Mike Cardus

DECEMBER 5, 2012

Working to ensure the organizations long-term success to flourish into its potential and 5–10 year strategic plan. Mike will serve as a resource coach and team development specialist for the group while they are achieving the determined area of improvement. *. A proposal for the consulting will be sent.

Mentor 114

Mentor Training Process Development 114

HR Digest

APRIL 9, 2024

In an exclusive interview with HR Digest, Trent Henry, EY’s Chief Human Resources Officer (CHRO), shares key strategies driving EY’s commitment to diversity, innovation, employee well-being, and leadership development. Technology, coupled with the shift to flexible work models, has transformed the workplace at rapid speed.

Diversity 52

Diversity Career Globalization Learning-by-Doing 52

HR Digest

MAY 6, 2024

An HRIS (Human Resources Information System) is a software solution that helps organizations manage and automate core HR processes like payroll, time tracking, and employee benefits administration. There are many central features that make up these human resource information systems. What is an HRIS?

Human Resources 52

Human Resources System Information Resources 52

N2Growth Blog

FEBRUARY 4, 2015

One of our pharmaceutical clients was recently recognized for successfully executing his company’s strategy and told us: “If I had to do it over again, I would have had the human resources organization intimately involved much sooner to ensure that our organization and people were prepared to deliver. Nothing new here, right?

Process 150

Process Agility Competitive Advantage Strategy 150

Strategy Driven

NOVEMBER 6, 2015

The sharp focus and direction on your objectives and goals can only be maintained with constant monitoring of your procedures and processes. Utilization of industry consultants or technical specialists. Objective analysis of how the organization has operated to date. Instill discipline. Make investments toward quality controls.

Succession 50

Succession Strategic Planning Budgeting Goal 50

Strategy Driven

JULY 3, 2015

Trainers cannot reconstruct organizational structure, nor can other niche consultants. Human Resources Oversees Training. All major departmental plans should be written objectively and in concert with the Strategic Plan.by What companies need most is objective business savvy and sophisticated overviews.

Education 50

Education Company Succession Mentor 50

Harvard Business Review

DECEMBER 29, 2016

The lure of incentives are a problem in boardrooms too: Bonus payments and executive share schemes are often based on short-term business metrics, which can be counter to long-term success. Is the focus on short-term results or long-term sustainable success ? Consult with peers?

Ethics 9

Ethics Company Emotional Intelligence Short-term 9

Harvard Business Review

JULY 7, 2015

After I gave a talk at a global consultancy about how to better handle the strains of extensive travel and demanding clients, one of the consultants took me aside and confided that it’s not just the clients who make them crazy – her own boss was a tyrant and bully who screamed at people for the smallest lapse.

Due Diligence 8

Due Diligence Metrics Analysis Long-term 8

Harvard Business Review

JANUARY 23, 2014

Typically a graphic depiction of the organizational components to be addressed in a redesign (for example, McKinsey’s 7S model, which includes strategy, structure, systems, staff, skills, and so on), every consultant and his brother flogs an organization design model. So leaders at many different levels need to get in on the act.

Ulrich 8

Ulrich Cost Efficiency Consultative 8

Harvard Business Review

NOVEMBER 19, 2013

As companies grapple with long odds on innovation like these, they are also looking for ways to improve the likelihood of their intrapreneurial success. And this brings us back to the question of whether the people required to do this internally have the time and resources to pull it off. A Different Approach.

Innovation 8

Innovation Company Entrepreneur Constraint 8

Harvard Business Review

NOVEMBER 2, 2016

To move from A (existing culture) to B (desired, future culture) we often spend a lot of time and facilitate conversation and consultation deciding on B, but not enough time having a tangible, meaningful understanding of A. What do we look like now, at all levels — values, behaviors, processes, policies, artifacts?

Company 8

Company Project Resources Long-term 8

Strategy Driven

DECEMBER 7, 2012

Human beings live to attract goals. Organizations get people caught in activity traps…unless managers periodically pull back and reassess in terms of goals. None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). Human resources development.

Strategic Planning 56

Strategic Planning Goal Planning Budgeting 56

Strategy Driven

MARCH 2, 2012

How to Pick the Right Consultants for Your Company. Selecting the most appropriate consultant for your company and optimizing their expertise is the greatest challenge facing a decision maker. Certain kinds of objective information cannot come from within your own camp. People Often Say They Have… But Really Haven’t!

Consultative 79

Consultative Short-term Budgeting Strategic Planning 79

Strategy Driven

OCTOBER 7, 2011

New year projections are the best time to benchmark progress and adjust sights for the coming term. Goals require measurable objectives, with realistic dates and percentages for successful accomplishment. None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company).

Goal 56

Goal Strategic Planning Benchmarking Budgeting 56

Strategy Driven

JUNE 3, 2011

The biggest problem with business, in a one-sentence capsule, is: People exhibit misplaced priorities and impatience… seeking profit and power, possessing unrealistic views of purpose, and not fully willing to do the things necessary to sustain orderly growth and long-term success. by Hank Moore. What do we want to become?

Strategic Planning 86

Strategic Planning Benchmarking Long-term Consultative 86

Strategy Driven

SEPTEMBER 2, 2011

None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. Values in terms of savings: Time and motion savings. Product-service movement at retail levels.

Budgeting 50

Budgeting Planning Strategic Planning Competitive Advantage 50

Harvard Business Review

OCTOBER 3, 2013

They agreed that this period would allow short-term surgical complications to emerge and be addressed within the bundle and that the recovery time would be sufficient to meaningfully measure patient outcomes. The figure “Initial Surgical Consultation” shows the detailed map for the first process. Two issues had to be addressed.

Insurance 8

Insurance Health Care How To Price 8

Strategy Driven

AUGUST 12, 2011

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). Exponential improvement each year is the objective. by Hank Moore. Philosophy.

Mentor 56

Mentor Strategic Planning Leadership Benchmarking 56

Ask Atma

JANUARY 2, 2011

And the Fundaments of managing by objectives : Cascading of organizational goals and objectives, (For example, a top level goal of increasing sales by 20% over a defined period may require a bottom level goal of increasing marketing effectiveness or marketing coverage in order to reach the sales set.). Measurable. Achievable.

Management 40

Management CRM Objective Human Resources 40