Whitepaper: Emerging Evidence – Business Performance and the Validation of HR Best Practices.

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What is the ONE factor that drives the business performance of an organization that is not widely understood by CEOs?

People.
HR best practices can help demonstrate that people, not financial capital or operating models, are the greatest asset of an organization. How?

This white paper explains it all. We will demonstrate how company-wide adoption of HR best practices and top-notch HR departments can positively impact business ROI. Joint research from HR Certification Institute® (HRCI®) and Top Employers Institute will help you put HR best practices at the forefront of your organization, and see meaningful results.

Access your free white paper by using the social links below!

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SUPER S.W.O.T.™ – Every group knows more—much more—than it thinks it does

Every group knows more—much more—than it thinks it does
SuperSWOT is a brainstorming tool you can use with your team to focus your strategy. It goes beyond the traditional SWOT by taking your strengths and weaknesses and combining them with opportunities and threats in your market. It comes in very handy after you’ve done enough market research but haven’t figured out exactly what you want to do yet. It can also help validate or invalidate someone’s pet idea.

Download the SuperSWOT Facilitation Template below:

INNOVATIVE STRATEGY DESIGN: A SuperS.W.O.T.™ is a powerful innovation session that unlocks intuitions about strategy by employing graphic exercises, quick provocative sketches, and questions designed to seek marketplace hunches.

How Does It Work?

We begin by asking participants to define their Competitive Landscape on a large Quad Map—where is your brand positioned, and where are your competitors? Now we ask: “Where do you expect to be in three years?” This is the 3-Year Strategic Path and it visually defines your strategic goal. Following this exercise, the group visually analyzes 6 to 8 Key Players (see “Sam” below.) Then we delve into your S.W.O.T. analysis and dig deep for Strengths, Weaknesses, Opportunities & Threats. As the session nears a conclusion, participants vote for the “Top-2” S.W.O.T. factors in each S.W.O.T. category. (The voting is almost always top-heavy and leads directly to strategic insights.) Finally, we begin work on your strategic Battle Cry. This is a short, motivating statement that will tell your people how to act—and your customers & prospects what to expect.

There are “4 musts” for a BATTLE CRY:

1) It must be focused on what customers want

2) It must ring true in the marketplace

3) It must be ten words or less

4) It must be memorable and “sticky”

What Makes SuperS.W.O.T.™ Different?

Your group’s innovative thinking is not simply described with words—it is brought to life by being visualized. For example, as a customer is discussed, John Emmerling quickly sketches a cartoon and asks for a name. “Sam,” someone might suggest, and the magic begins to happen: “Tell us what you know about Sam?” “Is he devoted to your brand?” “Or would he easily switch to a competitor’s brand?” “What ideas could increase your brand’s appeal to Sam?” One by one, important customers and other Key Players are sketched and profiled—a rich mother lode of insights is uncovered.

As “Sam” quickly takes shape, he gives us insights and ideas.

Who Is Involved? How Long? Where?

Conducted in your conference room, or at an offsite location, these sessions are typically attended by 12 to 20 key managers, although we’ve facilitated groups with as many as 30 participants. Participants usually include management, marketing, advertising, sales, research, public relations and communications. Invariably, this free exchange of insights and ideas is an enjoyable, stimulating experience for everyone. A session can require as little as four hours—on up to a full day.

The Session Report

At your option, within two weeks of the session a comprehensive report can be presented. Your group’s insights, intuitions, and innovations will be depicted and summarized—and the strategic directions suggested by your group will be highlighted. The report will include all Battle Cry candidates generated in the session and, if desired, we can include several additional Battle Cry candidates for your consideration. This report will be a tool you will use—again and again—to help keep your team on strategy with all eyes fixed upon the goals.

How Your Company Benefits From SuperS.W.O.T.™

We have facilitated a large number of these sessions across a wide range of industries. In every case, this process reaps your group’s combined knowledge and experience to reveal marketplace insights, create better customer understanding, and bring innovative focus to the company’s strategic planning. You can also gain the powerful advantage of a market-honed Battle Cry.

Contact us if you would want help running a facilitated Business or Talent Management Session.

Joel Omeike
Founder/CEO
P4PE Institute
info@p4pe.co
+2348098237473

CAREER TRANSITION: From Team Member to First-Time Manager

The jump from the role of individual contributor to a first-time manager is one of the most dramatic and most challenging leaps one can make. It requires a complete shift in how you see your role and in how you deliver results. And unfortunately, most new managers are ill-prepared.
Typically organizations promote their high performers into the role of manager. But just because someone is great at getting the job done doesn’t mean they know how to work through others to get the job done. The skills that served you as an individual are not the same ones you need to be a good manager.

According to a study published by the Corporate Executive Board Company, nearly 60% of first-time managers underperform during their first two years. And they are frustrated and unhappy in their role – more than 50% reported they would rather not manage people.

Why the Jump to First-Time Manager is So Difficult
Ken Blanchard, co-author of Full Steam Ahead: Unleash the Power of Vision, said that their research shows that the role of first-time manager is so difficult because they must contend with three new realities.

The Talent Grid

THE TOOL

The Talent Grid Whitepaper
The Talent Grid Whitepaper

Recognising leadership potential is no easy matter. It is one of the major research subjects in management literature. In this whitepaper you will find a description of the Talent Grid. What does this model have to add? It is an accessible and simple model, which has evolved from practical experience. The model has proved to be one that is easy to use by both professionals and management for the selection, assessment and development of talent. The added value of the Talent Grid lies primarily in the fact that it provides the opportunity for communicating in one ‘language’ on the issue of management qualities.

HOW TO USE THE TOOL

“Ambition and risk-taking are not easy to develop, but organisational sensitivity often is.”

The Talent Grid has a variety of practical applications. In assessing potential, the grid can help to determine the directions of development of (future) managers. It can also contribute to an objective approach to the discussion of comparing people, for example in personnel planning and promotion issues. It can be used as a general indication of differences between people (the axes), but also to identify the finer differences (in terms of behaviour) between people. Determining the behavioural characteristics makes it possible to approach the dimensions in an objective and measurable fashion. The manager can form a good impression of his (future) employee through criteria-based interviews and observations. The STAR methodology is often used in this interviewing technique. By posing specific questions on practical examples and specific situations, tasks, activities and results (S.T.A.R.) within those examples, quite accurate conclusions can be drawn regarding the competencies of the applicant or employee. The point is to collect examples of proven past behaviour as a prediction of future behaviour.

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WANT TO LEARN MORE ABOUT OUR PROGRAMME & SOLUTIONS?

Please feel free to contact us.

Joel Omeike! | Lead Consultant
P4PE Limited | Institute for Professional Excellence
Where is your business headed? Strategize. Execute. Grow.

Phone +234 809 054 6055 +234 1342.5617, Email: info@p4pe.co

INVEST IN YOURSELF. Ensure that a portion of your time is reinvested in your personal and professional development. Nothing is more rewarding.