Smurfit Kappa. London Business School. Executive Education: Corporate Open Programme. Regional General Manager, Germany,
|
|
- Archibald Freeman
- 6 years ago
- Views:
Transcription
1 Next Ingo Gruetters Regional General Manager, Germany, London Business School Executive Education: Corporate Open Programme
2 accelerating personal development and broadening horizons 02 is one of the leading producers of paper-based packaging in the world, with around 41,000 employees in approximately 350 production sites across 32 countries and with sales revenues of 7.3 billion in The company is a highly integrated producer, with its packaging plants sourcing the major part of their raw materials from Smurfit Kappa s own paper mills. Its European Corrugated Division active in 21 countries, with 22,000 employees over more than 200 sites has been sending senior executives to s open programmes to develop their management skills since 2008.
3 BaCK Next The challenge 03 has its own internal General Management Programme for newly appointed GMs and an Advanced Management Programme for high-potential candidates. While these give its managers the basics, it wanted to extend and accelerate the personal development of handpicked individuals by offering them a more academic experience conducted by speakers who are world leaders in their fields of expertise. was chosen by as an executive education partner because of its reputation as one of the market leaders in this area. The diversity of its intake both geographically and in terms of market sector the importance it places on the financial side of general management and, of course, its location in one of the world s most vibrant cities were also key factors in the decision. Bill Fox, Head of HR for s Corrugated Division Europe, explains: We re largely a home-grown organisation. Many of our executives have grown up within the organisation, have a long length of service and have been promoted through the ranks to their position. So, first and foremost, the London Business School programmes really open up their minds to current thinking and broaden their horizons. Over and above that, everyone going on to one of the programmes will have one or two specific development needs and we work hard with the London Business School programme directors to identify those beforehand, so each candidate will always come away with some individual, unique learning points. First and foremost, the programmes really open up their minds to current thinking and broaden their horizons. Bill Fox Head of HR, Corrugated Division Europe,
4 The programmes 04 Senior Executive Programme (SEP) This four-week programme is for experienced senior leaders. Participants typically bring more than 15 years management expertise and have responsibility for transforming and determining the future direction of their organisations, managing complexity and inspiring the individuals with whom they work. Accelerated Development Programme (adp) Designed for those who have recently made, or are about to make, the transition from technical or functional specialist to a broader, more general management role. Participants typically have years relevant management experience. ADP has a strong international flavour, with participants drawn from a diverse range of industries around the world. Over two, two-week modules it focuses on six competencies. Leadership, Strategy, Financial Management and Analysis, Change and Marketing, culminating in Strategic Decision Making. They may be currently three to five years into fairly senior roles as general managers when they come to London Business School to be challenged about where they are in their leadership journey, their style, the impact of that style, and to experience broader ideas and modern ways of thinking. Bill Fox Head of HR, Corrugated Division Europe,
5 BaCK Back Next Partnership with 05 Roberto Villaquiran, CEO of Smurfit Kappa s Corrugated Division Europe, was keen to develop the potential of two tiers of his management team: country CEOs and regional general managers. As someone who attended the SEP at the School in the late 90s, he had no difficulty in identifying that course as a valuable programme for the first group. It was fantastic, he recalls, and I wanted my managers to have the same opportunity. Roberto feels that SEP has three main pillars of learning that are of great value to his senior team: 1. It brings the participants up to date with trends in the world at large and the latest management thinking, whether it be in the realm of marketing, finance, innovation or some other area. 2. It gives executives the chance to learn from contemporaries in different countries and markets and thus enrich their business knowledge and gain confidence in their own abilities. 3. It gives them a greater insight into their strengths and weaknesses through the 360 assessments and the scrutiny of their peers. The candidates that sends on the SEP are heavy hitters, some of whom may have been a CEO for ten years or more, and Roberto believes that the hot-house atmosphere of the programme is a major plus. These guys are used to sitting at the front of every table when they go to a meeting but on the SEP they are one of perhaps 20 number ones and so they go back to ground zero, where no one is more or less important than anyone else, he says. Everyone is there for the same purpose and the whole dynamic of exchange and the approach to the case studies with the reasoning and contributing involved is something which I find is quite enriching. Meanwhile, senior executives who are slightly lower down the management ladder but are seen to have the potential to make it to the next level are selected for the ADP. This programme is for people who we have identified through our succession plan, as the CEOs of the future, says Bill Fox. They may be currently three to five years into fairly senior roles as general managers when they come to London Business School to be challenged about where they are in their leadership journey, their style, the impact of that style, and to experience broader ideas and modern ways of thinking. Roberto Villaquiran, CEO, Corrugated Division Europe,
6 Empowered managers 06 Around a dozen executives have taken part in the SEP and ADP programmes over the past five years and each one has emerged more mature and confident, says Roberto Villaquiran. He personally, in consultation with Bill Fox and others, makes decisions over who to send to the School as part of the annual performance appraisal process. Aware of the many calls there are on the time of a busy executive and the fact that four weeks is a significant incursion into his or her year, Roberto and Bill give the individual concerned a year to 18 months to fit it in to their schedule. Saverio Mayer, who, as CEO of Smurfit Kappa Italy as well as the Bag-in-Box Division, oversees a headcount of 2,000, took the SEP programme in I was initially unsure about being away from the office for such a long time but in the end it turned out to be a very valuable experience, he says. It wasn t so much a case of learning new things as reinforcing techniques and learnings that I already had. What was incredible about the course was the opportunity to meet people from a wide range of different sectors and countries all over the world. In my class alone, there were participants from Brazil, India etc, as well as Europe. The truth is that what is gained from the course can vary from person to person. Over the years I have sent different executives from on SEP at the School for different reasons because they were at different points of their product development, says Roberto. One lacked a certain amount of confidence because he didn t have a formal university education but he d had a phenomenal level of exposure to the business. While he could compare himself against the people in, the programme enabled him to measure himself against outsiders and see that his life experience in the business had made him very rich in many things. He realised he had nothing to fear and that gave him a boost. What was incredible about the course was the opportunity to meet people from a wide range of different sectors and countries all over the world. In my class alone, there were participants from Brazil, India etc, as well as Europe. Saverio Mayer CEO, Italy
7 Empowered managers 07 Meanwhile, participants in the School s ADP also pay tribute to the liberating effects of the executive education it provided. Ingo Gruetters, as the Regional General Manager of a key region within Germany, is in charge of four plants with a combined turnover of almost 200 million euros. At the time he participated in the ADP in 2009, however, he was in the stressful position of juggling his responsibilities as the father of two young boys with transforming the fortunes of a group of newly acquired plants in southwest Germany two of which were Smurfit Kappa s lowest performers in Europe. It was most exciting for me to share my experience of lifestyle matters, he recalls. I would not say I was close to burning out, but I certainly felt there was a danger of it. By conferring with faculty members and his fellow students he learned the value of taking a step back from the minutiae of the business, rather than micromanaging, and how to exert control without demotivating the individuals concerned. I have a picture in my head now of a small boy trying to learn to ride a bicycle, he says. The father is standing beside the bicycle but letting the child ride the bicycle on his own. It s the picture I took with me. Let people do what they can do. Emmanuel Rougier, General Manager of Siemco, a key business within Smurfit Kappa France, who completed the course in January 2013, is particularly enthusiastic about the elements of the programme devoted to leadership and strategy. The format of ADP enables you to develop a trustful relationship, which gave me the opportunity to let the feedback impact my leadership style, he says. This was a true eye-opener and benefit to me. The members of the group still keep in touch through LinkedIn and via a monthly conference call of one or two hours, when we share developments and food for thought. He adds: When it came to strategy, the references to both small and mediumsized and big businesses for brand building or services development, enabled me to place into perspective my own company and challenges. The format of ADP enables you to develop a trustful relationship, which gave me the opportunity to let the feedback impact my leadership style. This was a true eye-opener and benefit to me. Emmanuel Rougier General Manager, Siemco Hélène Rey Professor of Economics, SEP,
8 Business impact 08 Senior executives who have been through SEP and ADP return to the workplace revitalised, with new tools to drive the business forward, says Bill Fox. I think it s impossible to say someone is delivering 20 per cent more profitability simply because they went on a London Business School programme, he says, but when you talk to those leaders and you see them in the workplace they have new ways of thinking and are clearly energised. They have had their minds opened to what is happening outside the immediate world of and our customer base. They ve had an injection, if you will, of modern management thinking. They ve had their leadership style deconstructed and then built up again, hopefully in a more effective fashion. We see them coming back with high energy levels, far more open to new ideas and as far more effective leaders. He adds: I m convinced that it has a positive impact and you don t have to take my word for it. You can look at the appraisals they receive, the feedback they get from the CEOs and also, in some ways more importantly, the results of their 360 processes, which involve feedback from their direct reports and their peers. We see an improvement in terms of leadership, communication and engagement in those executives post the programmes. And it s not just in the immediate aftermath. Because they re at the School for four weeks, the effect does not last for just six months and then disappear, it changes them on a permanent basis. Roberto agrees: They come back consistently as more mature and confident individuals and underneath their arm they bring with them a set of tools that they can use as they see fit in developing their regions and organisations further. There is a definite change of confidence. Some of them might push the marketing a little bit more and others might push a different area, but the individuals coming back are better individuals and better managers post the course than they were pre the course. And this new-found confidence can make for more decisive management. When you have confidence you re not looking behind or around you, you just say, Okay, this is where I want to go. Because they re at the School for four weeks, the effect does not last for just six months and then disappear, it changes them on a permanent basis. Bill Fox Head of HR, Corrugated Division Europe, Rob Goffee Professor of Organisational Behaviour, SEP,
9 A strong and committed partnership 09 Five years in to its partnership with, is as committed as ever to making SEP and adp key stepping stones in the learning and development of their senior executives. We are by no means a big, big customer of, says Bill Fox. Over the last five years we ve had executives passing through its doors and we have a similar number in the pipeline but, despite being a relatively small customer, I feel we have a fantastic relationship with the School. Our dealings with the people here at the pre-course stage, during the programme, and when it comes to the follow-up are always totally professional. They do what they say they re going to do and they re fundamentally good people to deal with. Over and above that there seems to be a genuine interest and I mean a genuine interest in how our delegates perform post-programme. I frequently get calls saying, How is X, How is Y? Has it made a difference? Are you happy? There s a genuine commitment to customer care. It s a top business school in every respect, and thoroughly professional. Click here to listen to Bill Fox talking about his personal experience on the Human Resource Strategy in Transforming Organisations Programme. Click here to listen to Bill talking about Smurfit Kappa s use of the ADP and SEP programmes, how this fits with their L&D strategy and what the business impact has been. To learn more about how London Business School can help you deliver business impact through open programmes, please contact us by phone on +44 (0) or us at execinfo@london.edu
10 BaCK Regent s Park London NW1 4SA United Kingdom Tel: +44 (0) Fax: +44 (0) A Graduate School of the University of London Follow us on
Introduction The importance of training and development
Introduction Harrods of London is a British institution. It is probably the most wellknown and respected retail store in the world. For 162 years, Harrods has built its unique reputation supported by its
More informationfocus Jure Sola, CEO of Sanmina-SCI, talks about the need for the personal touch
MANUFACTURINGTODAY BEST PRACTICES FOR INDUSTRY LEADERS NOVEMBER/DECEMBER 2005 3.95 FROM CONCEPT TO REALITY: The evolution of PLM SEEN TO BE LEAN: Lessons to be learned from the past Total customer focus
More informationChanging a culture with lean management
Changing a culture with lean management An interview with Bryan Robertson of Direct Line Group Changing a culture with lean management 2 Direct Line Group, based in Bromley, England, is a leading provider
More informationCommon data & processes for a global business
BUSINESS MANAGEMENT SYSTEMS CASE STUDY Common data & processes for a global business Let s Redefine What s Possible BUSINESS MANAGEMENT SYSTEMS CASE STUDY 01 OVERVIEW Common data & processes for a global
More informationSupporting Leaders in Training: Leadership Qualification Mentors
Supporting Leaders in Training: Leadership Qualification Introduction Thank you for volunteering to mentor a Leader in Training. Developing Leaders helps to grow guiding and gives more girls the opportunity
More informationBusiness Result Advanced
Business Result Advanced Student s Book Answer Key 5 Teamwork Starting point, team members don t get on, they have different working styles, some people are unreliable, there may be a clash of objectives,
More informationImproving. the Interview Experience
Improving the Interview Experience Introduction As part of improving our processes at Evolution Recruitment Solutions, we consistently send out feedback surveys to our candidates and clients, as well as
More informationReady for Work. Business involvement and volunteering opportunities. Contents
Ready for Work Business involvement and volunteering opportunities Contents About Ready for Work Volunteering at pre-placement training Providing work placements Job coaching Developing and delivering
More informationBoosting engagement at Stryker
1 Boosting engagement at Stryker How a New Jersey plant changed its culture in less than a year Gallup Business Journal - 05 January 2012 by Jennifer Robison "Engaged people feel good about coming to work
More informationMentoring. Mentor Training
Mentor Training If you are not developing your people, who do you think is? BUSINESS CASE Develop a foundation for growth and development of high potentials in EAME Create a strong pipeline of leadership
More informationModern Apprenticeships in Business & Administration
What will I be doing? Administrators deal with the essential day-to-day tasks that enable the Parliament to function. There are about 100 administrator roles at Holyrood and these jobs are crucial to the
More informationA CEO s perspective. Networking is like leadership. You can t be a leader for one hour and then go home and stop being a leader
Networking is like leadership. You can t be a leader for one hour and then go home and stop being a leader In Search of the Extraordinary Executive How to build your business by networking: A CEO s perspective
More information30 Course Bundle: Year 1. Vado Course Bundle. Year 1
30 : Year 1 Vado s 30 Year 1 Vado 1. Employee Career Aspirations Coaching Career Development 2. Communicate Clear and Concise Messages Communication Skills for Managers 3. Conflict Management Expectations
More informationEnhanced Employee Health, Well-Being, and Engagement through Dependent Care Supports
Enhanced Employee Health, Well-Being, and Engagement through Dependent Care Supports Webinar Question & Answer Session Transcript June 23, 2010 Dave Lissy, Chief Executive Officer, Bright Horizons Family
More informationGood Vibrations. Publication date: 4 September People Management magazine
Publication date: 4 September 2008 People Management magazine Good Vibrations "Know thyself was inscribed on the ancient Greek oracle s temple at Delphi. And, as many will testify, it still applies to
More informationThe nine keys to achieving growth through innovation By Dr Amantha Imber
The nine keys to achieving growth through innovation By Dr Amantha Imber IMPORTANT: This document is a PDF representation of the slides that were used in an Inventium keynote. Feel free to share these
More informationSeven Keys to Ensuring Successful Mentoring Outcomes
Seven Keys to Ensuring Successful Mentoring Outcomes By Melanie Wass Page1 Melanie Wass has been conducting Mentoring training since 2003 for numerous government agencies and programs. Much of her mentoring
More informationYou ve met our apprentices. Now meet yours.
You ve met our apprentices. Now meet yours. Managers Guide Recruiting an apprentice INTERNAL ONLY The practical part By now, you should know the facts about our apprentices, and we hope you want to get
More informationEOWA REPORT C:\Documents and Settings\alysonowen\Desktop\EOWA Report 2010 For Web.doc 1
EOWA REPORT 2009-2010 C:\Documents and Settings\alysonowen\Desktop\EOWA Report 2010 For Web.doc 1 CONTENTS INTRODUCTION 3 CONSULTATION 4 YEAR IN REVIEW 5 TALENT MANAGEMENT AND DEVELOPMENT 5 RECRUITMENT,
More informationThe Managers guide to Coaching
The Managers guide to Coaching For many years now organisations have been trying to get their managers to behave more like leaders. Training courses have allowed delegates to debate the respective merits
More informationCASE STUDY. Strengths-based Recruitment: One company s success recruiting apprentices with a strengths approach
CASE STUDY Strengths-based Recruitment: One company s success recruiting apprentices with a strengths approach Engaging Minds worked with Lloyd s Register in the autumn of 2016 to develop a strengthsbased
More informationThe Management Development Series For Legal Managers
The Management Development Series For Legal Managers To get great things done in today s legal firms, managers have to enable others to act. Managers foster collaboration and trust. They make it possible
More informationPreparing your board for the future
Preparing your board for the future A guide to succession planning Funded by Getting the basics in place 1 What is succession planning? Succession planning is about ensuring continuity within an organisation,
More informationDirector of Development
Director of Development Candidate Pack November 2018 Contents About Future First... 3 Who we re looking for... 4 What our team says... 4 Duties and Responsibilities... 5 Person Specification... 6 Organisation
More informationThe slightest perception of something negative happening can affect an employee s emotional state.
Employee feedback is the core of personal and professional growth. Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. Most managers don t provide enough
More informationBuilding the Hospital of the Future at Methodist Stone Oak
Building the Hospital of the Future at Methodist Stone Oak 1 Success Story: Methodist Stone Oak Hospital Success From the Ground Up When Methodist Healthcare System in San Antonio, Texas, began staffing
More informationResource Pack. The Banking industry is central to our lives. it makes a significant contribution to the British economy.
Resource Pack The Banking industry is central to our lives. it makes a significant contribution to the British economy. In association with: 2016 Banking is Britain s largest export industry, and is the
More informationWhite paper. Assessing and Developing Potential. Introducing Capp Development Solutions
White paper Assessing and Developing Potential Introducing Capp Development Solutions CONTENTS 3 INTRODUCTION 4 PART ONE: WHAT IS POTENTIAL? 5 PART TWO: DEVELOPING POTENTIAL 6 ON-BOARDING 7 PERFORMANCE
More informationThe FA Women in Leadership Programme. In association with The Institute of Directors. 1 The FA Women in Leadership Programme
The FA Women in Leadership Programme In association with The Institute of Directors 2017 1 The FA Women in Leadership Programme The FA Women in Leadership Programme In 2015, the Football Association (FA)
More informationFOUR SOCIAL MEDIA TACTICS EVERY REAL ESTATE AGENT NEEDS
FOUR SOCIAL MEDIA TACTICS EVERY REAL ESTATE AGENT NEEDS By SAM Rico BATTISTA AWARD WINNING SOCIAL MEDIA EXPERT About this Book First, let s go over what you can expect. This ebook is going to cover the
More informationEmployer Toolkit. Have you recruited staff from overseas? Is it working well? DOL AUG 11
Employer Toolkit Have you recruited staff from overseas? Is it working well? DOL 11794 AUG 11 Could you be working better with your migrant staff? Migrant employees come to New Zealand from a wide range
More informationPutting our behaviours into practice
Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation
More informationADP UK Gender Pay Report Produced by: Victoria Tucker, UK Total Rewards Manager
ADP UK Gender Pay Report 2017 Produced by: Victoria Tucker, UK Total Rewards Manager Annabel Jones, UK HR Director I genuinely believe, because I see it and feel it, that ADP treats all our associates
More informationCase Study / A leadership development programme that transforms the learning culture and builds future success
Case Study / 40 leaders across Australia equipped with skills and behaviours to hugely increase their leadership performance A leadership development programme that transforms the learning culture and
More informationHow to Be a Leader Your Employees Never Want to Leave
LEADERSHIP How to Be a Leader Your Employees Never Want to Leave The very definition of leadership has evolved over the last few years. In the past, leaders climbed their way to the top and got people
More informationHow to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership
How to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership The official guide of the Senior Executive Association and the Young Government Leaders Mentoring Partnership
More information2. Do any of the managers appear to have valid arguments for their beliefs as to why formal project management should not be considered?
1. What are some of the major problems facing the management of Hyten in accepting formalized project management? (Include attitude problems/ personality problems.) There are many problems faced by Hyten
More informationebook Reach Your Leadership Potential
ebook Reach Your Leadership Potential Develop skills and qualities to achieve your potential as a business leader Strong leadership is both an inherent and a learned quality. As a business leader, it s
More informationPutting non-service employees on the phones
Putting non-service employees on the phones For the article Vista Print puts its employees on the phones to Learn the Customer in the July issue of Customer Service Newsletter (CSN), editor Bill Keenan
More informationCustomised Solutions 2018
Customised Solutions 2018 Equipping leaders to build the future Customised Solutions 2018 Equipping leaders to build the future 1 Customised Solutions Create your own butterfly effect. Propel your organisation
More informationDriving individual engagement. How to revolutionise the way you motivate and engage your employees
Driving individual engagement How to revolutionise the way you motivate and engage your employees Focus on the individual Creating a team of individuals who possess the right mix of job capabilities and
More informationPASSION FOR LEADERSHIP: THE ROXTEC CASE. CASE STUDY A case study by Dr. Kim Møller
PASSION FOR LEADERSHIP: THE ROXTEC CASE CASE STUDY A case study by Dr. Kim Møller BACKGROUND Roxtec is a Swedish multinational company based in Karlskrona, Sweden. The company was founded in 1990 after
More informationGUIDE. A Modern Communicator s Guide to Corporate Communications
GUIDE A Modern Communicator s Guide to Corporate Communications Let s start with hello Companies like yours are starting to realize that communication is more than just a monthly newsletter. In a time
More informationIntroduction Human Resource Management (HRM)
Introduction Harrods is a brand that is recognised all over the world. Its Knightsbridge store has 1 million square feet of selling space with over 330 different departments. Its global reputation and
More informationChapter Management Awards 2016 PROFESSIONAL DEVELOPMENT
CHAPTER IABC Ottawa REGION Canada East CHAPTER BOARD TERM July 1 to June 30 TIMELINE July 1, 2015 to November 15, 2016 DIVISION CATEGORY CHAPTER CONTACT Division 1: Large Chapter (201 or more members)
More informationManagers at Bryant University
The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer
More information10 Things To Never Say
10 Things To Never Say When Delegating PRACTICAL TOOLS 10 Things To Never Say When Delegating / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /
More informationLowdham Grange HM Prison
Employee Engagement Case Study: Lowdham Grange HM Prison Key learnings An informed employee voice will eliminate the rumour mill The organisation must communicate and make relevant its core purpose and
More informationThe Financial and Insurance Advisor s Guide to Content Writing
The Financial and Insurance Advisor s Guide to Content Writing TABLE OF CONTENTS Introduction pg. 2 1. CRM 2 and the Rise of Content Marketing pg. 3 2. Write Creatively and Be Entertaining pg. 7 3. Read
More informationPCEF guidance notes. Area E Leadership and management
PCEF guidance notes Area E Leadership and management Unit PC9 Recruit and develop people This unit relates to the role of recruiting and developing people. You are expected to play a part both in analysing
More informationSCALING LAND-BASED INNOVATION GROUP DECISION-MAKING TOOLKIT
SCALING LAND-BASED INNOVATION GROUP DECISION-MAKING TOOLKIT Why should I use this toolkit? Having an opportunity to expand what you do is always exciting, but as well as posing operational and financial
More informationTeam Conversation Starters
Team Conversation Starters This guide is intended to help you get started during your action planning session and/or to dig deeper into understanding the feedback you receive from your employees during
More informationSpeaker Remarks Pam Hall, President, Normandeau Associates, Inc EMPLOYEE OWNERSHIP MOTIVATING AND DEVELOPING EMPLOYEE OWNERS
Speaker Remarks Pam Hall, President, Normandeau Associates, Inc EMPLOYEE OWNERSHIP MOTIVATING AND DEVELOPING EMPLOYEE OWNERS To get the full value of joy, you must have people to divide it with --Mark
More informationAchieving More with the Career Framework
Associate s Guide: Achieving More with the Career Framework Achieving More No matter your job, your knowledge, skills and behaviors make an important and often, lasting imprint on the lives of your colleagues,
More informationPhuse poster. Off shored, 5 years on (PP17)
Phuse poster Off shored, 5 years on (PP17) Author : Mr Bhupendra Mistry Company : Roche Products Ltd, UK 0. Introduction The aim of this poster is to share our experiences of creating and using a statistical
More informationAmerica s Workforce: A revealing account of what employees really think about today s workplace
America s Workforce: A revealing account of what employees really think about today s workplace 2013 Leading the charge In recent years, tough economic times and an unsteady job market have made most people
More informationPEOPLE FIRST THE PEOPLE AND CULTURE STRATEGY SHAPING A BETTER WORLD SINCE 1845
PEOPLE FIRST THE PEOPLE AND CULTURE STRATEGY 2018 2021 SHAPING A BETTER WORLD SINCE 1845 Employees, who feel listened to are likely to care more. Employees, who care more, will provide a better experience
More informationWherever your future takes you, arrive smarter with ACCA.
Wherever your future takes you, arrive smarter with ACCA. Discover more at www.facebook.com/acca.official www.twitter.com/acca_yourfuture www.linkedin.com/company/acca www.instagram.com/acca.official Go
More informationApprenticeships. Professional Business Services Apprenticeships: Unlock your potential and launch your career today!
A Social Business - Award Winning Apprenticeships & Employability Provider Apprenticeships Unlock your potential and launch your career today! Professional Business Services Apprenticeships: Business Administration,
More informationTOP 5 CHALLENGES OF GROWING COMPANIES
and how we faced them at Future Processing 2017 WWW.FUTURE-PROCESSING.COM CHALLENGES Regardless of the industry or country, dynamically growing companies struggle with similar challenges. Those must be
More informationCOACHING USING THE DISC REPORT
COACHING USING THE DISC REPORT TAKING THE NEXT STEP Congratulations! You ve taken the first vital step in showing that you are a champion in your organization that wants to make a difference. Your employees
More informationMaking a start on engagement with the Engagement Bridge. Workshop Pack 1.3
Making a start on engagement with the Engagement Bridge Workshop Pack 1.3 Key points of the Engagement Bridge Model Every organization is different. The model gives you the areas to look at, ideas and
More informationHow organisations get the best out of psychometric testing
How organisations get the best out of psychometric testing In conjunction with Executive Summary 2 Introduction Is there a topic that polarises views more in the HR arena than psychometric testing and
More informationCOUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST
COUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST Introduction County Durham and Darlington NHS Foundation Trust is one of the largest integrated care providers in England, serving a population of around
More informationMonitoring individual performance
Monitoring individual performance Does each member of your team perform the tasks allocated to them? Does each member of your team perform to the standard required? What can you do to monitor performance
More informationA multilayered approach to build a sustainable coaching culture
A multilayered approach to build a sustainable coaching culture Mid Cheshire Hospitals NHS Foundation Trust multi-pronged coaching initiative was heralded as ground-breaking within the NHS when it launched
More informationFundraising 101: Structuring and Developing an Effective Fund Raising Operation. Lawrence W. Reed President Mackinac Center for Public Policy
Fundraising 101: Structuring and Developing an Effective Fund Raising Operation Lawrence W. Reed President Mackinac Center for Public Policy In July 2003, Atlas co-sponsored an event with Fundacion DL
More informationCAREER STORIES AND PERSONAS
This work is licensed under a Creative Commons Attribution 4.0 International License. Explore the application of the talent management toolkit through six career stories and personas. CAREER STORIES AND
More informationMetrics For The Service Desk
Metrics For The Service Desk About the Author Contents 2 The author of this report is SDI s Industry Analyst Scarlett Bayes. Scarlett is dedicated to providing insightful and practical research to the
More informationBuilding the Foundation for a Successful Business
Building the Foundation for a Successful Business If I knew then what I know now... Table of Contents If Only I Knew Then What I Know Now........ 3 Planning... 4 Sales & Marketing... 5 Employees... 7 Operations........
More informationUnit title second line. here. Aegon Inspiring, connecting and creating. Your more descriptive subtitle should go here
Unit title second line Your Case title Study here Aegon Inspiring, connecting and creating Your more descriptive subtitle should go here Over the last four years AEGON UK, the life insurance and pensions
More informationcompanydirectors.com.au ASX 200 Roundtable Summary Paper 2015 Succession Planning ASX 200 Supporting Partner
ASX 200 Roundtable Summary Paper 2015 Succession Planning ASX 200 Supporting Partner Succession Planning At a recent Australian Institute of Company Directors ASX 200 round table, directors agreed that
More informationYou can t have authentic leadership without this one crucial thing
You can t have authentic leadership without this one crucial thing Everyone's looking for authentic leadership. Authentic leaders are effective, self aware and inspiring. They behave in a way that engenders
More informationBETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS
BETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS Although cross-functional teams are increasingly common in today s fastmoving economy, many organizations still follow a silo approach when
More informationProfessionalising Banking through Voluntary Standards
TALKING POINTS Professionalising Banking through Voluntary Standards Sharmila Sharma, from the Secretariat of the Financial Services Professional Board (FSPB) and General Manager, Professional Standards
More informationJordan Sweeney. Position: Head of Industrial. Client: AECOM Industry: Technical and. Accounts and Strategic Sales. Management Support Services
Jordan Sweeney David was gracious enough to walk me through that and always showed tremendous professionalism and poise in his ability to continue on what he knew was a tried and proven method that he
More informationNavigating your business journey to successfully scale and grow. RESEARCH EXECUTIVE SUMMARY
Navigating your business journey to successfully scale and grow. RESEARCH 2017-2018 EXECUTIVE SUMMARY We re all experiencing the changing business environment, as it becomes ever more complex, competitive
More informationPRODUCTIVITY IN THE WORKPLACE: WHAT S THE REAL PROBLEM?
PRODUCTIVITY IN THE WORKPLACE: WHAT S THE REAL PROBLEM? July 2017 Introduction Since productivity levels took a nosedive in 2009, the UK has struggled to recover at the same growth rate it was previously
More informationEVALUATE YOUR ABILITY TO LEAD YOURSELF
EVALUATE YOUR ABILITY TO LEAD YOURSELF STRATEGIC LEADERS KNOW THE SECRET OF LEADING THEMSELVES WELL BY LEYDA ALEMAN, SHRM-SCP 2018 Human Capital Consultants International All Rights Reserved www.hcc-intl.com.
More informationTOOLKIT 12 CLARIFY THE KEY ROLES IN YOUR BUSINESS
TOOLKIT 12 CLARIFY THE KEY ROLES IN YOUR BUSINESS Ensure your key resources are focused on the right priorities for your business. Help your people to add value and not cost. Ensure the successful delivery
More informationThe Power of People. Our University Our Future Our People
The Power of People Our University Our Future Our People 2016-2021 The Power of People The Power of People builds on the significant achievements of Talent First, the University s People Strategy 2013-2015,
More informationDelegated Authority Level 5. Human Resources Department. Job Purpose
Post: Delegated Authority Level 5 Team: Responsible to: Responsible for: Human Resources Department Director of HR & OD Recruitment Administrators X Job Purpose To take a lead role in managing and developing
More informationtowerswatson.com The Power of People EDF Energy drives employee engagement and high performance
towerswatson.com The Power of People EDF Energy drives employee engagement and high performance The Power of People EDF Energy drives employee engagement and high performance By Lucie P. Lawrence There
More information6 CONSIDERATIONS WHEN SELECTING A ROBOT INTEGRATOR CONSIDERATIONS WHEN SELECTING A ROBOT INTEGRATOR COURTESY OF
CONSIDERATIONS WHEN SELECTING A ROBOT INTEGRATOR 1 CHOOSING A ROBOT INTEGRATOR: Here s What You Need to Know. GET IT RIGHT AT THE OUTSET... If you work in manufacturing, then, you re likely using or considering
More informationTHE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 If you agree people are your most valuable asset
More informationcreating a culture of employee engagement
creating a culture of employee engagement creating a culture of employee engagement 2 Introduction Do your employees report a strong sense of purpose at your company? Do they trust senior management and
More informationHARVEY NASH HR SURVEY 2018 GROWTH. CHANGE. UNCERTAINTY.
HARVEY NASH HR SURVEY 2018 GROWTH. CHANGE. UNCERTAINTY. About the survey Growth. Change. Uncertainty. Human resources professionals are used to change they see it all around them. Whether it s working
More informationA Pure approach to workplace culture
A Pure approach to workplace culture Pure is a UK-based recruiting company with 80 people in four offices located around Eastern England. Founded in 2002, Pure set out to build a people-focused and supportive
More informationThe Connected CFO a company s secret silver bullet?
a company s secret silver bullet? Imagine if the Chief Financial Officer (CFO) had a real-time dashboard of the business that automatically alerted him or her to specific triggers about the financial performance
More informationHow we re listening to our stakeholders
How we re listening to our stakeholders Electricity Transmission Contents Introduction 03 Summary 03 The need for enhanced engagement with our stakeholders 04 How we ve established our engagement approach
More informationGrowing Pains. The Challenge of Transitioning from Small- to Medium-Sized Business
Growing Pains The Challenge of Transitioning from Small- to Medium-Sized Business Kyle Menken, M.A. Lecturer, Department of Philosophy University of Toronto Hasko Von Kriegstein, Ph.D. Assistant Professor,
More informationOur Story. How we re working smarter thanks to Joined Up People
Our Story How we re working smarter thanks to Joined Up People We ve been on a journey. We ve saved millions. We use hundreds fewer desks. We ve changed our culture and the way our people collaborate.
More informationBuilding Trust and Increasing Employee Engagement in the Workplace
QUEEN S UNIVERSITY IRC 2018 Queen s University IRC. This paper may not be copied, republished, distributed, transmitted or converted, in any form or by any means, electronic or otherwise, without the prior
More informationPutting Your People First
Putting Your People First Cake People Development Coaching, Mentoring, Leadership, Management and Consultancy t +44 (0)1603 733006 t +44 (0)203 40 992 88 e slice@cakepd.co.uk w cakepd.co.uk Developing
More informationKey Points How to create an effective business plan
Key Points What s in a business plan? 1. An executive summary 2. The business profile 3. The market analysis for your products or services 4. The marketing plan 5. The operating plan 6. The management
More informationTalent Development Through Higher and Degree Apprenticeships
Talent Development Through Higher and Degree Apprenticeships What is Higher Futures? Businesses need appropriately skilled and competitive workforces to achieve their growth ambitions. Higher Futures is
More informationTalent Development Through Higher and Degree Apprenticeships
Talent Development Through Higher and Degree Apprenticeships What is Higher Futures? Businesses need appropriately skilled and competitive workforces to achieve their growth ambitions. Higher Futures is
More informationAthelbrae Ltd. Business Training, Coaching & Recruitment. Working in partnership with you to develop your staff
Athelbrae Ltd Business Training, Coaching & Recruitment Working in partnership with you to develop your staff Athelbrae House, 10 Linnet Avenue, Paddock Wood, Kent. TN12 6XQ Tel: 01892 832059 info@athelbrae.co.uk
More informationTaking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies
Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies A leading global provider of transport and logistics solutions Established in 1982 in Jordan and now
More informationINNOVATION IN EMPLOYEE ENGAGEMENT FOR A COLLABRATIVE INDIA. Punith Raj N Assistant Professor,T John College, Bangalore.
Abstract INNOVATION IN EMPLOYEE ENGAGEMENT FOR A COLLABRATIVE INDIA Punith Raj N Assistant Professor,T John College, Bangalore. By drawing on the Job Demands and Resources Model, this review article develops
More information