This document describes a new course in People Analytics offered jointly by XLRI Jamshedpur and The Second Wind (TSW). The course aims to teach HR professionals how to use data analytics to improve people management and leadership. It will cover topics like descriptive analytics, predictive analytics, and prescriptive analytics. The course is designed for graduates with 2-5 years of HR experience or non-HR managers with 5+ years of experience. It will be taught live on Saturdays over 6 months by experts from XLRI and include lectures, case studies, exercises and a live project presentation.
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
Workforce analytics, also called HR analytics or people analytics is getting much attention lately. And rightly so! Research has shown that companies using data to drive their decisions and actions are more succesfull than others. With (predictive) analytics an accurate view of the future requires predictions based on data rather than personal hunches or speculation.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
Workforce analytics, also called HR analytics or people analytics is getting much attention lately. And rightly so! Research has shown that companies using data to drive their decisions and actions are more succesfull than others. With (predictive) analytics an accurate view of the future requires predictions based on data rather than personal hunches or speculation.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Jennifer McClure - The Future of HR: Delivering Competitive Advantage Through...Jennifer McClure
Today’s business climate continues to change at a rapid pace. Ongoing economic uncertainty and market volatility, combined with a changing global landscape, requires human resources professionals to possess a high level of business acumen and deliver value to multiple stakeholders both inside and outside of the company.
For HR to thrive and directly impact business results, the competencies and capabilities of today’s human resources professionals must evolve. HR must know the business, focus strategically, solve business problems and influence change to impact business results and deliver a strong competitive advantage for their organizations.
Keynote/Workshop by Jennifer McClure - President of Unbridled Talent LLC (http://unbridledtalent.com)
In this session, Jennifer McClure will define the four critical skills today's HR leaders must develop to fully participate as business leaders—not just human resources leaders—in an increasingly complex global environment.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
The modern organization faces many HR Challenges. The business is under a pressure to deliver more with less resources to stay competitive. Human Resources is a strategic business function, but it does not focus on the critical business issues to help unblock the potential to grow.
The modern Human Resources Management function needs to provide the business with the strategic HR answers to these issues. The modern people management builds a competitive advantage as the organization can outgrow competitors, and build a comfortable market share.
The HR Leader needs to focus on key HR Management areas that will help the organization deliver better business results every day.
This presentation includes key research into the value that human resources teams can provide through strategic, competency-based talent management practices.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Jennifer McClure - The Future of HR: Delivering Competitive Advantage Through...Jennifer McClure
Today’s business climate continues to change at a rapid pace. Ongoing economic uncertainty and market volatility, combined with a changing global landscape, requires human resources professionals to possess a high level of business acumen and deliver value to multiple stakeholders both inside and outside of the company.
For HR to thrive and directly impact business results, the competencies and capabilities of today’s human resources professionals must evolve. HR must know the business, focus strategically, solve business problems and influence change to impact business results and deliver a strong competitive advantage for their organizations.
Keynote/Workshop by Jennifer McClure - President of Unbridled Talent LLC (http://unbridledtalent.com)
In this session, Jennifer McClure will define the four critical skills today's HR leaders must develop to fully participate as business leaders—not just human resources leaders—in an increasingly complex global environment.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
The modern organization faces many HR Challenges. The business is under a pressure to deliver more with less resources to stay competitive. Human Resources is a strategic business function, but it does not focus on the critical business issues to help unblock the potential to grow.
The modern Human Resources Management function needs to provide the business with the strategic HR answers to these issues. The modern people management builds a competitive advantage as the organization can outgrow competitors, and build a comfortable market share.
The HR Leader needs to focus on key HR Management areas that will help the organization deliver better business results every day.
This presentation includes key research into the value that human resources teams can provide through strategic, competency-based talent management practices.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
The Bounce is our guide to maximizing career trajectories. The Business Learning Institute has researched the competencies needed for career success as a CPA, CGMA, and Finance / Accounting Professionals. The Bounce serves as a framework that builds a career ladder that shows the transition from technical mastery to leadership proficiency.
We start with a simple 5 x 5 matrix of competencies and job levels, adjust for specific needs and priorities of the organization and customize a curriculum that offers a blended approach to talent development. This can be expanded based on the sophistication and needs of the individual or organization.
The Bounce framework shows the progression of a career and helps answer the two biggest questions raised by top talent: 1) What does my career look like in your organization? 2) How will you help me advance in my career?
BLI can help design a curriculum based on competencies mapped to the job titles and progression along the bounce trajectory. Contact us for more information tom@macpa.org or pam@macpa.org
For more information visit us at http://www.blionline.org
Talent management is just another one of those pesky Human Resources terms. Right? Wrong. Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from organizations that use terminology such as human capital management or performance management, is their focus on the manager's role, as opposed to reliance on Human Resources, for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that, for example, performance management has the same set of best practices. It is just called by a different name.
Talent management does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. In some organizations, only top potential employees are included in the talent management system. In other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee related processes of the organization. Attracting and retain talented employees, in a talent management system, is the job of every member of the organization, but especially managers who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their potential career paths across the organization. This enables various departments to identify available talent when opportunities are made or arise.In larger organizations, talent management requires Human Resources Information Systems (HRIS) that track the career paths of employees and manage available opportunities for talented employees.
Managing human resources includes, but is not limited to:
planning and allocating resources,
providing direction, vision, and goals,
developing an environment in which employees choose motivation and contribution,
supplying or asking for the metrics that tell people how successfully they are performing,
offering opportunities for both formal and informal development,
coaching successful contribution and performance development,
setting an example in work ethics, treatment of people, and empowerment worthy of being emulated by others,
leading organization efforts to listen to and serve customers,
managing the performance management system,
challenging the employees to maintain momentum, and
removing obstacles that impede the employee's progress.
Learning and development in HR management.pptxMITSDEDistance
The PGDM Human Resource Management course teaches you how to find the right people for a job, train them well, decide on fair pay and benefits, evaluate their performance, plan how the organization should be structured, prepare for the future by identifying potential leaders, and make sure good employees stick
around.
Catapult shaped up into a full fledged, well-equipped, state-of-the art institute as a result of more than 30 years of cumulative experience and the involvement of professionals from all vertical of HR fraternity.
We are an end to end human resource solution provider.
In order to maintain our cutting edge, we as a policy hire only certified professionals with strong academic bent and comprehensive domain expertise.
We are an independent think tank providing end to end “innovative & cost effective” solutions to all the aspects of human resource.
At Catapult it’s a blend of Knowledge, Practice and Research.
We have been providing services across pan India for last five years and have offices in Pune, Delhi and Bokaro.
Competencies Concept in Human Resources ManagementLukas Ritzel
Competencies in Human Resources Mansgement. A concept of Award winning Purple Cow company Prasena.com by Isabelle Michelet Philippe Kopcsan & Lukas Ritzel
XLRI Business Transformation Strategies - Batch 1 Brochurexlrivil
Executive Development Program in Business Transformation Strategies is a one year online program for senior working executives.
This program enables leaders to make well reasoned decisions in the fluid modern business environments, It provides participants the tools, frameworks and strategies necessary to face business transformational challenges.
XLRI Postgraduate Diploma in Management Brochure (3 year program, part time)xlrivil
XL:RI's Postgraduate Diploma in Management (part time) is a three year program for business owners and working executives in and around Jamshedpur (Jharkhand). Classes are held on weekends in the XLRI campus. Overall, 900 classroom hours of teaching is conducted. This program is equivalent to the two year full time business management course offered at XLRI.
Program highlights:
Last date to apply - 31st March, 2019
AICTE approved
Duration - May 2019-April 2022
Eligibility - Graduation + 2 years of work experience
Designed to accommodate working schedule of professionals
Some classes conducted in virtual mode for student convenience
Boarding and lodging during weekend provided on request
XLRI Executive Certificate in Private Banking and Wealth Managementxlrivil
e-Brochure for executive certificate in Private Banking and Wealth Management, jointly conducted by XLRI and ICICIDirect. It is a one year part-time program for working professionals. Classes will be held online on Sundays and can be attended on any desktop/laptop.
The program offers a comprehensive coverage of all aspects of
financial markets and instruments as well as a landscape of
private banking and wealth management, including regulatory
aspects. After completing this program, qualified
professionals will be able to serve in the ever-burgeoning
financial services industry.
e-Brochure: Executive Development Program in Strategic Management - XLRIxlrivil
Strategic Management is a 5 month Executive Development Program which covers the entire gamut of strategy - including relevance for small and new ventures
and large international firms, and from corporate strategy to operational strategy, and from formulation
to implementation.
It is ideal for middle level managers in different functional areas, who are currently taking decisions which significantly
affect the future of their companies and for those who are involved in key strategy related activities
in their organizations.
Labour Laws for Managers is a program which equips professionals with the skill set required in labour relations.
Duration - 6 months
This program is designed for working executives, who can pursue this in their own cities at VCNow centres across India.
XLRI-VIL: Financial Analysis and Equity Research (FA & ER)xlrivil
Financial Analysis and Equity Research is a 3 month, fully online Executive Development Program by XLRI.
This program is designed for aspiring and practicing equity analysts from both sell side and buy side.
XLRI PGDM - BM 2018-21 is a part time program for professionals in or near Jamshedpur. Working professionals can complete the program on weekends without leaving their jobs. It is AICTE approved and equivalent to the full time 2 year program.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2. INTRODUCTION
Data is improving the world in many ways,
so why shouldn’t it benefit the world of
Human Resource Management. This thinking
led us, XLRI Jamshedpur and The Second wind
(TSW), to formulate this futuristic
course, People Analytics.
With this course, you will be able to succeed
as an HR professional who has the skills to find
solutions and has a deeper understanding
of data and people management.
It will also describe how people analytics could be
used for effective leadership, managing
organisational culture and planning interventions.
3. WHY STUDY PEOPLE ANALYTICS?
Companies all over the world
are developing data analytic
capabilities in HR
35%
Indian companies are developing
data analytic capabilities in HR
83%
Companies currently have potential
to hire and develop People Analytics
in HR
91%
Openings have been advertised across
HR portals in the last few months alone.
(Approximately)
1000=1 100
‘ ‘Data is this century’s
cash cow, so why shouldn’t
everyone cash out from it.
4. PROGRAMME USPS
Interact live
with expert Faculty
from XLRI
Specialised
virtual classroom
delivery tool.
Peer based
learning and
networking
Present insights
relevant to your
own project
Develop
your own
analytical theme
Completion
certificate
from XLRI for
successful
participants
Understand application
of tools like R, Python,
MINITAB, SPSS,
spreadsheet modeling
etc
Mathematical or
Statistical expertise
not required
5. • Evidence Based Approach
• People Analytics Continuum
• People Analytics Process:
Designing a Project
• Analytical Foundations of
HR Measurement
• Bringing HR and Finance
together
• Types of HR Metrics
• Developing Proprietary
Metrics for your
organization
• Introduction to Predictive
Analytics Tools
• Choosing Predictive Analytics
• Models for Quantitative Data
• Working with Qualitative Data
• Interpreting Predictive
Analytics Results
• Responding to HR Challenges
through Prescriptive Analytics
• Prescriptive Analytics as a Process
to Influence Stakeholders
• Contextualized Prescriptions
• Optimization through
Prescriptive Analytics
Introduction to
People Analytics
Descriptive
Analytics
Predictive
Analytics
Module
Module
Module
Module
Prescriptive
Analytics
PROGRAMME CONTENTS
7. ELIGIBILITY
Graduates or Diploma Holders
from a recognized university
(UGC/AICTE/DEC/AIU/State Government) in
any discipline with 2-5 years of work experience
in the field of HR at the time of application.
Non-HR managers, with a minimum of
5 years of work experience
at the time of application.
MBA from a recognized university (UGC/AICTE/DEC/AIU/State
Government) with minimum of 3 years of work experience in the
field of HR at the time of application
10 + 2 +3 MBA NON - HR
8. Dr. Gloryson Chalil,
A fellow from IIM Bangalore, Dr. Gloryson teaches electives such as
Strategic HRM, Organisational Change and Development, and other
core courses at XLRI. He worked in three different sectors
(Agriculture, Manufacturing and IT) as the in-charge of HR
department and is also involved in various consulting assignments
with government and corporate sectors. His current research interests
include linkages between HR and organisational performance, human
resource architecture, attrition management and engagement
initiatives. Right now he is also serving as the coordinator for
Organisational Behaviour, in XLRI Jamshedpur.
PROGRAMME DIRECTOR
10. ADMISSION SCHEDULE
Last Date of Admission 28th
March 2018
1st
April 2018Programme Start Date
Contact: Vinod Malkani
Mobile No: 9833272170
Email address: vinod.malkani@timesgroup.com
11. TSW
TSW is an initiative by the Times Professional Learning (TPL) for working professionals who are keen to hone their skills, add value to their work and climb the
corporate ladder for a more rewarding career. With a vision to make world class education accessible to aspiring business leaders through strategic collaborations,
TSW’s passion for excellence and a belief that ‘Executive Education Empowers’ works hand in hand with the organisation’s aim to impart knowledge to business
professionals nationwide.
TIMES PROFESSIONAL LEARNING (TPL)
TPL is a unique education initiative from The Times of India Group with a vision to fulfil aspirations of millions of learners, by making excellence accessible through
learner-centric innovations and global collaborations.
THE TIMES GROUP
The Times of India Group, founded in 1838, is India’s largest and most trusted diverse media house with an unmatched presence in the sub-continent across varied
platforms including Publishing, Radio, TV, OOH and Online media.
XLRI
XLRI is India’s oldest business management school. Founded in 1949 by a few visionary Jesuit Fathers with an intention to position itself as the lynchpin of societal
change, XLRI has always strived to be a management school with a difference. Nurturing integral growth of students, along with their academic excellence has been
the distinctive feature of XLRI since its inception.
