event will feature presentations on growth in intangible asset value, intellectual property strategy frameworks, patent portfolio roles and examples, protection requirements and alternatives to patenting, and approaches to intellectual property valuation.
Making The Business Case For Online Employee TrainingBizLibrary
Whether you’re doing traditional employee training or have yet to jump into the world of employee training, the fact remains… something is holding you back from investing in online training in the first place.
Maybe you see online training as too expensive, too difficult to implement, too complicated, too difficult to measure… we get it, it looks like a big mountain to climb. But with the pace of change in the modern workplace accelerating faster than ever and the need to maintain a competitive advantage becoming a major factor in whether or not a business fails or succeeds, online employee training has never been more important.
Join us as CEO of BizLibrary, Dean Pichee, outlines why you should invest money in training in the first place and discusses how much to invest, how to determine ROI on what you invest, tips and tricks for getting the most out of your online training program and techniques for getting budget approval from leadership.
In this webinar, you'll learn:
Why you should invest money into an online training program and what the expected ROI should be
Find out how much you should be investing in training
How to get the max ROI out of your training investment
How to present training to your C-Level and get budget approval
Elegant Solutions: Breaktrough Thinking the Toyota Way (a ChangeThis Manifest...Samuli Pahkala
One million ideas a year. A culture of innovation. An intrinsic belief that good enough never is. Matthew May’s manifesto shows you how Toyota’s principles and practices will help you engage your creative spirit and bring elegant solutions to your work and life.
5 Tips to Significantly Improve Efficiency and Output of Your MeetingsKhorus
Taking the pulse of your company is necessary but have you ever considered how much time the meeting and the reports your staff is collating are consuming? According to a Clarizen/Harris interactive survey, 67 percent of those surveyed say they are spending up to four hours per week preparing for meetings, while a 3M Meeting Network survey of executives found up to 50 percent of the time people spend in meetings is wasted. That’s a lot of hours preparing for a meeting that is considered a waste of time.
How can you make your meetings more efficient while obtaining all of the relevant information you need to make informed decisions? At Khorus, we work specifically with CEOs and senior executives reach their full potential. We’d like to offer you 5 tips to get the most out of the least amount of meetings.
Download this eBook to learn:
- Where most meetings get off track
- What other CEOs feel about their current allocation of time
- Why so much time and resources are squandered preparing for meetings
- How to recapture your precious time
- The steps you can take now to stop the madness
The document discusses how Lean manufacturing principles can help companies during economic downturns when production volumes are decreasing. It argues that Lean can help increase market share by reducing lead times, defects, and costs. The author provides a plan for using Lean to measure success, manage inventories and capital, improve quality, and empower sales teams to negotiate higher volumes. The key is to rapidly apply Lean tools across the business to lower costs and times in order to gain competitive advantages.
Describes how organizations can go beyond mere ISO implementation, also adopt other Management tools, techniques, Management philosophies, Quality Award criteria and improve.
Talk given under auspices of Rajkot Management Association, Rajkot on 22nd October, 2010.
The document discusses the registration and prequalification system used by the Procurement Support Department. The system aims to evaluate and assess suppliers to determine their capabilities and classify them. It maintains a list of qualified local and global suppliers who are capable of providing necessary services and products. The prequalification process involves suppliers submitting profile information, being issued forms, providing documents for site surveys, undergoing assessments, and receiving approval. Site surveys are conducted to directly assess suppliers and update stored data on their capabilities. The system and process aim to reduce lead times for tenders and ensure high quality and safety of supplies.
Soft skills world corporate ppt for real estate comapny m3 mSoft Skills World
The document provides information about Soft Skills World, a training and development company. In 18 years, they have conducted programs across many industries to design training as per industry requirements. Their goal is to contribute to quality work life through top class training modules that minimize the gap between learning and execution. They use customized modules and a mix of methodologies like role plays and business games. Training is delivered through various vehicles like the classroom, outbound programs, and growth labs.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
This presentation was first delivered by me during the Malyasian HR Congress held at Kuala Lampur. The presentation outlines the entire process of Successsion Planning including examples of both, organizations which succeeded or failed in executing SP successfully. The content of presentations includes:
Succession Planning - an introduction
Succession Planning @ family run business
An approach towards Succession Planning
Steps to effective Succession Planning
Identifying and nurturing Hi-Pos
Potential and Performance mix of a Hi-Pos
Putting success into Succession Planning
How to measure its effectiveness
Conclusion
The document discusses succession planning, highlighting its importance for organizational continuity and growth. It notes that effective succession planning involves identifying high-potential employees, assessing their performance and potential, providing development opportunities, and having measures to track the program's effectiveness in developing internal successors over time. The document also addresses succession planning considerations for family-run businesses and the roles of CEOs and line managers in driving succession planning.
The document discusses succession planning, highlighting its importance for continuity of business operations and culture. It notes that effective succession planning involves identifying high-potential employees, assessing their performance and potential, providing development opportunities, and having measures to ensure qualified successors are in place for key roles over the short and long term. The document also discusses best practices for succession planning in family businesses and corporations.
This document provides insights from CEOs of successful SaaS companies on building an enterprise cloud business. It discusses tips for hiring the right team, maintaining a strong company culture, connecting sales and marketing, and scaling effectively. CEOs emphasize the importance of finding people who fit the company culture, treating hiring and retention as critical business processes, and ensuring sales and marketing goals are aligned. They also stress defining a clear vision and values, promoting from within when possible, and planning for scaling from the start.
The HR Fund is India's first dedicated HR venture fund that focuses on investing in companies in key areas of HR including professional employee organizations, staffing, training and technology. It currently has a portfolio of two companies - People Strong and People Matters. The HR Fund is privately held and its investors consist of senior HR professionals and thought leaders globally. It provides growth capital and strategic support to help best-in-class HR companies scale up their business.
Shyam is a senior HR executive with 15 years of experience leading HR functions at large organizations. He is currently the head of HR and administration at TATA Power SED. Shyam is passionate about developing high performing teams and maximizing human potential. He has a track record of successfully implementing HR strategies and initiatives that improved employee satisfaction, engagement, and reduced attrition.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
The document discusses the importance of focusing on people and talent within an organization. It emphasizes spending time on developing top talent, regularly evaluating performance, and having processes in place for recruiting, developing, and retaining the best people. This includes conducting formal assessments of organizational and individual performance and developing plans to continuously upgrade and improve talent over time.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
The document discusses talent management and next generation talent management. Traditional talent management focuses on recruiting, developing, and retaining productive employees, while next generation talent management goes beyond this by also considering how work is performed, inventorying expert knowledge within the organization, and preparing for knowledge and social network transfers. The document then outlines a 10 step model for implementing next generation talent management that includes getting commitment, clarifying roles and goals, evaluating current performance, recruiting and developing talent, and evaluating results.
The document discusses the importance of talent management for companies' global competitiveness. It highlights that top CEOs like Bill Gates and Jack Welch spend over 50% of their time recruiting and developing talent. Talent management involves identifying, developing, and retaining the best people. The CEO's role is crucial, as they are responsible for connecting people to the business vision, identifying top talent, and creating a learning culture where employees can continuously upgrade their skills. Effective talent management processes, like those at IBM, Volkswagen, and Shell, help companies develop diverse leadership pipelines and tie compensation to developing talent.
The document provides details about an individual's career experience and qualifications. It summarizes their experience:
- Working in leadership roles across multiple industries and geographies, setting up new business units and functions for large companies.
- Facilitating leadership development, HR management, and organizational development initiatives for over a decade, measuring success through business profitability impact.
- Holding an undergraduate degree in psychology and a master's degree in organizational behavior, with additional postgraduate qualifications in training and development and business law.
Belong Executive Briefing: #FutureReady Talent Strategies for Business ImpactBelong
On June 22nd, we organized our first Belong Executive Briefing - an exclusive Roundtable and Networking event attended by some of the top Talent Leaders in India today. The aim of the event was to offer a platform for industry leaders to meet, discuss the challenges being faced by Talent Acquisition teams today, and learn about how companies have to adapt to remain competitive in today’s candidate-driven market.
The document discusses the challenges faced by HR professionals seeking to become CEOs. Historically, HR heads were not seen as potential CEOs due to a perceived lack of business and financial skills. Experts provide insights on what skills and experiences are needed for an HR professional to become a CEO, including developing financial acumen, taking on cross-functional or business roles, and gaining a 360 degree understanding of the business. Successful examples are provided of HR heads who became CEOs and the lessons they learned about business leadership.
The document discusses 10 HR trends that are changing business, including:
1) The changing role of HR professionals to focus more on strategic contributions and measurable impacts rather than administrative tasks.
2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
3) The increasing outsourcing of HR functions to reduce costs and allow HR to focus on strategic priorities rather than transactional work.
Competency-based interviewing skills for recruiters, HR and Talent Acquisition professionals. Dr Siraj Rahman has done pioneering research in the areas of competency based HRM.
The Aditya Birla Group plans to introduce a three-year hiring freeze at senior leadership levels starting in 2016 in order to promote internal talent development. Experts generally agree that the move will help motivate existing employees and deepen organizational competencies by retaining quality talent. However, they note that organizations should still hire externally when unique competencies are needed that do not exist internally or when entering new markets. The experts' companies discussed their own practices for identifying high potential employees early and investing in customized development plans to build a robust leadership pipeline and succession plans.
Staffing is an important managerial function that involves acquiring and retaining a qualified workforce. It includes recruiting, selecting, training, and developing employees. The staffing process begins with analyzing job requirements and writing job descriptions. This involves studying each job and documenting its key duties, responsibilities, qualifications, and skills needed. Once job analysis is complete, the organization can start recruiting applicants and reviewing qualifications. The final step is selecting and hiring the best candidate that meets all requirements for the open job position.
Accord Management Systems, Inc. is a premier organizational development and behavioral consultancy that helps companies better manage their employees. They provide leadership development programs, employee assessments to determine job fit, and engagement surveys. Their services are designed to close the gaps between job requirements and employees' skills and between companies' current and desired business performance. Accord has over 15 years of experience helping clients achieve their goals by getting the right people in the right roles. Their integrated approach provides assessments, training, support, and action plans tailored to each client's unique needs.
This document summarizes a panel discussion on nurturing leadership. It introduces the panelists - Dinesh Mirchandani, Ranjan Mohapatra, Ashok Mittal, and Rajiv Gupta - who have leadership experience in executive search, human resources, entrepreneurship, and CEO roles. The document then covers topics discussed by the panel such as acquiring new leadership through executive search, talent market dynamics, optimizing executive search outcomes for clients and candidates, and nurturing leadership over the long term.
4. Excellence unLimited, Rajkot Grooming High Perf. Work Force Entry Creating Future Leaders Succession Planning, Next Generation CEOs Stage wise, they are . . . Work Environ.
5. Excellence unLimited, Rajkot Entry or Recruitment : ( Bottom up or Lateral ) Don’t hire someone unless you’re %100 sure that he/ she is the right person. ( Right man for the right job ) It’s better to wait and get someone that you know is a good fit. “ First Who . . . then Where and What ” ( Right people on the bus, wrong ones off ) ~ Jim Collins in “ Good to Great ” Also pay them adequately. It is well known adage – “ If you pay peanuts, you get monkeys ! ”
6. Excellence unLimited, Rajkot As is true in Marriage – “ You don’t get an ideal partner, but have to make one” Grooming ( Includes Training ) : So is true in employment : Consider your Human Resource as an asset and slowly build on it. Human Capital is only asset that is not reflected in the Balance sheet ( Though a few progressive companies show HDI ) We seldom train people, even if we do, We do not measure Training Effectiveness !
7. Excellence unLimited, Rajkot It is responsibility of Management to provide a healthy work environment. Work Environment It begins with Equal Opportunity employment, devoid of caste, creed, religion, gender and ethnicity considerations. Healthy work environment includes Workplace health, safety and security. From recruitment, wage fixation, increments, job rotations, deputations and promotions, a totally merit based system should prevail.
8. Excellence unLimited, Rajkot Corporates be first clear what they want to be ~ VMV How to Build High Performance Workforce ? Build Corporate Strategy and HR Strategy Build Corporate SMART goals Percolate Corporate goals : Chairman to Watchman ( By inculcating Accountability and Rewards & Recognition ) ( Contd. )
9. Excellence unLimited, Rajkot How to Build High Performance Workforce ? Define Performance Management System ( PMS ) Review Sr. Leaders’ Performance by 360’ feedback Encourage Staff by Variable Pay system ( By inculcating Accountability and Rewards & Recognition ) Measure and improve Employee Satisfaction ( Gallup )
10. Excellence unLimited, Rajkot Responsibility of current Leaders is to create future leaders . Creating Future Leaders Tools available are - identifying a Talent Pool and to groom them by special Projects assignment, Job rotations, Multi-tasking and Multi-skilling, Mentoring and hand holding.
11. Excellence unLimited, Rajkot In Indian scenario, neither political leaders, nor business leaders think in terms of Succession Plng. Succession Planning, next Gen. CEOs In Military, there is always a 2 nd line of defense ! Let us learn from Infosys, where N R Narayan Murthy stepped down as CEO ( became Chief Mentor ) and passed on baton to Nandan Nilekeni.
12. Excellence unLimited, Rajkot Thank You Hope some of these World Class practices will inspire both industry as well academicia to adopt as well include in their curricula.