Understanding our CLEARR Career Continuum (ECS and ICS) Be inspired. Grow your whole self.
|
|
- William Small
- 6 years ago
- Views:
Transcription
1 Understanding our CLEARR Career Continuum (ECS and ICS) Be inspired. Grow your whole self.
2 Understanding our CLEARR Career Continuum A guide for employees Level by level 5 Administrative Professional 8 Associate 11 Senior Associate 14 Manager 17 Senior Manager 20 Director/Executive Director 23 Managing Director Appendix 26 Audit CLEARR Career Continuum 27 Advisory CLEARR Career Continuum 28 Tax CLEARR Career Continuum 29 ICS CLEARR Career Continuum
3 Expectation. Inspiration. Conversation. C ollaboration L eadership E xcellence CLEARR Career Continuum As we continue our culture journey and set our sights on the Next and the New, we must be clear on what success looks like for every professional at Grant Thornton LLP. Professionals include both Internal Client Service (ICS) and External Client Service (ECS). ECS specifically includes the Audit, Tax, and Advisory service lines. The CLEARR Career Continuum helps us break down career expectations by job level, pinpointing the behaviors that matter which are the baseline knowledge/skills needed to be successful and connecting them to each of our strategic drivers. A gility R espect R esponsibility 2 Table of contents Grant Thornton CLEARR Career Continuum
4 The CLEARR Career Continuum Senior Manager Partner/Principal Administrative Professional Associate Senior Associate Manager Director/ Executive Director Managing Director NOTE: Dotted line promotion paths are possible, but rare. Expectation It starts with a single question - "what is expected of me" to focus and prioritize our time and energy on what's important for us to deliver a differentiated client experience. Whether our clients are external or internal, understanding what's expected is the first step. Expectations of what we deliver come in the form of SMART (Specific, Measurable, Actionable, Realistic, Timebound) goals from our service line and function. Expectations of how we deliver come from our values, behaviors and outcomes. Refer to the VBO for common core behaviors for all levels and service lines. Inspiration We also have goals and aspirations that are important to our personal and professional success what we aspire to achieve and develop in ourselves. These goals inspire us to push ourselves out of our comfort zone, try new things and grow our whole selves. Conversation Creating a continuous dialogue about what s expected, how we are doing, what we should develop, how we did (Spotlight form), how we will be rewarded and what s next for us is critical to stay engaged and see the CLEARR path to success. Be the captain of your career and begin that conversation today with your manager/ supervisor and your career coach. 3 Table of contents Grant Thornton CLEARR Career Continuum
5 Level of focus for the page Top priority for the level Reading this guide Level Overview Associate Level priority Execution of engagement responsibilities To the right is a guide for reading each of the pages in the CLEARR Career Continuum. In addition to information about specific levels, the appendix contains the career progression and major expectations for each level by service line. It is the expectation that progression to the next level means proficiency in the baseline knowledge/skills defined for all of the previous levels. For our ICS professionals, promotion/progression to the next level is based on business need, relevant functional expertise, and proficiency in baseline knowledge/skills cumulative for all of the previous job levels. 5 Table of contents Grant Thornton CLEARR Career Continuum Alignment with the strategic drivers Revenue growth Talent Learns and understands the firm s strategy, practice areas, Actively participates in formal/informal development and service offerings Takes responsibility and ownership of personal and professional Understands the importance of charging time appropriately and the development and seeks on-the-job training impact the project has on profitability Strengthens interpersonal communication skills with a focus on Achieves chargeable or hours worked goals in accordance with expressing thoughts and messages clearly in both written and verbal firm policies form Understands the client s and stakeholder s business, including operations, product or service offerings, organizational structure, and key initiatives by reviewing client files and researching the client/ stakeholder before fieldwork Actively participates in campus recruiting in support of the firm s 4 Table of contents Grant Thornton CLEARR Career Continuum Knowledge and skills needed to be successful in a level organized by strategic driver. Each level inherits the previous levels' expectations.
6 Level overview Administrative Professional Level priority Provides functional support 5 Table of contents Grant Thornton CLEARR Career Continuum
7 Level overview Administrative Professional Alignment with the strategic drivers Revenue growth Learns and understands the firm s strategy, practice areas or functions, and service offerings to support engagement/project teams Understands the importance of time management and the impact the work has on profitability Understands the client s and stakeholder s (internal/external) business, including operations, product or service offerings, organizational structure, and key initiatives People (formerly 'Talent') Learns, understands, and commits to the firm s performance expectations, evaluation criteria (i.e., Standard of Excellence), and training requirements Actively engages in CLEARR Performance by taking responsibility and ownership of personal and professional development and seeks on-the-job training Strengthens interpersonal communication skills with a focus on expressing thoughts and messages clearly in both written and verbal form Supports talent acquisition activities (e.g., greets candidates, schedules interviews) 6 Table of contents Grant Thornton CLEARR Career Continuum
8 Level overview Administrative Professional Alignment with the strategic drivers Operational excellence Focuses on developing technical skills relevant for the firm of the future (e.g., proficiency with Microsoft applications, researching skills, proficiency with firm tools, etc.) Communicates expected, actual, and variances of time spent on tasks as well as availability to scheduler or supervisor Takes ownership of assignments by prioritizing work, utilizing appropriate resources effectively and efficiently, and creating work products that require little rework, are on time, well organized and well thought out Begins to understand issues of quality and risk management Learns and stays current on firm policies, procedures, methodologies, and tools, actively asking questions to ensure understanding Distinctive client service Demonstrates a professional and competent demeanor by promptly following up on client (internal/external) requests and presenting a positive attitude Exercises sound judgment and seeks guidance on work assignments as appropriate Creates a remarkable people experience by developing and maintaining relationships with office colleagues, other practice areas or functions, engagement/project teams, and client (internal/external) personnel at appropriate levels Brand & reputation Represents self and the firm positively to enhance our reputation in the marketplace and with prospective talent 7 Table of contents Grant Thornton CLEARR Career Continuum
9 Level overview Associate Level priority Executes engagement, project, and/or functional responsibilities 8 Table of contents Grant Thornton CLEARR Career Continuum
10 Level overview Associate Alignment with the strategic drivers Revenue growth Learns and understands how to support the firm's strategy, practice, functional areas and service offerings Understands the importance of managing and documenting time appropriately and the impact the work has on profitability Achieves chargeable or hours worked targets in accordance with service line expectations (external client service associate) Understands the client's and stakeholder's (internal/external) business, including operations, product or service offerings, organizational structure, and key initiatives, by reviewing client files, and researching or inquiring about the client/stakeholder before beginning work as well as throughout the body of work People (formerly 'Talent') Learns, understands, and commits to the firm s performance expectations, evaluation criteria (i.e., Standard of Excellence), and training requirements Takes responsibility and ownership of personal and professional development and seeks on-the-job training as the "Captain of their Career" (e.g., sets SMART goals, co-develops and executes plan for feedback frequency, builds performance portfolio, and articulates impact to clients, reviewers, and career coaches) Strengthens interpersonal communication skills with a focus on expressing thoughts and messages clearly and succinctly in both written and verbal form Assists in talent acquisition by participating in university/entry-level recruiting (e.g., on-campus events, office visits) and/or providing referrals Works toward applicable and appropriate professional designation or certification (e.g., CPA, SHRM-CP) 9 Table of contents Grant Thornton CLEARR Career Continuum
11 Level overview Associate Alignment with the strategic drivers Operational excellence Focuses on developing and applying technical skills relevant for the firm of the future (e.g., regulatory standards, researching skills, service line-specific tools, etc.) Proactively communicates the expected, actual, and variances of time spent on tasks, as well as availability, to scheduler and supervisor Takes ownership of assignments by prioritizing work and utilizing appropriate resources to effectively and efficiently deliver quality and timely results Delivers the highest-quality services by creating work products that require little rework, are on time, on budget, well-organized and wellthought out Learns and stays current on firm policies, procedures, methodologies and tools, actively asking questions to ensure understanding and identify efficiencies Distinctive client service Demonstrates a professional and competent demeanor by promptly following up on client (internal/external) requests and presenting a positive attitude Understands the client service cycle and implements assigned plans Creates a remarkable people experience by developing and maintaining relationships with office colleagues, other practice areas or functions, engagement/project teams, and client (internal/external) personnel at appropriate levels Begins recognizing and researching problems or exceptions in technical and nontechnical data and develops a point of view Brand & reputation Positively represents self and the firm to enhance our reputation in the marketplace and with prospective talent Actively participates as a member of professional (e.g., AICPA, SHRM) and civic organizations and attends professional events as appropriate for the role 10 Table of contents Grant Thornton CLEARR Career Continuum
12 Level overview Senior Associate Level priority Manages engagement / project 11 Table of contents Grant Thornton CLEARR Career Continuum
13 Level overview Senior Associate Alignment with the strategic drivers Revenue growth Manages time and budgets, including chargeable or hours worked for self and staff on engagements/projects Understands and leverages firm policies, procedures, methodologies and tools to help with efficiency and drive improvement and realization Operates with curiosity to identify opportunities for additional firm services and propose recommendations to better improve the way clients do business (external/internal) Knows the business of other firm service lines and functions and works effectively to integrate them in an engagement/project for the benefit of the client (internal/external) People (formerly 'Talent') Takes responsibility to develop others by sharing experiences, educating others on firm policies and procedures, and on-the-job coaching Develops reviewer capability on projects/engagements (internal/external) for team members (i.e., sets clear expectations, observes/supervises work and team interaction, provides feedback in an open, direct and timely manner, delegates tasks for team members to grow their skills, and is responsive and accessible) Assists in talent acquisition and onboarding by participating in university/ entry-level and experienced hire recruiting (e.g., on-campus events, office visits), providing referrals, and acting as buddy/peer advisor for new hires Attains an applicable and appropriate professional designation or certification (e.g., CPA, SHRM-CP, etc.) 12 Table of contents Grant Thornton CLEARR Career Continuum
14 Level overview Senior Associate Alignment with the strategic drivers Operational excellence Delivers the highest-quality services by assuming responsibility for the work of others; work products require little rework and actively identify and address engagement management issues Looks for opportunities to deliver work more efficiently and reduce operating costs Plans and manages assignments, coordinates work processes, analyzes work plans, and assists in the development of realistic budgets Identifies and communicates change order opportunities and follows through internally and with client, vendor, and/or stakeholder (internal/external) Distinctive client service Develops strong and trusted relationships with clients (internal/external) and project team by demonstrating knowledge of the client s (internal/ external) business and market Demonstrates accessibility, anticipates needs, questions and issues; and then actively works to address them Works with senior members of the team; uses critical thinking to recognize issues, problems and trends; and then proposes solutions Reads and stays abreast of relevant internal and external professional literature Brand & reputation Expands brand through leadership in firm, community, or professional organizations (e.g., BRG event organizer, committee member, etc.) Develops communication and presentation skills (oral, written and visual) 13 Table of contents Grant Thornton CLEARR Career Continuum
15 Level overview Manager Level priority Manages client (internal/external) relationship 14 Table of contents Grant Thornton CLEARR Career Continuum
16 Level overview Manager Alignment with the strategic drivers Revenue growth Drives profitability through successful engagement/project management including engagement planning, execution, monitoring and wrap-up in the field Serves as an integral resource manager (aligning the right person to the right place at the right time) Demonstrates active involvement in proposal or business case activities (e.g., proposal manager) Analyzes client (internal/external) needs, identifies opportunities and proactively provides integrated solutions People (formerly 'Talent') Masters reviewer capability (i.e., discusses and formally assesses employee's impact and the value of her/his contribution in a timely manner, provides insights to employee's career coach, and regularly requests feedback from team) Acts as career coach (i.e., assists coachees with SMART goal-setting, co-develops and executes plan for feedback frequency, gets to know personal and professional aspirations of coachees; and reviews, assesses and presents coachee's performance portfolio for impact and value of their contribution) Assists in talent acquisition by participating in university/entry-level and experienced recruiting (i.e., perform interviews); seeking out talent, and providing referrals Begins industry specialization in practices where appropriate 15 Table of contents Grant Thornton CLEARR Career Continuum
17 Level overview Manager Alignment with the strategic drivers Operational excellence Delivers the highest-quality services internally and externally by identifying and addressing issues, risks, and engagement/project variances (e.g., progress, overruns and expansion of scope), and keeping the client, stakeholders and leaders informed (internal/ external) Acts like a business owner and steward of the firm by consistently applying firm policies, procedures, methodologies and tools; delivering on-the-job development and creating an environment of information-sharing within the work teams Understands and teaches others about the firm's business model and the economics of our industry and/or function Distinctive client service Shares executive team responsibility for the execution of the complete client service cycle for an engagement/project (internal/external) Keeps current on thought leadership and professional matters of relevance Develops long-term and trusted professional relationships with clients (internal/external) and in the business community Demonstrates accessibility and provides service that consistently exceeds the client s (internal/external) expectation Brand & reputation Elevates our brand through leadership in firm, civic/community and professional organizations (e.g., leading BRG initiatives/events, leading committee, active board member, etc.) Begins to produce thought leadership for current and prospective clients 16 Table of contents Grant Thornton CLEARR Career Continuum
18 Level overview Senior Manager Level priority Leverages partner/ principal and/or managing director to grow the firm 17 Table of contents Grant Thornton CLEARR Career Continuum
19 Level overview Senior Manager Alignment with the strategic drivers Revenue growth Maintains a specific level of revenue growth or operating income as outlined within applicable business plans or service line goals Participates in lead-generation activities by developing new or leveraging existing professional relationships with potential clients/key influencers in the community and by staying current on the state of the client s business and the drivers impacting the client s market/industry Identifies and/or collaborates on opportunities to bring expanded services to clients and increase market share (internal/external) regardless of geography Oversees development of proposals and participates in the presentation of compelling business cases People (formerly 'Talent') Ensures appropriate engagement staffing to help grow and develop our people (e.g., providing stretch assignments that get them out of their comfort zones, working with diverse backgrounds and styles/not overusing the same resources) Demonstrates and models leadership by motivating and inspiring engagement/project teams, celebrating and recognizing successes, holding difficult conversations with clients to support teams, and staying fully engaged throughout the project/engagement Attracts quality and diverse talent, both campus and experienced hires, through professional reputation and building ties with school faculty and/or through engagement with professional diversity organizations Supports national development initiatives (e.g., helps to create training/ development content or present content at learning events such as Advisory University] 18 Table of contents Grant Thornton CLEARR Career Continuum
20 Level overview Senior Manager Alignment with the strategic drivers Operational excellence Delivers the highest quality of service and technical excellence by appropriately managing the engagement/project team leverage (e.g., delegate work 'down') and identifying efficiencies to ensure appropriate cost and fee levels Maintains profitability/efficiency value for engagements (change order billing, DSO and receivable management, etc.) Conscientiously and effectively manages risks to the firm for complex engagements, client portfolio, and/or firm initiatives Oversees the management of multiple and/or complex engagements/ projects with the partner/principal or managing director Supports national initiatives (e.g., helps to create knowledge-sharing opportunities, participates in peer reviews, etc.) Distinctive client service Develops relationships with C-suite individuals and acts as trusted advisor to influence executives on key engagement/project decisions Consistently applies our approach to client service to all clients and builds ability at all levels to engage/serve clients and grow relationships Delights clients (internal/external) by actively soliciting feedback on performance and being accessible and responsive to client needs (e.g., building and maintaining internal network of resources across service lines and geographies, assessing potential conflicts of interest or independence issues affecting the client, identifying and presenting clear and simple solutions to complex problems, etc.) Brand & reputation Acts as a goodwill ambassador for the firm, recognizing opportunities to enhance the firm's image/reputation with key influencers in the marketplace and business social media channels (e.g., LinkedIn) Actively participates at the leadership or board level of a professional/ industry/trade/civic organization Acts as a role model for our VBO and CLEARRly1 journey to external contacts Contributes to internal and/or external marketing collateral, such as thought leadership articles and papers Possesses cross-industry know-how in other practices, as appropriate 19 Table of contents Grant Thornton CLEARR Career Continuum
21 Level overview Director/Executive Director* Level priority Leverages partner/principal and/or managing director as deep subject matter expert 20 Table of contents Grant Thornton CLEARR Career Continuum
22 Level overview Director/Executive Director Alignment with the strategic drivers Revenue growth Maintains a specific level of revenue growth or operating income as outlined within applicable business plans or service line goals Ensures that the integration of services to clients (internal/external) is effective, efficient and operational Oversees development of proposals and participates in the presentation of compelling business case Utilizes expertise to educate others on the economics of our business and the impacts to service line or functional area Operational excellence Provides subject matter expertise by creating a culture of knowledge sharing Distinctive client service Inspires others by consistently delivering services to include facilitating constructive change, making sound business judgments/decisions on a timely basis and communicating strategies in an effective way Further deepens technical knowledge and develops practical guidelines and tools to help others understand and apply complex technical knowledge/skills People (formerly 'Talent') Masters career coaching capability Ensures appropriate engagement staffing to help grow and develop our people (e.g., providing stretch assignments that get them out of their comfort zones, working with diverse backgrounds and styles/not overusing the same resources) Demonstrates and models leadership by motivating and inspiring engagement/project teams, celebrating and recognizing successes, holding difficult conversations with clients to support teams, and staying fully engaged throughout the project/engagement Attracts quality and diverse talent, both campus and experienced hires, through professional reputation and building ties with school faculty and/or through engagement with professional diversity organizations Supports national development initiatives (e.g., helps to create training content or present content at learning events such as Advisory University) 21 Table of contents Grant Thornton CLEARR Career Continuum
23 Level overview Director / Executive Director Alignment with the strategic drivers Operational excellence Delivers the highest quality of service and technical excellence by appropriately managing the engagement/project team leverage (e.g., delegate work 'down') and identifying efficiencies to ensure appropriate cost and fee levels Maintains profitability/efficiency value for engagements (change order billing, DSO and receivable management, etc.) Conscientiously and effectively manages risks to the firm for complex engagements, client portfolio, and/or firm initiatives Oversees the management of multiple and/or complex engagements/ projects with the partner/principal or managing director Supports national initiatives (e.g., helps to create knowledge-sharing opportunities, participates in peer reviews, etc.) Distinctive client service Develops relationships with C-suite individuals and acts as trusted advisor to influence executives on key engagement/project decisions Consistently applies our approach to client service to all clients and builds ability at all levels to engage/serve clients and grow relationships Delights clients (internal/external) by actively soliciting feedback on performance and being accessible and responsive to client needs (e.g., building and maintaining internal network of resources across service lines and geographies, assessing potential conflicts of interest or independence issues affecting the client, identifying and presenting clear and simple solutions to complex problems, etc.) Brand & reputation Acts as a goodwill ambassador for the firm, recognizing opportunities to enhance the firm's image/reputation with key influencers in the marketplace and business social media channels (e.g., LinkedIn) Actively participates at the leadership or board level of a professional/ industry/trade/civic organization Acts as a role model for our VBO and CLEARRly journey to external contacts Contributes to internal and/or external marketing collateral, such as thought leadership articles and papers 22 Table of contents Grant Thornton CLEARR Career Continuum Possesses cross-industry know-how in other practices, as appropriate
24 Level overview Managing Director* Level priority As the highest level of professional, executes firm strategy specializing in Practice Management, Engagement Management, or Professional Excellence 23 Table of contents Grant Thornton CLEARR Career Continuum * The managing director level is being further refined.
25 Level overview Managing Director Alignment with the strategic drivers Revenue growth Leads a national, regional or local practice that is important to the execution of the firm strategy Maintains a specific level of revenue as outlined within applicable business plans or service line goals Consistently attains firm financial expectations within the geography, service line, industry, professional standards or functional area Demonstrates excellence in their specific market or technical area by developing thought leadership, reputation, new services and solutions People (formerly 'Talent') Serves as a visible leader who consistently embodies our CLEARRly1 culture and models CLEARR Performance behaviors Continuously re-evaluates staffing model to ensure the right people are doing the right work Leverages professional networks to identify quality and diverse talent Leads identification and creation of national growth and development people initiatives Develops and manages relationships, both inside and outside the firm, within his/her specific area of specialization 24 Table of contents Grant Thornton CLEARR Career Continuum
26 Level overview Managing Director Alignment with the strategic drivers Operational excellence Drives strong engagement or functional team efficiency and effectiveness (e.g., leverage, realization, receivable management, portfolio management) Demonstrates accountability for a high level of technical excellence and quality in individual work and the work of the team Executes the strategy in alignment with technical/specialty, functional area and/or service line with the business unit and firm strategy Distinctive client service Ensures delivery of integrated teams across the matrix Leads application of consistent client service and/or firm methodology to all clients and building ability at all levels to engage/serve clients and grow relationships Demonstrates a well-developed understanding of clients business/ industry Solicits client feedback proactively and is accessible/responsive to client needs Brand & reputation Is recognized across the firm and professional community as an expert or specialist in a technical, functional or industry specialty Exhibits leadership in external and internal community activities Leverages network of colleagues to increase acceptance of our brand among key influencers, regulators and capital markets Develops and contributes to forward-thinking positions in publications and presentations Possesses a global mindset as applicable based on service line, industry, or functional area alignment 25 Table of contents Grant Thornton CLEARR Career Continuum
27 Appendix Audit CLEARR Career Continuum Senior Manager Partner/Principal Associate Senior Associate Manager Leverage partner/principal and/or managing director to grow firm Focuses on leveraging partners and management of engagements and relationships Focuses on retaining existing client business and growing profitability Begins to take on leadership roles in the firm (service line, industry, national) Strategy execution Demonstrates evidence of capabilities to execute all dimensions of strategy Exemplifies unquestionable values aligned with CLEARRly1 culture Participates in industry, trade or professional associations Execution of engagement responsibilities Engagement management Client relationship management Focuses on gaining knowledge and skills Achieves professional certification Begins relationship development Focuses on project management Considers industry specialization Takes responsibility and ownership to develop self and others professionally Focuses on client relationship management Commits to industry specialization Begins community and civic involvement Director Managing Director* Leverage partner/principal and/or managing director as deep subject matter expert Practice management, engagement management, or professional excellence Is recognized and leveraged as a technical/specialized expert Possesses deep understanding of clients business/industry Participates in industry or professional trade associations Focuses on leveraging partners/principals, along with engagement management as deep subject matter experts and relationship builders Leads a strategic practice area striving for additional economic maturity Excels in the management and execution of engagements Exemplifies unquestionable values aligned with CLEARRly1 culture Displays strong technical capabilities and sound quality and risk management judgment Note: To the extent that an NCS professional is not directly aligned to a service line, an NCS position may include a senior manager level 26 Table of contents Grant Thornton CLEARR Career Continuum *The managing director level is being further refined.
28 Appendix Advisory CLEARR Career Continuum Senior Manager Leverage partner/principal and/or managing director to grow firm Partner/Principal Strategy execution Focuses on leveraging partners and management of engagements and relationships Focuses on growth of the business and new clients or expansion work Demonstrates evidence of capabilities to execute all dimensions of strategy Exemplifies unquestionable values aligned with CLEARRly1 culture Associate Senior Associate Manager Begins to take on leadership roles in the firm (service line, industry, national) Participates in industry, trade or professional associations Execution of engagement responsibilities Engagement management Client relationship management Focuses on gaining knowledge and skills Begins relationship development Focuses on project management Considers industry specialization Begins satisfaction of certifications Takes responsibility and ownership to develop self and others professionally Focuses on project scope, execution, work plan, financial management, and setting and managing scopes Commits to industry specialization Achieves professional certification Begins community and civic involvement Director Leverage partner/principal and/or managing director as deep subject matter expert Managing Director* Practice management, engagement management, or professional excellence Is recognized and leveraged as a technical/specialized expert Possesses deep understanding of clients business/industry Focuses on leveraging partners/principals, along with engagement management as deep subject matter experts and relationship builders Leads a strategic practice area striving for additional economic maturity Participates in industry or professional trade associations Excels in the management and execution of engagements Exemplifies unquestionable values aligned with CLEARRly1 culture Displays strong technical capabilities and sound quality and risk management judgment Note: To the extent that an NCS professional is not directly aligned to a service line, an NCS position may include a senior manager level 27 Table of contents Grant Thornton CLEARR Career Continuum *The managing director level is being further refined.
29 Appendix Tax CLEARR Career Continuum Senior Manager Leverage partner/principal and/or managing director to grow firm Partner/Principal Strategy execution Focuses on leveraging partners and management of engagements and relationships Demonstrates evidence of capabilities to execute all dimensions of strategy Associate Senior Associate Manager Focuses on growth of the business and new clients or expansion work Begins to take on leadership roles in the firm (service line, industry, national) Exemplifies unquestionable values aligned with CLEARRly1 culture Execution of engagement responsibilities Engagement management Client relationship management Participates in industry, trade or professional associations Focuses on gaining knowledge and skills Achieves professional certification Begins relationship development Focuses on project management Considers industry specialization Takes responsibility and ownership to develop self and others professionally Focuses on client relationship management Commits to industry specialization Begins community and civic involvement Director Managing Director* Leverage partner/principal and/or managing director as deep subject matter expert Practice management, engagement management, or professional excellence Is recognized and leveraged as a technical/specialized expert Possesses deep understanding of clients business/industry Participates in industry or professional trade associations Focuses on leveraging partners/principals, along with engagement management as deep subject matter experts and relationship builders Leads a strategic practice area striving for additional economic maturity Excels in the management and execution of engagements Exemplifies unquestionable values aligned with CLEARRly1 culture Displays strong technical capabilities and sound quality and risk management judgment Note: To the extent that an NCS professional is not directly aligned to a service line, an NCS position may include a senior manager level 28 Table of contents Grant Thornton CLEARR Career Continuum *The managing director level is being further refined.
30 Appendix ICS CLEARR Career Continuum** ICS Career/Job level promotions are based on business need, relevant functional expertise, and high performance Administrative Professional Associate Senior Associate Manager Director/ Executive Managing Director* Provide support Execution of functional/ project responsibilities Project management Client relationship management Leverage partner/principal and/ or managing director as deep subject matter expert Practice management, engagement management, or professional excellence Focuses on providing functional support Focuses on gaining knowledge and skills Begins relationship Begins to deepen functional development expertise and/or align with desired functional specialty Focuses on execution of project plan Considers tax specialty, industry specialty or functional specialty alignment Focuses on project management Develops, coaches, and mentors associates and administrative professionals Takes responsibility and ownership to develop self and others professionally Focuses on internal client relationship management Participates in industry or professional trade associations Begins community and civic involvement Manages multiple assignments, complex projects and/or guides others in project planning and management Excels in management and execution of projects within a functional area Establishes and maintains internal client relationships within the matrix (Service Line, geography, line of business, etc.) Is recognized and leveraged as deep subject matter expert in a technical, functional, or business area and adds value through that expertise Participates in professional trade associations Leads a large line of business (Learning, Sales, IT, etc.) within an ICS function (P&C, Legal, etc.) and has responsibility for road scope in terms of people management and business/strategy impact Note: To the extent that an NCS professional is not directly aligned to a service line, an NCS position may include a senior manager level 29 Table of contents Grant Thornton CLEARR Career Continuum * Executive Director and Managing Director roles are being further refined. ** Existing ICS job level structure is in process of being evaluated.
31 2016 Grant Thornton LLP All rights reserved U.S. member firm of Grant Thornton International Ltd
Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London
Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London About Wolters Kluwer Financial Services Wolters Kluwer
More informationFuture-state HR Service Delivery Model Talent Position Descriptions
Future-state HR Service Delivery Model Talent Position Descriptions Note: Position descriptions are draft and not yet final. Position descriptions are subject to change. 1 P a g e Table of Contents Talent:
More informationFitch Ratings, Inc Annual Form F1. Item 11. Certain information regarding Fitch s credit analysts and credit analyst supervisors.
Fitch Ratings, Inc. 2017 Annual Form 25-101F1 Item 11. Certain information regarding Fitch s credit analysts and credit analyst supervisors. The total number of credit analysts (including supervisors):
More informationDeveloped and engaged staff. Individualized career paths. Alternative leadership routes. Diverse workforce
FIRM inmotion A PCPS e-toolkit: Transition Continuum and Checklist Transitioning to a high-performing firm of the future doesn t have to be an overwhelming ordeal. In fact, chances are good that your practice
More informationBOMA National Advisory Council
BOMA National Advisory Council HR Panel: Talent Recruitment, Retention and the Critical Importance of a Compelling Employer Brand April 8, 2016 2015 Korn Ferry. ALL RIGHTS RESERVED. Korn Ferry 2016. ALL
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationUC Core Competency Model
UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication
More informationDescription. Award Categories. Customer Service. Engagement
Description The Rowan Recognition program recognizes and rewards faculty and staff for work and behaviors that support the mission, goals, values and initiatives of Rowan University. The work and behavior
More informationJOB DESCRIPTION VP of Branch Member Experience September 2017
JOB TITLE: Branch Member Experience Manager DEPARTMENT: Operations REPORTS TO: FLSA STATUS: Exempt SALARY GRADE: 11 JOB DESCRIPTION SUMMARY: The Branch Manager of Member Experience is responsible for directing
More informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationZurich Financial Services & AMS. An evolving partnership. April Samulewicz. Mark Smith. Global Head of Talent Attraction & Recruitment CoE
Zurich Financial Services & AMS An evolving partnership April Samulewicz Global Head of Talent Attraction & Recruitment CoE Zurich Mark Smith Client Relationship Director Alexander Mann Solutions Alexander
More informationCareer Planning and Development Tools
Career Planning and Development Tools June 29, 2015 Original publish date: 2/29/12 Revision 1 date: 10/16/14 Revision 2 date: 6/29/15 Purpose of Tools Clearly describe typical career paths and job classifications
More informationAmherst H. Wilder Foundation Search for Vice President, Wilder Center for Communities
Amherst H. Wilder Foundation Search for Vice President, Wilder Center for Communities The Organization Amherst H. Wilder Foundation ( Wilder and Foundation ) is a non-profit organization dedicated to improving
More informationJOB DESCRIPTION Branch Operations Supervisor September 2017
JOB TITLE: DEPARTMENT: Operations REPORTS TO: Manager of Member Experience FLSA STATUS: Non-exempt SALARY GRADE: 9 SUMMARY: The is responsible for managing the day-to-day operations of the assigned branch
More informationKorn Ferry Executive to Leader Institute. Accelerating development for senior executives and enterprise leaders.
Korn Ferry Executive to Leader Institute Accelerating development for senior executives and enterprise leaders. Are your senior leaders ready for enterprise leadership? The transition from executive to
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationPrepared for: Joe Sample 2/2/15
Leadership Potential Inventory Report Prepared for: Joe Sample 2/2/ Introduction Your Leadership Potential Inventory Report collects feedback about your behavior and performance from you and your supervisor.
More informationTalent Review and Development Process: A Step-by-Step Guide
Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.
More informationHuman Resources Specialist, Staffing and Recruitment - (14 Month Term)
Career Opportunities Human Resources Specialist, Staffing and Recruitment - (14 Month Term) Department: Human Resources Location: Winnipeg Number of Openings: 1 Grade: 6 ($59,924 - $74,024) Closing Date:
More informationInternal Audit Challenges & Opportunities Speaker: Laurie Shen, Director, Grant Thornton LLP
Internal Audit Challenges & Opportunities Speaker: Laurie Shen, Director, Grant Thornton LLP March 28, 2012-1 - Speaker Introduction Laurie Shen is a Director at Grant Thornton's Northeast Internal Audit
More informationFinance Division. Strategic Plan
Finance Division Strategic Plan 2014-2019 Introduction FINANCE DIVISION The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
More informationCONSTITUENT ENGAGEMENT Path. DEVELOPMENT & CONSTITUENT ENGAGEMENT Cluster
CONSTITUENT ENGAGEMENT Path See Handout for Career Competencies, CORE Foundation Skills & Know the Institution Skills. DEVELOPMENT & CONSTITUENT ENGAGEMENT Cluster Competencies are cumulative as Stages
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationTalent Management-Human REPORTS TO: Resources JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 6/10/2015
JOB DESCRIPTION: MANAGER, Human Resources Compliance DEPARTMENT: Talent Management-Human REPORTS TO: Senior Manager, Human Resources Resources JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE:
More informationMANAGING PERFORMANCE AND TALENT
MANAGING PERFORMANCE AND TALENT A BUSINESS PROPOSITION I T I S A L L I N T H E E X E C U T I O N DRIVING BUSINESS RESULTS; WHERE ARE YOUR EFFORTS FOCUSED HR Analytics Performance Talent Engagement LD/OD
More informationThe below rating scale is used to determine UW-Stevens Point competency proficiency.
Performance Review Guide Competencies are comprised of defined knowledge, skills, and behaviors needed to be effective in one s role, department, and institution. A competency model provides a guide for
More informationShift Manager Individual Performance Plan (IPP) - US Restaurant Scorec Information about Me (EMPLOYEE COMPLETES)
Restaurant Scorec Information about Me (EMPLOYEE COMPLETES) Name: Restaurant Number: Date of mid-year review: Region/Market: Your Boss: Date of year-end review:. My Business Targets, Performance Objectives
More informationInternal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation
2015 State of the Internal Audit Profession Study Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation 68% of companies have gone through or
More informationCore Competencies and Behavioral Indicators
COMMUNICATION Shares and receives information using clear oral, written and interpersonal communication skills.. Demonstrates effective written and oral communication skills.. Actively listens, provides
More informationTeam Toyota Competencies and Behaviors by Job Level
Team Toyota Competencies and Behaviors by Job Level The Team Toyota Competencies are rooted in the Toyota Way and enable our cultural priorities. The behaviors listed at each competency level provide insights
More informationBuilding and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks
Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward
More informationDeloitte s High-Impact HR Operating Model: Business HR. Deloitte Consulting LLP
Deloitte s High-Impact HR Operating Model: Business HR Deloitte s High-Impact HR Operating Model: Business HR The business of Human Resources (HR) is the business HR has a mission: High impact. A new Operating
More informationSee your auditor clearly. Transparency report: How we perform quality audit engagements
See your auditor clearly. Transparency report: How we perform quality audit engagements February 2014 Table of contents 1) A message from the CEO and Managing Partner Assurance 2 2) Quality control policies
More informationAbout Accenture s values
What they do Accenture is a global management consulting, technology services and outsourcing company, with net revenues of nearly US$20 billion. The company employs approximately 170,000 people in 49
More informationICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability
More informationLEADERSHIP PERFORMANCE CRITERIA
LEADERSHIP PERFORMANCE CRITERIA EMPLOYEE RESPONSIBILITIES (leadership) Job Knowledge Demonstrates an understanding and working knowledge of current role, profession, and industry. Has sought out personal
More informationCAPABILITY MATRIX FOR PROFESSIONAL STAFF HANDBOOK
CAPABILITY MATRIX FOR PROFESSIONAL STAFF HANDBOOK INTRODUCTION TO THE CAPABILITY MATRIX This handbook is intended to help you understand the Capability Matrix and how it will be used at UoN. The Capability
More informationDictionary of Functional Competencies for Career Banding
Dictionary of Functional Competencies for Career Banding NC Office of State Personnel Revised April 18, 2007 Advocacy: Skills and abilities in developing and presenting the client s, patient s, and/or
More informationPerformance Leader Navigator Individual Feedback Report For: Chris Anderson
For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4
More informationSVP/Chief Information Officer Executive President and CEO Exempt
JOB TITLE: DEPARTMENT: REPORTS TO: FLSA STATUS: SALARY GRADE: SVP/Chief Information Officer Executive President and CEO Exempt SUMMARY: The Senior Vice President/Chief Information Officer is responsible
More informationIS&T Leadership Job Description
IS&T Leadership Job Description December 1, 2015 IT Leadership Job Description December 1, 2015 Page i Table of Contents General Characteristics... 1 Job Path... 2 Explanation of Proficiency Level Definitions...
More informationHuman Resources and Organisational Development: Outcomes
1 Aston People 2020 - Human Resources Strategy Proactively supporting Aston s 2020 Vision Contents Background Page 4 Vision Page 4 Purpose Pages 4-5 Human Resources and Organisational Development: Outcomes
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More informationMGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
More informationInterim Head of Internal Communications (Fixed Term)
About The Job. Department of Corporate Affairs Professional Services Interim Head of Internal Communications (Fixed Term) Pursue the extraordinary Overview About the Department Corporate Affairs is a key
More informationStanislaus County Workforce Planning
Stanislaus County Workforce Planning Fostering knowledge transfer Table of Contents INTRODUCTION...3 Why Workforce Planning?...3 Core Competencies...3 Technical Competencies...4 Voluntary Participation...4
More informationAssist in the creation of internal marketing materials to promote the Executive Recruiting function partnership-wide.
Executive Recruiter Location: [North America] [United States] Category: Human Resources PURPOSE OF POSITION: Leads the executive recruitment process for senior leadership roles for World Vision International;
More informationTHE UNIVERSITY OF BRITISH COLUMBIA
THE UNIVERSITY OF BRITISH COLUMBIA POSITION DESCRIPTION 9929 January 26, 2018 SB BUSINESS TITLE: EMPLOYMENT GROUP: JOB FAMILY: JOB CODE: VP/FACULTY: DEPARTMENT: PAY GRADE: SALARY LEVEL: Associate Director,
More informationCORE COMPETENCIES. For all faculty and staff
SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the
More informationLEADERSHIP OPPORTUNITY EXECUTIVE DIRECTOR
LEADERSHIP OPPORTUNITY EXECUTIVE DIRECTOR ABOUT US Wildlands Restoration Volunteers (WRV) is a Colorado nonprofit 501(c)(3) dedicated to healing the land, strengthening our communities, and building great
More informationD R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016
D R. V I C K I A. B R O W N D O D C H I E F L E A R N I N G O F F I C E R C I V I L I A N W O R K F O R C E J U LY 2 016 PRESENTATION GOAL 1. Create awareness of what employee engagement is, how it is
More informationThe Business Transformation Playbook
The Business Transformation Playbook Jim Boomer, CPA, CITP, CGMA, MBA Chief Executive Officer Arianna Campbell, LSS Black Belt Consultant CPA, CITP, CGMA Accounting Today Top 100 CPA Practice Advisor's
More informationImproving Teacher and Principal Effectiveness. Self-Assessment and Reflection Tool
Improving Teacher and Principal Effectiveness Self-Assessment and Reflection Tool In K-12 education people are our most important resource. Improvements in teacher effectiveness and principal effectiveness
More informationLeadership Development: Moving Ahead in the Federal Government Presenter: Yadira Guerrero
Leadership Development: Moving Ahead in the Federal Government Presenter: Yadira Guerrero Senior Executive Service & Performance Management, Work-Life & Leadership and Executive Development Why Leadership
More informationThe power of EI: The soft skills the sharpest leaders use. Comparisons across data from Korn Ferry Hay Group leadership and employee surveys
The power of EI: The soft skills the sharpest leaders use Comparisons across data from Korn Ferry Hay Group leadership and employee surveys What s emotional intelligence got to do with leadership? Organizations
More informationLeadingforLoyalty.com
LEADER S ASSESSMENT LeadingforLoyalty.com Unit 25 308 Westwood Drive Winnipeg, Manitoba, Canada R3K 1G7 (204) 792-5588 thetrainingsource@shaw.ca Leading for Loyalty ASSESSMENT - LEADER This assessment
More informationVACANCY ACCOUNTANT - GENERAL. Page 1 of 5
VACANCY ACCOUNTANT - GENERAL Page 1 of 5 CAREER OPPORTUNITY ICBL invites applications from suitably qualified candidates for the position of: POSITION: DEPARTMENT: REPORTS TO: Accountant - General Finance
More informationTOOL 9.4. HR Competency Development Priorities. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT
TOOL 9.4 HR Competency Development Priorities The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT 84604 801.373.4238 www.hrfromtheoutsidein.com [9.4] HR COMPETENCY DEVELOPMENT PRIORITIES Directions:
More informationWHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment
WHITEPAPER Sirota Dynamic Alignment Model Competency Alignment Introduction Although competency models invariably differ across organizations, similarities often exist. Hogan developed the Model to capture
More informationEIS Staff Performance Appraisal
Employee Name: Employee #: Job Title: Date of Hire: Department Name: Reports to: Appraisal Period FROM: TO: The Cedars-Sinai Health System Performance Appraisal System is meant to promote individual and
More informationAnnual Self Performance Review
Annual Self Performance Review Employee Information Name: Review Date: Title: Department: Evaluation Period: Completed By: Principles and Practices Principles and Practices is a statement of the values
More informationBuilding leadership frameworks
Building leadership frameworks Lessons learned from Deloitte s journey UC HR Conference December 2011 If anything positive has come from the financial meltdown, it is the realization that leadership matters...
More informationMission-Driven Leadership at CREC
Mission-Driven Leadership at CREC Inspiring Greatness in All Employees Introduction We are proud that you are a member of CREC s Leadership Team. You were selected because you demonstrate the attributes
More informationModel Job Descriptions for an Overtime-Exempt Account Manager & an Overtime-Exempt Recruiter
Model Job Descriptions for an Overtime-Exempt Account Manager & an Overtime-Exempt Recruiter Prepared by: William S. Josey, Esq. William S. Josey, LLC willisj@aol.com 813-390-6045 Commissioned by: Mark
More informationOPPORTUNITY PROFILE. Chief Human Resources Officer
OPPORTUNITY PROFILE Chief Human Resources Officer THE ORGANIZATION CALGARY POLICE SERVICE The Calgary Police Service (CPS) supports the vision for Calgary to be a great place to make a living, a great
More informationYour Guide to Individual Development Planning
Your Guide to Individual Development Planning Introduction A commitment to continuously learning and developing knowledge and skills that are valued by the University opens the door to career options and
More informationWorkforce Optimization
T-N-T Series 2017 Workforce Optimization The Holistic Application of Talent Development Multiple Forces At Work The Company Jobs Employees Customers Products HR, Training, & Development Principal #1 If
More informationIdentifying Transferable Skills
Identifying Transferable Skills What are transferable skills? Transferable skills are skills developed in one setting (eg. part-time employment or captaining a sports team) that can be transferred to another
More informationTurning Employees into Brand Advocates. 4 Steps to an Effective Employee Engagement Program
Turning Employees into Brand Advocates 4 Steps to an Effective Employee Engagement Program Engaged employees are the lifeblood of every successful business. They speak positively about your company to
More informationMake engaging performance conversations a reality
Make engaging performance conversations a reality Ranked #1 in Customer Satisfaction by Performance Management COACH Halogen is a natural fit in terms of making performance management more powerful for
More informationBUILDING CREDIBILITY. For internal use only
BUILDING CREDIBILITY Overview Topic Overview Being a credible business partner is critical to our ability to lead and develop trusted relationships, as well as to influence and deliver results. A key element
More informationTransparency statement for the financial year ended
Transparency statement for the financial year ended BDO AB 31 August 2016 TABLE OF CONTENTS 1. Introduction... 3 2. Legal structure and ownership... 4 3. Network... 4 4. Governance structure of the Swedish
More informationCareer Bands, Career Levels, Functions and Disciplines
Career Bands, Career Levels, Functions and Disciplines General Overview This section provides job matching documentation used for this survey report. Career Band Summary Description for the Supervisory/Management
More informationDefense Senior Leader Development Program (DSLDP) Overview
Defense Senior Leader Development Program (DSLDP) Overview What is the Defense Senior Leader Development Program (DSLDP)? DSLDP is the Department of Defense (DoD) program to develop senior civilian leaders
More informationExecutive Coaching, Performance and Conduct
xecutive Coaching, Performance and Conduct P F O M A N C Hi Low Leadership Development Coaching Abrasive Leader Coaching Typically, we think of executive coaching for high performers. Our hope is that
More informationReady to help lead a dynamic team that is reshaping health care shared services and how they re delivered?
Ready to help lead a dynamic team that is reshaping health care shared services and how they re delivered? Mohawk Medbuy is a national not for profit shared service organization trusted by Canadian hospitals
More informationCustodial Services Strategic Plan
Hamilton College Custodial Services Strategic Plan 2005-2008 February 1, 2005 Table of Contents Context for planning..3 Vision.6 Mission.. 6 Core Values...6 Internal/External Assessment 7 Department Description..
More informationJob Description: Operations Manager September 2017
Job Description: Operations Manager September 2017 Title: Operations Manager Reporting to: Executive Director Purpose As a senior member of the Management Team, the Operations Manager is responsible for
More informationNirali Patel Marketing Communications Specialist
Nirali Patel Marketing Communications Specialist Writing and Design Portfolio Contact Information Telephone: 972-896-9495 Email: NiraliTexas@yahoo.com Location: Dallas, TX Online: www.linkedin.com/in/niralicommunications
More informationEmployee Performance Management Process. Management Training Participant Workbook
Employee Performance Management Process Management Training Participant Workbook Welcome to Training on EPMP Today s course is focused on preparing managers for the immediate implementation of the DPS
More informationBombay Chartered Accountants Society
Bombay Chartered Accountants Society Workshop on Practice Management & Technology Saturday, June 18 th, 2016. Aligning Human Capital (People as strategic assets) Vaibhav Manek Content 1. Where do we stand
More informationLeadership Profile and Notice of Search
CARLSON CAPITAL MANAGEMENT Leadership Profile and Notice of Search CHIEF WEALTH ADVISOR CARLSON CAPITAL MANAGEMENT INVITES APPLICATIONS AND INQUIRIES FOR THE POSITION OF CHIEF WEALTH ADVISOR The Chief
More informationManagement of the business outcomes of the Design Centre to aligned to the Australia business plan.
Position: General Manager Design Centre Australia Career progression level: 8/9 (TBC) Location Reports to: Australia Managing Director Geography Purpose Development of Geography Design Centre Business
More informationCITY OF CORNER BROOK CAREER OPPORTUNITY. MANAGER OF HUMAN RESOURCES (Permanent/Full Time)
CITY OF CORNER BROOK CAREER OPPORTUNITY MANAGER OF HUMAN RESOURCES (Permanent/Full Time) The City of Corner Brook is currently accepting applications for the position of Manager of Human Resources. This
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More informationConsulting Talent & Rewards. The Preparation Game
Consulting Talent & Rewards The Preparation Game 1 Contents Coffee Summary 3 Assessing Leaders for the Future 4 The Development Emphasis 5 Critical Leadership Competencies: Country Perspective 6 Critical
More informationBDO LUXEMBOURG TRANSPARENCY REPORT 2016
BDO LUXEMBOURG TRANSPARENCY REPORT 2016 www.bdo.lu Contents Introduction... 1 Legal structure and ownership... 1 Network... 1 Governance structure of BDO Audit... 3 Internal quality control system... 3
More informationNEW DIRECTIONS: A Strategic Plan for Piedmont Technical College, CONTENTS. 1. Introduction. 2. Planning Purpose
NEW DIRECTIONS: A Strategic Plan for Piedmont Technical College, 2009-2014 CONTENTS 1. Introduction 2. Planning Purpose 3. Vision, Mission, Mission Goals, and Values Statement of Vision Statement of Mission
More informationLaw Firm Procurement Roundtable Executive Summary. hbrconsulting.com HBR Consulting LLC. All rights reserved.
Law Firm Procurement Roundtable Executive Summary To support law firms continued focus on business operations, leading firms are strategically investing in procurement The current market environment requires
More informationMERCER WEBCAST Global Mobility and Leadership Development 21 October 2014
Global Mobility and Leadership Development 21 October 2014 Kate Fitzpatrick David Deegan Principal Consultants London United Kingdom Today s Speakers Kate Fitzpatrick Principal Senior Mobility Consultant
More informationSharing experiences on audit quality. A selection of ideas and initiatives intended to assist the promotion of consistent audit quality in Australia
Sharing experiences on audit quality A selection of ideas and initiatives intended to assist the promotion of consistent audit quality in Australia About this paper This paper was prepared by staff at
More informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationSCU OF HEALTH SCIENCES Job Description. JOB TITLE: Undergraduate Studies Faculty Coordinator
SCU OF HEALTH SCIENCES Job Description JOB TITLE: Undergraduate Studies Faculty Coordinator Reports To: Chair of Undergraduate Studies, SPS Prepared by: ADP TotalSource September 26, 2017 SUMMARY: This
More informationSTUDENT EMPLOYEE PERFORMANCE EVALUATION LA SIERRA UNIVERSITY
STUDENT EMPLOYEE PERFORMANCE EVALUATION LA SIERRA UNIVERSITY Student Employee Performance Evaluation Why should student employees receive performance evaluations? Performance evaluations for student employees
More informationON-CAMPUS STUDENT EMPLOYMENT SUPERVISOR HANDBOOK A UTEP EDGE EXPERIENCE
ON-CAMPUS STUDENT EMPLOYMENT SUPERVISOR HANDBOOK A UTEP EDGE EXPERIENCE Congratulations! You are now a member of the UTEP Student Employment Team. In this role, you will be a leader on campus, working
More informationAchieving Results Through Genuine Leadership
Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.
More informationOECD CORE COMPETENCIES
OECD CORE COMPETENCIES The OECD Competency framework comprises core competencies which are presented in three clusters as shown below. The blue cluster groups the delivery related competencies, the purple
More information