SlideShare a Scribd company logo
1 of 42
Download to read offline
What Successful Businesses are Doing,[object Object]
Companies that Prosper in Good Times and Difficult Times -,[object Object],1.,[object Object],Understand what their customers want and need,[object Object],2.,[object Object],Do the right things to consistently exceed customers,[object Object],expectations,[object Object],3.,[object Object],Focus on the most important things to achieve,[object Object],These expectations,[object Object],4.,[object Object],Incorporate this into a well defined strategy,[object Object],Aberdeen Group August 2007,[object Object]
Prosperous Companies Use this Strategy to Guide -,[object Object],1.,[object Object],How they organize themselves,[object Object],2.,[object Object],How they staff their organization,[object Object],3.,[object Object],How they define what their people should do,[object Object],4.,[object Object],How they invest in their human capital ,[object Object],Aberdeen Group August 2007,[object Object]
The Challenges,[object Object],1. Hire top performers,[object Object],2. Develop present employees,[object Object],Stepping,[object Object],Stones or Stumbling Blocks,[object Object],3. Managing employee performance,[object Object],4. Planning for the future,[object Object]
WHAT ARE THEY USING?,[object Object],1,[object Object],Assessments tools for skill, fit & Attitude,[object Object],2,[object Object],Competency modeling ,[object Object],3,[object Object],360 Multi-rater Feedback,[object Object],Succession planning tools,[object Object],4,[object Object],5,[object Object],Performance planning tools,[object Object],They are using -,[object Object],Aberdeen Group August 2007,[object Object]
1. Hiring Challenges,[object Object],Response,[object Object],Challenge,[object Object],Challenge,[object Object],Response,[object Object],49%,[object Object],53%,[object Object],39%,[object Object],52%,[object Object],Articulate behaviors and skill sets of top performers, so we can test and find people who match the job best,[object Object],Ability to compete for top talent in hiring or retention,[object Object],Inconsistent hiring practices across the organization,[object Object],Enhance screening to select the best candidates,[object Object],Aberdeen Group August 2007,[object Object]
1. Hiring Challenges,[object Object],Response,[object Object],Challenge,[object Object],Challenge,[object Object],Response,[object Object],35%,[object Object],47%,[object Object],34%,[object Object],44%,[object Object],Improve candidate screening to screen out candidates who do fit the position requirements,[object Object],New hires are unprepared in knowledge or skills for the positions we fill,[object Object],Fail to prepare new hires sufficiently for the new position,[object Object],Create a talent pool from which to select candidates,[object Object],Aberdeen Group,[object Object]
Hire the right people,[object Object],W. Edward Deming said,,[object Object],“If a person is not performing as expected, it is probably because they have been miscast for the job.”,[object Object]
Who is Applying?,[object Object],A 36% increase in number of job applicants who are not eligible for rehire due to personality conflicts, disciplinary problems, theft and embezzlement.,[object Object],7% of applicants had criminal record.,[object Object],25% misrepresented their education and credential records.,[object Object],Avert Inc., 800,000 background checks,[object Object]
What is the Cause?,[object Object],What is the Cause?,[object Object],Eighty five percent of all job failures have to do with the lack of appropriate  work habits, not technical skills… how the person does the job and what kind of habits they bring is in most cases more important to identify than technical skills.,[object Object],Dell Still, High Impact Hiring,[object Object]
Insanity in Hiring,[object Object],Michigan State University School of Business professors concluded a study recently that showed assessments were the most accurate means of predicting the performance of an individual.,[object Object],Assessments were rated four times more accurate than interviews.,[object Object]
Hire the Right People,[object Object],Jim Collins, Author of Built to Last said- “The right people are your most important asset and you can’t get the right behavior (performance) from the wrong people.”,[object Object],  50 to 70 percent of most job qualifications may be more inherent in personality than skill.,[object Object]
The Payoff is Enormous,[object Object],If you accurately assess a person’s soft skills, the payoff is enormous.  You’ve not only landed a productive employee but freed the employee’s manager to do constructive, rather than remedial, coaching.,[object Object],“The first mistake that anybody in management makes is to assume that through training, incentives, or disciplinary action, you can change people who are not doing the job right. People can change, but in the end, we think, most people won’t.”,[object Object]
Hire Smart, Hire Right,[object Object],The use of pre-hire testing is a growing part of hiring,[object Object],The goal of improving the quality of each new employee is not to just get a better workforce, but to retain it, thus reducing hiring costs by reducing turnover,[object Object]
Testing Fears,[object Object],Two decades ago, corporations feared using pre-employment assessments could be grounds for lawsuits.,[object Object],Afraid they may unintentionally discriminate or have adverse impact on diverse populations.,[object Object],Today companies worry more about hiring malfeasance, than about testing malfeasance.,[object Object],Only 5 successful suits in the last 60 years of testing.,[object Object],SHRM reports that testing is the safest thing you can do.,[object Object],Aberdeen Group,[object Object]
Why Use Assessments?,[object Object],68% of companies of 1000 plus ee’s,[object Object],Use assessments,[object Object],57% agree that pre-hire assessments are a valuable strategy for employee retention,[object Object],Validated,[object Object],Assessments,[object Object],Work!,[object Object],52% agree that tests have alerted them to potential problem hires,[object Object],45% Agree testing distinguished poor from good hires,[object Object],Aberdeen Group August 2007,[object Object]
Who is Testing?,[object Object]
Assessment Usage,[object Object],Companies with 1000 plus ee’s,[object Object],Who is being,[object Object],Assessed?,[object Object],52%Execs,[object Object],40%,[object Object],C-Level,[object Object],52%,[object Object],Hourly,[object Object],66%,[object Object],Professional,[object Object],64%,[object Object],Mid-Mgrs,[object Object],Text1,[object Object],Aberdeen Group August 2007,[object Object]
$$ CHANGE IN 2008 EMPLOYEE RECRUITING BUDGET,[object Object],An average of 56% of employers increased their budget,[object Object],SHRM talent management survey,[object Object]
2. Competency Usage,[object Object],Present,[object Object],Planned,[object Object],35%,[object Object],45%,[object Object],Plan to use tools to identify competencies,[object Object],Use tools to identify competencies,[object Object],Aberdeen Group August 2007,[object Object]
WHY COMPETENCY MANAGEMENT?,[object Object],1.,[object Object],5.,[object Object],Aligning workforce with business objectives 57%,[object Object],Increase retention/reduce turnover 24%,[object Object],2.,[object Object],Improved workforce productivity 37%,[object Object],3.,[object Object],Flexible and agile workforce 29%,[object Object],4.,[object Object],Identify and develop Hi-Po workers earlier 27%,[object Object],Aberdeen Group August 2007,[object Object]
Current & Planned Competency Use,[object Object],Present,[object Object],Planned,[object Object],Present,[object Object],Planned,[object Object],55%,[object Object],43%,[object Object],36%,[object Object],52%,[object Object],Identify knowledge gaps that can be resolved with learning,[object Object],Identify knowledge gaps that can be resolved with learning,[object Object],Define common behaviors of top performers,[object Object],Define common behaviors of top performers,[object Object],Aberdeen Group August 2007,[object Object]
Current & Planned Competency Use,[object Object],Present,[object Object],Planned,[object Object],Present,[object Object],Planned,[object Object],37%,[object Object],50%,[object Object],33%,[object Object],46%,[object Object],Leverage workers who display desired competencies,[object Object],Leverage workers who display desired competencies,[object Object],Create career paths  with matching competencies,[object Object],Create career paths  with matching competencies,[object Object],Aberdeen Group August 2007,[object Object]
3. 360 Multi-Rater feedback,[object Object],360 Feedback Assessment Surveys or Multi-Rater Surveys refer to…,[object Object],[object Object]
     Feedback comes from multiple sources.
Not a self assessment only process
Surveys that provide feedback that indicate how effectively the person is performing specific job-related skills and practices.,[object Object]
360° Applications,[object Object],Self Development,[object Object],Leadership Development,[object Object],Performance Appraisal/Management,[object Object],Coaching and Counseling,[object Object],Career Development,[object Object],Team Building,[object Object],Succession Planning,[object Object],Sales Development,[object Object]
360°: Practical Benefits,[object Object],Catalyst for Change,[object Object],Personal ,[object Object],Professional,[object Object],Consequences of behavior, actions,[object Object],Identify barriers to career development,[object Object],Increase Influence with Others,[object Object],Identify strengths to build upon,[object Object],Identify areas for  development,[object Object],Work more effectively with others,[object Object],Continuous improvement,[object Object],Personal,[object Object],Professional,[object Object]
“GAP” Analysis Survey,[object Object],Dual,[object Object],Scale,[object Object],Uses two scales (or questions) to gather data about the person’s current practices (how often am I doing this now) and the expectations or needs of others (how often should I be doing this now),[object Object],Effectiveness is determined by comparing the Current Practices against the Expectations or Needs of others the person works with an to use applicant tracking system in hiring process,[object Object],Aberdeen Group August 2007,[object Object]
Advantage of Dual Scale,[object Object],The feedback results focus the rater’s real and immediate needs,[object Object],A,[object Object],The message “your people want more (or less) of a practice” is easier for a person to understand, accept and to respond,[object Object],B,[object Object],C,[object Object],Shows what the “Majority “ wants,[object Object]
74%,[object Object],Companies who are doing succession planning or plan to do succession planning,[object Object],74%,[object Object],74%,[object Object],74%,[object Object],4. TALENT MANAGEMENT/SUCCESSION PLANNING,[object Object],Aberdeen Group August 2007,[object Object]
Talent Management/Succession Planning Priorities,[object Object],24%,[object Object],76%,[object Object],Top Priority,[object Object],Not a Priority,[object Object]
EMPLOYEE DEVELOPMENT $$ CHANGE IN BUDGET,[object Object],An average of 59% of employers plan to increase their budget,[object Object],SHRM talent management survey,[object Object]
Why Succession Plan?,[object Object],Need to evaluate top talent,[object Object],Unexpected loss of,[object Object],key leaders,[object Object],Problem finding,[object Object],successful management,[object Object],candidates,[object Object],Reduce the cost of,[object Object],replacing employees,[object Object],Identify Hi-Po candidates- early  and have plan for retaining top talent,[object Object],Improve company’s bench,[object Object],strength in key positions,[object Object]
What Are Companies Doing?,[object Object],51%,[object Object],50%,[object Object],34%,[object Object],Use leadership development tools,[object Object],Position succession planning as a KEY to retention strategy,[object Object],Offer executive coaching,[object Object],28%,[object Object],D,[object Object],Offer external leadership development programs,[object Object],23%,[object Object],Offer mentorship programs,[object Object]
Why Are Companies Doing It?,[object Object],82%,[object Object],80%,[object Object],77%,[object Object],Create culture that makes an individual want to join,[object Object],Create a culture that values an employees’ work,[object Object],Align employees with the mission and vision of the organization,[object Object],72%,[object Object],Create a culture that will make employees want to stay with the organization,[object Object],D,[object Object],70%,[object Object],Place the right people in the right jobs,[object Object]
5. Performance Management,[object Object],ensure managers involve employees in the goals definition process,[object Object],77%,[object Object],Have standardized employee performance ratings across the organization to ensure consistency with reviews,[object Object],70%,[object Object],Employees understand how their individual performance affects organizational goals,[object Object],68%,[object Object]
Performance Management,[object Object],Is,[object Object],What,[object Object],Driving,[object Object],It?,[object Object],54%,[object Object],37%,[object Object],27%,[object Object],27%,[object Object],Develop leadership and management pipeline,[object Object],Align ee goals and development activities to business priorities,[object Object],Create a performance culture,[object Object],Increase productivity of current workforce,[object Object],Aberdeen Group,[object Object]
Performance Management,[object Object],Best-in-Class organizations are 55% more likely than all other organizations to have their managers define and communicate individual employee goals and expectations within or before the first week of the employee’s start date.,[object Object],Three quarters of Best-in-Class organizations ensure that managers involve ee’s in the goal definition process. They establish common ground pertaining to performance expectations and create a sense of personal ownership of the goals by ee’s.,[object Object]
Performance Management,[object Object],Best-in Class organizations have established mechanisms to ensure that managers provide ee’s with clear and consistent performance feedback.,[object Object],They hold managers accountable for the management of their subordinates’ performance.,[object Object],This helps maintain the critical line of communication between ee’s and their managers, builds trust between both parties and provides a mutual sense of ownership and accountability in the process.,[object Object]
Achieving Performance Management,[object Object],Best-in-Class Organizations,[object Object],Reinforce ee performance with supportive resources such as linking pay to performance, providing mentors or coaches and establishing a consistent line of communication between ee’s and their immediate supervisors,[object Object],Laggard Organizations,[object Object],Tend to focus their efforts on establishing better goal setting processes and suffer from inconsistencies and lack of accountability; which have a direct impact on ee morale, performance and retention,[object Object]

More Related Content

What's hot

Keeping Employees Engaged In The Workplace
Keeping Employees Engaged In The WorkplaceKeeping Employees Engaged In The Workplace
Keeping Employees Engaged In The WorkplaceJumpstart:HR
 
Employee Engagement Initiative
Employee Engagement InitiativeEmployee Engagement Initiative
Employee Engagement InitiativeAnurag Chakraborty
 
Employee engagement & employer branding summit 13 nov2012
Employee engagement & employer branding summit 13 nov2012Employee engagement & employer branding summit 13 nov2012
Employee engagement & employer branding summit 13 nov2012Öztürk Taspinar
 
Health Care Workforce Trends to Fuel Your 2016 Strategic Plans
Health Care Workforce Trends to Fuel Your 2016 Strategic PlansHealth Care Workforce Trends to Fuel Your 2016 Strategic Plans
Health Care Workforce Trends to Fuel Your 2016 Strategic PlansCareerBuilder
 
Onboarding Analytics - Metrics that Matter Onboarding Edition
Onboarding Analytics - Metrics that Matter Onboarding EditionOnboarding Analytics - Metrics that Matter Onboarding Edition
Onboarding Analytics - Metrics that Matter Onboarding EditionJeff Grisenthwaite
 
Employee engagement survey
Employee engagement surveyEmployee engagement survey
Employee engagement surveypoojametiom
 
Employee engagement strategies and practices
Employee engagement strategies and practicesEmployee engagement strategies and practices
Employee engagement strategies and practicesadigaskell
 
#FIRMday Manchester 9th March 2017 - Broadbean: Social Referral Presentation
#FIRMday Manchester 9th March 2017 - Broadbean: Social Referral Presentation#FIRMday Manchester 9th March 2017 - Broadbean: Social Referral Presentation
#FIRMday Manchester 9th March 2017 - Broadbean: Social Referral PresentationEmma Mirrington
 
Staff Retention Plan Ppp
Staff Retention Plan PppStaff Retention Plan Ppp
Staff Retention Plan Pppjohnshenton
 
Best practice employee engagement strategies 23 october 2014
Best practice employee engagement strategies 23 october 2014Best practice employee engagement strategies 23 october 2014
Best practice employee engagement strategies 23 october 2014Charles Cotter, PhD
 
2013 Trends Report - The State of Employee Engagement by Quantum Workplace
2013 Trends Report - The State of Employee Engagement by Quantum Workplace2013 Trends Report - The State of Employee Engagement by Quantum Workplace
2013 Trends Report - The State of Employee Engagement by Quantum WorkplaceElizabeth Lupfer
 
Ultimate guide to workplace surveys
Ultimate guide to workplace surveysUltimate guide to workplace surveys
Ultimate guide to workplace surveysXoxoday
 
Top 10 Findings From the 2015 Health Care Workforce Study
Top 10 Findings From the 2015 Health Care Workforce StudyTop 10 Findings From the 2015 Health Care Workforce Study
Top 10 Findings From the 2015 Health Care Workforce StudyCareerBuilder
 
The Business Case: Evaluating Employee Engagement and Alignment with Organisa...
The Business Case: Evaluating Employee Engagement and Alignment with Organisa...The Business Case: Evaluating Employee Engagement and Alignment with Organisa...
The Business Case: Evaluating Employee Engagement and Alignment with Organisa...The HR Observer
 
Why Candidate Experience Will Make or Break More Than Just Hiring
Why Candidate Experience Will Make or Break More Than Just HiringWhy Candidate Experience Will Make or Break More Than Just Hiring
Why Candidate Experience Will Make or Break More Than Just HiringMonster
 
Employee onboarding and employee engagement in it organizations human resourc...
Employee onboarding and employee engagement in it organizations human resourc...Employee onboarding and employee engagement in it organizations human resourc...
Employee onboarding and employee engagement in it organizations human resourc...AKSHAY KHATRI
 
Employee Engagement and Retention
Employee Engagement and Retention Employee Engagement and Retention
Employee Engagement and Retention Kelly Services
 
Employee engagement overview of findings
Employee engagement overview of findingsEmployee engagement overview of findings
Employee engagement overview of findingsCindy Joice
 
5 Employee Engagement Trends to Watch Out For In 2022
5 Employee Engagement Trends to Watch Out For In 20225 Employee Engagement Trends to Watch Out For In 2022
5 Employee Engagement Trends to Watch Out For In 2022jerianasmith
 

What's hot (20)

Keeping Employees Engaged In The Workplace
Keeping Employees Engaged In The WorkplaceKeeping Employees Engaged In The Workplace
Keeping Employees Engaged In The Workplace
 
Employee Engagement Initiative
Employee Engagement InitiativeEmployee Engagement Initiative
Employee Engagement Initiative
 
Employee engagement & employer branding summit 13 nov2012
Employee engagement & employer branding summit 13 nov2012Employee engagement & employer branding summit 13 nov2012
Employee engagement & employer branding summit 13 nov2012
 
Health Care Workforce Trends to Fuel Your 2016 Strategic Plans
Health Care Workforce Trends to Fuel Your 2016 Strategic PlansHealth Care Workforce Trends to Fuel Your 2016 Strategic Plans
Health Care Workforce Trends to Fuel Your 2016 Strategic Plans
 
Onboarding Analytics - Metrics that Matter Onboarding Edition
Onboarding Analytics - Metrics that Matter Onboarding EditionOnboarding Analytics - Metrics that Matter Onboarding Edition
Onboarding Analytics - Metrics that Matter Onboarding Edition
 
Employee engagement survey
Employee engagement surveyEmployee engagement survey
Employee engagement survey
 
Smb recruiting trends 2017
Smb recruiting trends 2017Smb recruiting trends 2017
Smb recruiting trends 2017
 
Employee engagement strategies and practices
Employee engagement strategies and practicesEmployee engagement strategies and practices
Employee engagement strategies and practices
 
#FIRMday Manchester 9th March 2017 - Broadbean: Social Referral Presentation
#FIRMday Manchester 9th March 2017 - Broadbean: Social Referral Presentation#FIRMday Manchester 9th March 2017 - Broadbean: Social Referral Presentation
#FIRMday Manchester 9th March 2017 - Broadbean: Social Referral Presentation
 
Staff Retention Plan Ppp
Staff Retention Plan PppStaff Retention Plan Ppp
Staff Retention Plan Ppp
 
Best practice employee engagement strategies 23 october 2014
Best practice employee engagement strategies 23 october 2014Best practice employee engagement strategies 23 october 2014
Best practice employee engagement strategies 23 october 2014
 
2013 Trends Report - The State of Employee Engagement by Quantum Workplace
2013 Trends Report - The State of Employee Engagement by Quantum Workplace2013 Trends Report - The State of Employee Engagement by Quantum Workplace
2013 Trends Report - The State of Employee Engagement by Quantum Workplace
 
Ultimate guide to workplace surveys
Ultimate guide to workplace surveysUltimate guide to workplace surveys
Ultimate guide to workplace surveys
 
Top 10 Findings From the 2015 Health Care Workforce Study
Top 10 Findings From the 2015 Health Care Workforce StudyTop 10 Findings From the 2015 Health Care Workforce Study
Top 10 Findings From the 2015 Health Care Workforce Study
 
The Business Case: Evaluating Employee Engagement and Alignment with Organisa...
The Business Case: Evaluating Employee Engagement and Alignment with Organisa...The Business Case: Evaluating Employee Engagement and Alignment with Organisa...
The Business Case: Evaluating Employee Engagement and Alignment with Organisa...
 
Why Candidate Experience Will Make or Break More Than Just Hiring
Why Candidate Experience Will Make or Break More Than Just HiringWhy Candidate Experience Will Make or Break More Than Just Hiring
Why Candidate Experience Will Make or Break More Than Just Hiring
 
Employee onboarding and employee engagement in it organizations human resourc...
Employee onboarding and employee engagement in it organizations human resourc...Employee onboarding and employee engagement in it organizations human resourc...
Employee onboarding and employee engagement in it organizations human resourc...
 
Employee Engagement and Retention
Employee Engagement and Retention Employee Engagement and Retention
Employee Engagement and Retention
 
Employee engagement overview of findings
Employee engagement overview of findingsEmployee engagement overview of findings
Employee engagement overview of findings
 
5 Employee Engagement Trends to Watch Out For In 2022
5 Employee Engagement Trends to Watch Out For In 20225 Employee Engagement Trends to Watch Out For In 2022
5 Employee Engagement Trends to Watch Out For In 2022
 

Viewers also liked

Viewers also liked (7)

Todo reglamento
Todo reglamentoTodo reglamento
Todo reglamento
 
Measuring what matters
Measuring what mattersMeasuring what matters
Measuring what matters
 
S261
S261S261
S261
 
Give good client
Give good clientGive good client
Give good client
 
Visual resume2
Visual resume2Visual resume2
Visual resume2
 
Unido ceu slides ecodesign centre-foc_3_july2013
Unido ceu slides ecodesign centre-foc_3_july2013 Unido ceu slides ecodesign centre-foc_3_july2013
Unido ceu slides ecodesign centre-foc_3_july2013
 
Doc document
Doc documentDoc document
Doc document
 

Similar to What Successful Businessesare Doing

Pcb Cpresentation Final
Pcb Cpresentation FinalPcb Cpresentation Final
Pcb Cpresentation Finalbcarpitella
 
Future-of-HR-Metrics.ppt
Future-of-HR-Metrics.pptFuture-of-HR-Metrics.ppt
Future-of-HR-Metrics.pptssuser1415bc
 
The New Model for Talent Management: Agenda for 2015
The New Model for Talent Management:  Agenda for 2015The New Model for Talent Management:  Agenda for 2015
The New Model for Talent Management: Agenda for 2015Josh Bersin
 
7 Steps to Attract, Motivate & Retain Top Talent
7 Steps to Attract, Motivate & Retain Top Talent7 Steps to Attract, Motivate & Retain Top Talent
7 Steps to Attract, Motivate & Retain Top Talentnyreport.com
 
Institute of management studies
Institute of management studiesInstitute of management studies
Institute of management studiesSumit Giri
 
Predictive index 2021 Talent Optimization edition
Predictive index 2021   Talent Optimization editionPredictive index 2021   Talent Optimization edition
Predictive index 2021 Talent Optimization editionRobert Friday
 
Innovative human resources
Innovative human resourcesInnovative human resources
Innovative human resourcesBetsy Booboo
 
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...Snag
 
Group 5 HRM PRESENTATION.pptx
Group 5 HRM PRESENTATION.pptxGroup 5 HRM PRESENTATION.pptx
Group 5 HRM PRESENTATION.pptxNayyabMirTahir
 
The Employee Engagement Handbook | WorkStride
The Employee Engagement Handbook | WorkStrideThe Employee Engagement Handbook | WorkStride
The Employee Engagement Handbook | WorkStrideWorkStride
 
How to create a "Culture" of Execution and Sustainable Employee Performance!
How to create a "Culture" of Execution and Sustainable Employee Performance!How to create a "Culture" of Execution and Sustainable Employee Performance!
How to create a "Culture" of Execution and Sustainable Employee Performance!Michael Falco
 
Sig 2008 Winn Dixie & Supply Staff V1
Sig 2008   Winn Dixie & Supply Staff V1Sig 2008   Winn Dixie & Supply Staff V1
Sig 2008 Winn Dixie & Supply Staff V1laura0468
 
Competency Based HR Programs
Competency Based HR ProgramsCompetency Based HR Programs
Competency Based HR Programsguestc61b37
 
Competency Based HR Programs
Competency Based HR ProgramsCompetency Based HR Programs
Competency Based HR ProgramsBarry Frey
 
How to Gain and Retain Employees with Training and Development
How to Gain and Retain Employees with Training and DevelopmentHow to Gain and Retain Employees with Training and Development
How to Gain and Retain Employees with Training and DevelopmentBizLibrary
 
Management Chapter12
Management Chapter12Management Chapter12
Management Chapter12WanBK Leo
 

Similar to What Successful Businessesare Doing (20)

Talent Management
Talent ManagementTalent Management
Talent Management
 
Pcb Cpresentation Final
Pcb Cpresentation FinalPcb Cpresentation Final
Pcb Cpresentation Final
 
Future-of-HR-Metrics.ppt
Future-of-HR-Metrics.pptFuture-of-HR-Metrics.ppt
Future-of-HR-Metrics.ppt
 
The New Model for Talent Management: Agenda for 2015
The New Model for Talent Management:  Agenda for 2015The New Model for Talent Management:  Agenda for 2015
The New Model for Talent Management: Agenda for 2015
 
7 Steps to Attract, Motivate & Retain Top Talent
7 Steps to Attract, Motivate & Retain Top Talent7 Steps to Attract, Motivate & Retain Top Talent
7 Steps to Attract, Motivate & Retain Top Talent
 
performance appraisal
performance appraisalperformance appraisal
performance appraisal
 
Institute of management studies
Institute of management studiesInstitute of management studies
Institute of management studies
 
Predictive index 2021 Talent Optimization edition
Predictive index 2021   Talent Optimization editionPredictive index 2021   Talent Optimization edition
Predictive index 2021 Talent Optimization edition
 
Innovative human resources
Innovative human resourcesInnovative human resources
Innovative human resources
 
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...
 
Group 5 HRM PRESENTATION.pptx
Group 5 HRM PRESENTATION.pptxGroup 5 HRM PRESENTATION.pptx
Group 5 HRM PRESENTATION.pptx
 
The Employee Engagement Handbook | WorkStride
The Employee Engagement Handbook | WorkStrideThe Employee Engagement Handbook | WorkStride
The Employee Engagement Handbook | WorkStride
 
How to create a "Culture" of Execution and Sustainable Employee Performance!
How to create a "Culture" of Execution and Sustainable Employee Performance!How to create a "Culture" of Execution and Sustainable Employee Performance!
How to create a "Culture" of Execution and Sustainable Employee Performance!
 
Sig 2008 Winn Dixie & Supply Staff V1
Sig 2008   Winn Dixie & Supply Staff V1Sig 2008   Winn Dixie & Supply Staff V1
Sig 2008 Winn Dixie & Supply Staff V1
 
Competency Based HR Programs
Competency Based HR ProgramsCompetency Based HR Programs
Competency Based HR Programs
 
Competency Based HR Programs
Competency Based HR ProgramsCompetency Based HR Programs
Competency Based HR Programs
 
Tm..mu0017
Tm..mu0017Tm..mu0017
Tm..mu0017
 
How to Gain and Retain Employees with Training and Development
How to Gain and Retain Employees with Training and DevelopmentHow to Gain and Retain Employees with Training and Development
How to Gain and Retain Employees with Training and Development
 
Hrm
HrmHrm
Hrm
 
Management Chapter12
Management Chapter12Management Chapter12
Management Chapter12
 

Recently uploaded

7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 

Recently uploaded (20)

7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 

What Successful Businessesare Doing

  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25. Feedback comes from multiple sources.
  • 26. Not a self assessment only process
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.