�ݺ�ߣshows by User: sumeet310

�ݺ�ߣshows by User: sumeet310 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: sumeet310 / Mon, 07 Aug 2017 16:49:01 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: sumeet310 The People Lie Numbers Don't Approach to HR Analytics /sumeet310/the-people-lie-numbers-dont-approach-to-hr-analytics thepeoplelienumbersdontapproachtohranalytics-170807164901
As calls to reduce HR to a bunch of algorithms become more strident, the future of HR appears exciting and also equally, disturbing. My article looks at HR's prospects in a slightly humorous vein. The general idea is to laugh a bit at the tall promises made by the Analytics brigade and also prod HR professionals to take up the challenge of turning HR into a decision science driven by data ]]>
As calls to reduce HR to a bunch of algorithms become more strident, the future of HR appears exciting and also equally, disturbing. My article looks at HR's prospects in a slightly humorous vein. The general idea is to laugh a bit at the tall promises made by the Analytics brigade and also prod HR professionals to take up the challenge of turning HR into a decision science driven by data ]]> Mon, 07 Aug 2017 16:49:01 GMT /sumeet310/the-people-lie-numbers-dont-approach-to-hr-analytics sumeet310@slideshare.net(sumeet310) The People Lie Numbers Don't Approach to HR Analytics sumeet310 As calls to reduce HR to a bunch of algorithms become more strident, the future of HR appears exciting and also equally, disturbing. My article looks at HR's prospects in a slightly humorous vein. The general idea is to laugh a bit at the tall promises made by the Analytics brigade and also prod HR professionals to take up the challenge of turning HR into a decision science driven by data <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thepeoplelienumbersdontapproachtohranalytics-170807164901-thumbnail.jpg?width=120&height=120&fit=bounds" /> As calls to reduce HR to a bunch of algorithms become more strident, the future of HR appears exciting and also equally, disturbing. My article looks at HR's prospects in a slightly humorous vein. The general idea is to laugh a bit at the tall promises made by the Analytics brigade and also prod HR professionals to take up the challenge of turning HR into a decision science driven by data

The People Lie Numbers Don't Approach to HR Analytics from Your HR Buddy速

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0 Beyond the Bell Curve: The T20 Version of Performance Management /slideshow/beyond-the-bell-curve-the-t20-version-of-performance-management/78635226 thet20versionofperformancemanagement-170807160558
My Presentation at the ISPI 2017 Conference in Montreal (http://www.ispiconference.com/beyond-the-bell-curve/) focused on the innovations that are being reported in the Employee Performance Management space globally. As per my reckoning these innovations represent marginal improvements within the same paradigm. However, alternative Performance Management Practices that can disrupt the traditional Performance Management paradigm, exist. One such approach (a version of the Quarterly Theme - which I have labelled the T20 after a popular version of Cricket) challenges the "Annual" Performance paradigm by focusing on a "Quarter" of High Performance. Employees pick up an ambitious Performance Target to be achieved in 3 months and pursue it religiously because the entire physical and social environment within the firm is re-designed (with the help of reminders, visual dashboards, oaths, common rituals, victory songs, special dress and so on - in other words "nudges") to influence and trigger employee behaviors that contribute to High Performance. While there are many benefits to taking a Quarterly approach to Performance, the one that takes the cake is employee performance is not subjected to any forced ranking (Bell Curve). Nor do they have to wait agonizingly for a year, to be rewarded and recognized. My Presentation details real cases featuring a bunch of entrepreneurs in Maharashtra (India) who have been using this technique extensively to address various types of performance gaps. ]]>
My Presentation at the ISPI 2017 Conference in Montreal (http://www.ispiconference.com/beyond-the-bell-curve/) focused on the innovations that are being reported in the Employee Performance Management space globally. As per my reckoning these innovations represent marginal improvements within the same paradigm. However, alternative Performance Management Practices that can disrupt the traditional Performance Management paradigm, exist. One such approach (a version of the Quarterly Theme - which I have labelled the T20 after a popular version of Cricket) challenges the "Annual" Performance paradigm by focusing on a "Quarter" of High Performance. Employees pick up an ambitious Performance Target to be achieved in 3 months and pursue it religiously because the entire physical and social environment within the firm is re-designed (with the help of reminders, visual dashboards, oaths, common rituals, victory songs, special dress and so on - in other words "nudges") to influence and trigger employee behaviors that contribute to High Performance. While there are many benefits to taking a Quarterly approach to Performance, the one that takes the cake is employee performance is not subjected to any forced ranking (Bell Curve). Nor do they have to wait agonizingly for a year, to be rewarded and recognized. My Presentation details real cases featuring a bunch of entrepreneurs in Maharashtra (India) who have been using this technique extensively to address various types of performance gaps. ]]> Mon, 07 Aug 2017 16:05:58 GMT /slideshow/beyond-the-bell-curve-the-t20-version-of-performance-management/78635226 sumeet310@slideshare.net(sumeet310) Beyond the Bell Curve: The T20 Version of Performance Management sumeet310 My Presentation at the ISPI 2017 Conference in Montreal (http://www.ispiconference.com/beyond-the-bell-curve/) focused on the innovations that are being reported in the Employee Performance Management space globally. As per my reckoning these innovations represent marginal improvements within the same paradigm. However, alternative Performance Management Practices that can disrupt the traditional Performance Management paradigm, exist. One such approach (a version of the Quarterly Theme - which I have labelled the T20 after a popular version of Cricket) challenges the "Annual" Performance paradigm by focusing on a "Quarter" of High Performance. Employees pick up an ambitious Performance Target to be achieved in 3 months and pursue it religiously because the entire physical and social environment within the firm is re-designed (with the help of reminders, visual dashboards, oaths, common rituals, victory songs, special dress and so on - in other words "nudges") to influence and trigger employee behaviors that contribute to High Performance. While there are many benefits to taking a Quarterly approach to Performance, the one that takes the cake is employee performance is not subjected to any forced ranking (Bell Curve). Nor do they have to wait agonizingly for a year, to be rewarded and recognized. My Presentation details real cases featuring a bunch of entrepreneurs in Maharashtra (India) who have been using this technique extensively to address various types of performance gaps. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thet20versionofperformancemanagement-170807160558-thumbnail.jpg?width=120&height=120&fit=bounds" /> My Presentation at the ISPI 2017 Conference in Montreal (http://www.ispiconference.com/beyond-the-bell-curve/) focused on the innovations that are being reported in the Employee Performance Management space globally. As per my reckoning these innovations represent marginal improvements within the same paradigm. However, alternative Performance Management Practices that can disrupt the traditional Performance Management paradigm, exist. One such approach (a version of the Quarterly Theme - which I have labelled the T20 after a popular version of Cricket) challenges the "Annual" Performance paradigm by focusing on a "Quarter" of High Performance. Employees pick up an ambitious Performance Target to be achieved in 3 months and pursue it religiously because the entire physical and social environment within the firm is re-designed (with the help of reminders, visual dashboards, oaths, common rituals, victory songs, special dress and so on - in other words "nudges") to influence and trigger employee behaviors that contribute to High Performance. While there are many benefits to taking a Quarterly approach to Performance, the one that takes the cake is employee performance is not subjected to any forced ranking (Bell Curve). Nor do they have to wait agonizingly for a year, to be rewarded and recognized. My Presentation details real cases featuring a bunch of entrepreneurs in Maharashtra (India) who have been using this technique extensively to address various types of performance gaps.

Beyond the Bell Curve: The T20 Version of Performance Management from Your HR Buddy速

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0 People Management Tools for HR and Line /sumeet310/people-management-tools-1 yhrb-peoplemanagementtools-140329024252-phpapp01
Gist of a talk I gave to the Top Management folks at a US manufacturer in India. The talk was based on how HR like IT also has its pet Platforms, Tools and Syntax that the Uninitiated can pick up just as easily. ]]>
Gist of a talk I gave to the Top Management folks at a US manufacturer in India. The talk was based on how HR like IT also has its pet Platforms, Tools and Syntax that the Uninitiated can pick up just as easily. ]]> Sat, 29 Mar 2014 02:42:51 GMT /sumeet310/people-management-tools-1 sumeet310@slideshare.net(sumeet310) People Management Tools for HR and Line sumeet310 Gist of a talk I gave to the Top Management folks at a US manufacturer in India. The talk was based on how HR like IT also has its pet Platforms, Tools and Syntax that the Uninitiated can pick up just as easily. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/yhrb-peoplemanagementtools-140329024252-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Gist of a talk I gave to the Top Management folks at a US manufacturer in India. The talk was based on how HR like IT also has its pet Platforms, Tools and Syntax that the Uninitiated can pick up just as easily.

People Management Tools for HR and Line from Your HR Buddy速

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0 Leadership@IndiaIshtyle - a snapshot of how Organizations across India are building Leadership Bench /slideshow/leadership-india-ishtyle/32878605 leadership-indiaishtyle-140329023513-phpapp01
A snapshot of Leadership Bench development efforts at some of India's leading companies. Disclaimer: most of this stuff is based on secondary research and is a little dated!]]>
A snapshot of Leadership Bench development efforts at some of India's leading companies. Disclaimer: most of this stuff is based on secondary research and is a little dated!]]> Sat, 29 Mar 2014 02:35:13 GMT /slideshow/leadership-india-ishtyle/32878605 sumeet310@slideshare.net(sumeet310) Leadership@IndiaIshtyle - a snapshot of how Organizations across India are building Leadership Bench sumeet310 A snapshot of Leadership Bench development efforts at some of India's leading companies. Disclaimer: most of this stuff is based on secondary research and is a little dated! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leadership-indiaishtyle-140329023513-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> A snapshot of Leadership Bench development efforts at some of India's leading companies. Disclaimer: most of this stuff is based on secondary research and is a little dated!

Leadership@IndiaIshtyle - a snapshot of how Organizations across India are building Leadership Bench from Your HR Buddy速

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0 The Idiot's Guide to Competency Mapping /slideshow/the-idiots-guide-to-competency-mapping/30991528 yhrb-competencymappingabc-140208221647-phpapp02
This is a highly condensed version of my general take on Competency Mapping - it is inspired my many Workshops and Talks I continue to give on the topic. Contrary to popular opinion, in the last 4-5 decades, the lingo on Competency Mapping has proliferated while the science (if there is one) has taken a backseat. ]]>
This is a highly condensed version of my general take on Competency Mapping - it is inspired my many Workshops and Talks I continue to give on the topic. Contrary to popular opinion, in the last 4-5 decades, the lingo on Competency Mapping has proliferated while the science (if there is one) has taken a backseat. ]]> Sat, 08 Feb 2014 22:16:47 GMT /slideshow/the-idiots-guide-to-competency-mapping/30991528 sumeet310@slideshare.net(sumeet310) The Idiot's Guide to Competency Mapping sumeet310 This is a highly condensed version of my general take on Competency Mapping - it is inspired my many Workshops and Talks I continue to give on the topic. Contrary to popular opinion, in the last 4-5 decades, the lingo on Competency Mapping has proliferated while the science (if there is one) has taken a backseat. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/yhrb-competencymappingabc-140208221647-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> This is a highly condensed version of my general take on Competency Mapping - it is inspired my many Workshops and Talks I continue to give on the topic. Contrary to popular opinion, in the last 4-5 decades, the lingo on Competency Mapping has proliferated while the science (if there is one) has taken a backseat.

The Idiot's Guide to Competency Mapping from Your HR Buddy速

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0 https://cdn.slidesharecdn.com/profile-photo-sumeet310-48x48.jpg?cb=1529637866 In a career spanning over 16 years, I have had various avatars - initially serving as Country Manager for the Human Capital Institute – an HR Think-tank, and later, as Associate Director at T.V. Rao Learning Systems Pvt. Ltd., before founding Your HR Buddy. I have consulted more than 100 firms (in India, the Middle East and South East Asia), trained over 1000 executives (including MDs and CEOs) and published over 75 position papers covering key areas of HR and OD practice. My main practice areas involve initiating and supporting organizational processes linked to Performance Management, Competency Management, Assessment & Development Centers, Leadership Development, Employee Engagem... www.yourhrbuddy.org https://cdn.slidesharecdn.com/ss_thumbnails/thepeoplelienumbersdontapproachtohranalytics-170807164901-thumbnail.jpg?width=320&height=320&fit=bounds sumeet310/the-people-lie-numbers-dont-approach-to-hr-analytics The People Lie Numbers... https://cdn.slidesharecdn.com/ss_thumbnails/thet20versionofperformancemanagement-170807160558-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/beyond-the-bell-curve-the-t20-version-of-performance-management/78635226 Beyond the Bell Curve:... https://cdn.slidesharecdn.com/ss_thumbnails/yhrb-peoplemanagementtools-140329024252-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds sumeet310/people-management-tools-1 People Management Tool...