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Hr Strategy Powerpoint Template

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HR Strategy

Transcript: HR Strategies Environment Rebate for driving hybrid cars Social Externship programs, educating for an employee crisis Suffered after fighting the discrimination suit Financial Maintaining a close watch on our budget Choosing conservative options in less crucial areas Strong compensation plans, creating new opportunities for employees Diversity Absenteeism Goal: Produce higher creativity and better client service. Process: Our inconsistent decision making yielded varied results. Results: We finished with a high level of diversity. Michelle Lang Brittney Torres Sarah Barron •Strategy: Minimize the amount of employees leaving eGS through: termination for cause insufficient retention incentives layoffs •Minimized through training, work-life balance, & ICP’s •Turnover rate overall low, fluctuation due to ICP’s •Focus on giving employees flex-time & train new employees Group C •Strategy- to reduce absenteeism throughout the company by making good strategic decisions •Did reduce overall absenteeism with flex time and raising employee satisfaction •Absenteeism did fluctuate greatly with choices that should have been different, such as the firing of Dave March and covering 100% training costs Strategy: Achieve and maintain a high level of overall well-being for eGS employees by keeping employees healthy both emotionally and physically through: Continuing to offer employees flex-time Developing an externship program to improve talent management Beneficial decisions Continuously choose to utilize flex time Resort back to externship program after quarters where well-being dropped Megan Tushar Torrie Richenson David Mower Turnover Well-Being Triple-Bottom-Line Profitability Productivity •Goal: maintain high quantity and quality work output •Fluctuations in training and performance appraisal options provided different results •Results: slow productivity increase o Goals: boost creativity & involvement among employee & utilize human capital o Beneficial decisions: life-long learning, career development, ice breaker lunches o Employees unsure about how life-long learning applies to them & the company Innovativeness

HR Strategy

Transcript: Presented by PERSON for COMPANY Human Resource Strategy The Brooklyn Hospital Center Introduction Objectives To discuss demographics at TBHC. To assess how our 2017 new hires are experiencing TBHC. To learn about the reasons why employees choose to leave TBHC. Service Demographics Union & Non-Union Union & Non-Union Strategy Strategy Competitive Advantages Competitive Advantages Case Study Before After Case Study Q&A Q A &

HR template

Transcript: HR Network, Tbilisi Best Practices In Credo HR Admin 01.07.2019. AGENDA AGENDA 01. 02. 03. About Us Strategic Planning and role of HR Remuneration systems About Us About us HR Metrics Our team HR Goal and Functions HR Metrics Our Team HR team building HR Department Structure HR Goal and Functions “The ability to make good decisions regarding people represents one of the last reliable sources of competitive advantage since very few organizations are very good at it.” Peter Drucker HR Goal ensuring that an organization can achieve its mission by having the right people with the right skills in the right places at the right times. ensures that the organization has a workforce capable of delivering on its strategic business objectives today as well as in the future. Employee Personal file management Employee agreements and amendments Labor law Compliance Absence and leaves Health and safety HR Security Discipline and grievance Performance Management Compensation and benefits Reward and recognition Internal Communication Exit Management HR Admin Functions Business Partnering Leading HR Innovators in sector Strong Culture Fair, transparent and equal opportunity recruitment/promotion system Credo Academy and regional training centers Management by Objectives (MBO) model and employee Performance Appraisal System Competitive Benefits and Reimbursement systems Internal Communication: Quarterly Newsletter/ Organization Survey/ Exits Survey/ Credo movie Team Building Activities: Staff Retreats, turnaments Recognition: Best employee nomination, Credo Loyalty Programs and Nominations Main Achievements Working Environment Opportunities for growth and development Fairness, equity and transparency Remuneration systems Our Competitive advantage Organizational Effectiveness Market Turn Over Ratio 15.2% 19% Annual Revenue per FTE K$ = 75.7 39 Annual Average cost per FTE K$ = 59.3 33 Annual profit per FTE K$ = 16.28 9 % of Management in Total Headcount = 10% 14% New Hires ratio = 29% 18% Front Office personnel in total Headcount = 57% 52% Annual Average Remuneration per FTE = 20 $ 15.48 Number of Training Days Per FTE = 3.5 3 External recruitment Rate 60% 75% Internal recruitment rate 40% 25% Time to fill 26/ 180 26 Successful hiring rate 70% 64% Job Opening per recruiter 6 5 HR Dashboard Remuneration HR Role system in Credo Alignment of organizational Goals to Employee Goals the link between organizational success, performance management Alignment Organizational Goals to Incentive schemes and motivation Support culture and values Strategic Planning and Role of HR Strategic Planning and role of HR Expectations – an individual’s motivation is based on strength of expectation, which in turn is based on past experience, perceived value of reward and likelihood of getting it Goal achievement – suggests that motivation and performance are higher when individuals are set specific goals when the goals are difficult but accepted and where there is feedback on performance Feelings about equity – people will be better motivated if they are treated equitably and demotivated if they are treated inequitably. It is concerned with people’s perceptions of how they are being treated in relation to others Cognitive theory Cognitive Theories Financial rewards Financial rewards is equal and transparent performance related pay -recognize individual performance Team pay - recognize organizational achievement and employee contribution Performance Based Performance Based Pay Hay Grading System and Salary Scales Yearly Salary Review Incentive scheme for Branch and HO employees Achievement Bonuses Team Pay Team Pay 13 Th salary when Company Achieves Common Objectives Christmas Bonus when Branch and Company Achieves Common Objectives Management Bonus Project bonuses for Team Health Insurance Gym Club membership Benefits Benefits Non Financial rewards Non Financial Rewards In Credo Training, Development and Carrier opportunities Winter and Summer Academies Career Opportunities Internal Training and MDP Programs Financing MBA Team Building Activities Staff Retreat Excursions Tourmanets Digital Hub Recognition Recognition In Credo Best Employees Monthly Bests nominations Best Employees of the year in diferent nominations Best Lo Club membership Employee nominations in Customer Service Best Employee Nominations best LO in Barcelona Loyal Employee Loyal Employee Awards Loyal Employee we nominated 60 - years employees in this year

HR Strategy

Transcript: £645 per head HR Strategy Justice & Law HR Group Capability Time to Hire Shared Services HR Resourcing and Commissioning CSHR Casework Diversity Hub Recruitment Hub 1:108 Recruitment Hub Departmental Improvement Plan Capability Leadership High Performing Workforce 2020 Workforce Projections Future Capability Diversity Locations Employee Engagement Wellbeing Modernising the Employee Proposition Contracts T&Cs The Way We Work (TW3) Our Career Offer Inclusive Culture HR Director HRBP team Change Management Resourcing Plans Performance Management Capability Employee Engagement Wellbeing

HR Powerpoint

Transcript: Newell’s Decision to Downsize: An Ethical Dilemma summary summary A navigational systems manufacturer for commuter & large planes Two plants "Excellent!!!" - Employees & Community Seniority Predominantly Caucasians Layoffs Questions Questions 1. 1. What is the ethical dilemma faced by management in this case? Explain. WHO HOW MINORITIES CAUCASIAN 2. 2. What specific problems might Newell face in its downsizing decision? What options might Newell employ in its downsizing decision? Explain. 3. 3. Improve: efficiency, productivity, and competitiveness Empower Performance Appraisal How would you downsize the Norwood Facility? 4. 4. Performance Appraisals 360 Evaluations Early Retirement Incentive Current Similar Case Current Similar Case Lawsuits Violation Layoffs

HR strategy

Transcript: HR strategy 2018 Рекрутинг Цели: 1. Закрывать вакансию качественным персоналом 2. Закрывать вакансии быстрее 3. Формировать кадровый резерв 4. Задействовать сотрудников к поиску Внедрение CRM для рекрутинга DONE Участие в но DONE Поиск новых каналов DONE Бонус за рекомендацию кандидата Facebook Total Likes: 10,508 Total Shares: 4,670 Total Impressions: 80,568 Top post Insights Insights Next Steps Next Steps Twitter Total Likes: 45,567 Total Retweets: 34,095 Total Impressions: 99,112 Top tweet Insights Insights Next Steps Next Steps Instagram Total Likes: 99,067 Total Shares: 12,345 Total Impressions: 450,457 Top Post Insights Insights Next Steps Next Steps Linkedin Total Likes: 67,043 Total Shares: 9,325 Total Impressions: 99,378 Top Post Insights Insights Next Steps Next Steps Here are some logos and other icons that you can use for other social media networks. Toolbox

HR Strategy

Transcript: Attract Develop Retain Best Talents HٌR is about creating a Competitive advantage through people Balanced Scorecard Attract Organization Development Flat Organization Total Quality Management HR Scorecard Competitive compensation Stay Interviews Total Reward Kaizen Coaching & Mentoring Develop Retain Thank You Measurements & Metrics Personalized retention plan Employer Brand Career path"Succession planning" Manpower planning Talent Management Competency based Recruitment& Selection E- Learning Social Recruiting Self Directed Learning

HR STRATEGY

Transcript: 1. KETUT WIDI ARTA YASA 170610150018 2. fRINA fIRLIANA 170610150060 3. yEREMIA hENDRIAN 170610150061 4. fAKHRUL sOFYAN 170610150062 Presenter name HUMAN RESOURCE STRATEGY THE REGULATORY ENVIROMENT THE REGULATORY ENVIROMENT OUR SOLUTION OUR SOLUTION SOLUTION 1 SOLUTION 1 SOLUTION 2 SOLUTION 2 OUR PROJECTS OUR PROJECTS PROJECT 1 PROJECT 1 PROJECT 2 PROJECT 2 OUR TEAM Person, Role, Projects completed Person, Role, Projects completed Person, Role, Projects completed Person, Role, Projects completed Person, Role, Projects completed Person, Role, Projects completed OUR TEAM COMPLETED PROJECT STATS STATISTIC 1 STATISTIC 2 STATISTIC 3 NUMBER 1 NUMBER 2 CUSTOMER SATISFACTION CUSTOMER SATISFACTION CHART CHART PROJECT TIMELINE Breaking Ground Ceremony Foundations Completed Facade Completed Project Opening Ceremony PROJECT TIMELINE PRICING PRICING STATISTIC 1 STATISTIC 2 STATISTIC 3 NUMBER 1 NUMBER 2 NUMBER 3

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