Building Competencies Bma Presentation Chandramowly

While the demand for experienced leaders is high, companies find it challenging to manage talent strategically. The three key areas to ensure success are discussed in Talent Scorecard – How to ensure your company is managing talent strategically: • Align business and talent strategies • Look ahead, not behind • Track the talent profile

The document outlines Société Générale's strategies for enhancing team performance through initiatives to build team spirit, develop talent, promote diversity, and provide skills training. It discusses the bank's CSR and corporate image efforts including communicating their CSR activities and measuring reputation and corporate image. The document also covers the types of risks Société Générale faces, both external and internal, and the justification for risk management to ensure strategic success and survival.

The document provides information about PDA International and their Personal Development Analysis (PDA) assessment tool. The PDA is an online behavioral assessment that analyzes individuals' behavioral profiles, strengths, motivators, and development areas. It breaks down profiles into various usable areas like leadership style, decision-making style, and emotional intelligence. Companies can become accredited to use the PDA system for talent management functions like selection, development, and training. The PDA offers advantages over other assessments like unlimited use of reports and additional insight into areas like energy level and flexibility.

This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.

My MAP is Metroland's talent development initiative to help employees learn, grow, and develop skills continuously. Through online assessments, My MAP identifies an employee's competency levels and creates a customized learning plan to guide them. Employees work with their manager to evaluate skills, structure a development plan, and find opportunities to apply new skills on the job. The goal is for employees to acquire changing skills needed for their roles and potentially other careers within Metroland.

This document discusses strategic management tools like the balanced scorecard, scenario planning, and strategic maps. It provides an overview of: 1) Common strategic purposes and frameworks like analyzing the organization's position, resources, and developing simple rules. 2) Tools for strategic analysis, design, and implementation including external mapping, decision trees, scenarios, and internal assessments. 3) The challenge of developing strategies in an uncertain world and how to identify trends, opportunities, and plan for turbulence. 4) How the balanced scorecard can be used for strategic management by translating strategies into measurable objectives across key perspectives.

Ronald Bingham has experience leading organizational development initiatives and managing complex programs. He has a background in program management, process improvement, business development, and operations. His skills include project management, problem solving, decision making, and people management. He has worked with small businesses, large corporations, and the government.

This document discusses how HR can deliver business value. It provides a quick checklist for assessing whether an organization's HR deliverables are creating business value. It then outlines Soumitra Das's value proposition as an experienced HR partner, including helping align people strategy to business strategy, enhancing individual and team performance to increase organizational performance, and enriching the employee experience. The document proposes engagement models for partnering either through a solution suite approach or modular approach on specific HR projects.

Ronald Bingham is an experienced program manager and consultant with a background in program management, process improvement, business development, and operations. He has worked for large companies like Sprint and Alcatel, as well as with small businesses. Some of his accomplishments include establishing large-scale program management policies and procedures, managing cross-departmental initiatives, and improving customer service programs. He currently works as an independent consultant helping organizations improve performance and business processes.

This document discusses how organizations can develop a culture that supports radical innovation. It argues that having a general "culture of innovation" is not enough, and that a whole systems approach is needed where the entire organization is aligned behind radical innovation through its strategic mandate, leadership, metrics, structures, resources, processes, skills, and continuous evolution. The document also examines some key cultural differences that do and do not matter for radical innovation, such as an organization's orientation to talent, network richness, and resource fluidity. It notes challenges around leadership, metrics, early market participation, and governance that can get in the way of successfully incubating and accelerating radical innovations.

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The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.

This document provides an overview of talent management. It defines talent management as focusing on ensuring the availability of talented people to fill key roles, both currently and in the future. It discusses identifying key roles and assessing individuals' talent and potential. It also outlines the clusters of policies and practices that make up a talent management framework, including identifying, developing, and retaining internal talent as well as attracting external talent. The framework aims to have a pipeline of people for leadership and other critical roles.

The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.

The Agile Strategy Map is used to help leadership teams provide direction to the organization using agile practices.

Organizational Change Consulting Group (OCC Group) is a consulting firm that specializes in facilitating collaborative change strategies and planning processes. OCC Group designs solutions to allow diverse stakeholders to find common ground and develop plans that all parties can support. They use collaborative principles and processes to bring together leaders and stakeholders to address complex issues in a fair and equitable manner. Their approach focuses on building shared understanding and alignment through multi-day workshops and meetings involving the whole system.

The document discusses competency-based performance management. It includes an agenda for competency-based HR dimensions that covers background, definition, types, application, modeling, mapping, linkage to performance management, and development and assessment. Models and best practices from companies like IBM and Unilever are presented. A competency is defined as an underlying characteristic that results in effective performance. The document discusses organizational, job, and individual competencies as well as behavioral, functional, role, and core competencies.

The document discusses budgeting concepts and frameworks. It provides 3 key points: 1) Budgeting serves two major roles - to provide real-world constraints for strategic planning and allocate resources to realize strategic plans. This enforces accountability. 2) Effective budgeting requires alignment across the organization's business model, strategy, structure, culture, leadership, and resources. A four-wheels model is presented to illustrate this. 3) Budgeting priorities must be set based on each discipline's focus - whether operational excellence, product leadership, or customer intimacy. Managing gaps between actual and planned budgets also requires flexibility, reserve funds, and prioritizing investments based on market potential and business performance.

The document discusses harnessing the power of project management. It discusses how project management can help organizations move from being flat to extraordinary, cost centers to profit centers, over-staffed to lean, and over-budget to cost effective. It also discusses how project management can help organizations improve business results, maximize profitability, increase productivity without capital investment, expand human capital effectiveness, and excel at customer satisfaction. Additionally, it discusses how project management can help solve the four biggest problems plaguing CEOs which are failing to deliver on time, not enough sales, failing to hire and retain talent, and failing to manage change.

Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.

This document discusses how HR can contribute to and align with business strategy in three main ways: 1. HR can operationalize business strategy by implementing the people-related aspects of strategic plans. 2. HR can provide its own "people thrust" that is either connected to or disconnected from organizational aims through HR best practices. 3. HR can be an integral part of business strategy formulation by having two-way influence between business and HR strategies through mutual involvement in planning. The level of integration between business and HR strategies depends on factors like the planning process, HR's involvement in decision-making, and the extent HR is aligned with business objectives. Measuring HR and people management performance is important to

The document discusses DDI's webinar on testing for high potential. It outlines DDI's experience in assessments and client satisfaction. It then discusses forces affecting one company, including an aging workforce and culture change. The rest of the document provides details on DDI's three-part approach to identify and develop high potential talent: 1) determine capacity needs, 2) identify high potential employees, and 3) assess gaps and develop employees. Various charts and examples are provided to illustrate DDI's methods.

This document discusses career development and retention in organizations. Some key points: 1. Companies are emphasizing employee responsibility for career management as organizations restructure and expand. Resources like training, mentoring, and coaching managers support employee careers and development. 2. Retaining employees relies on factors like exciting work, career growth opportunities, supportive management, meaningful work, and fair pay. Companies must balance advancing current employees' careers with attracting new hires. 3. Human resource management involves attracting, developing, and retaining a quality workforce through activities like planning, recruitment, training, performance reviews, and career development programs. Linking HR strategies to organizational mission and goals helps create a competitive advantage through people.

This document discusses how to align human capital planning with business strategy. It presents a framework that begins with vision, mission and business landscape, then moves to corporate and business unit strategies. Business unit strategies then inform human capital planning to build capabilities needed to execute the business strategy. This involves talent planning, acquisition, learning and development, and organizational effectiveness. The key is to manage talent segments based on their value creation and align HR investments accordingly. Areas of capability are mapped against strategies to identify enablers for achieving strategic goals.