Documents » discribe people.
Abstract: In any organization,
people remain one of the largest sources of value when it comes to business processes. But providing them with tools that can be easily accessed and used has its challenges. As we move into the era of service-oriented architecture (SOA), portal and collaboration software now delivers the essential
people-focused capabilities businesses need, while adding significant value to the organization.
PubDate: 7/18/2007 7:33:00 AM
Abstract: People management tools have become necessary, particularly in an environment such as the financial sector, where resources have become global and people require more complex management solutions.
Abstract: One of the most neglected areas of an enterprise is the warehouse. When errors occur here, the whole company is affected, so it is crucial that good managers nurture the skills of warehouse employees.
Abstract: Human Capital Management (HCM) is a strategic approach to people management that focuses on the knowledge, skills, abilities and capacity to develop and innovate possessed by people in an organisation (source: "Human Capital Management [HCM]: Achieving Added Value Through People", by Angela Baron & Michael Armstrong).
Abstract: It's not news that people are resistant to change. Inertia, one of the rules of the universe, applies to people as well as to objects. Many organizations, seeking to improve performance, have come unstuck by under-estimating the amount of resistance that will be offered by people. This article presents a method of mobilizing change that takes the resistance to change into account.
Abstract: It can be easy to group “people, process, and technology” together as equal concepts. In reality, however, people, process, and technology do not carry equal weight in organizational design, and they do not require the same type or degree of attention to succeed. Indeed, an organization’s people inevitably serve as a “force multiplier” for the other two elements.
Abstract: In the on-demand webcast how to keep your best customers and
people in tough times, you'll find out how to build closer relationships with your exi...
Keywords: keep best customers people tough times, keep, best, customers, people, tough, times, best customers people tough times, keep customers people tough times, keep best people tough times, keep best customers tough times.
Abstract: The root of creativity rests in the people, the management, and the culture of the organization. A better tool will not help an organization that is resistant to change and stifles creativity. It is important to remember that while management can solve a technical problem, technology will never solve a management problem.
Abstract: Product, project, process, and people represent the four areas of PLM analytics that may help PLM user organizations develop better products, improve the product development process, increase operational efficiency, and better measure employee performance, respectively.
Abstract: Corporate leaders must look carefully at how their companies are organized and staffed, and keep the “right” people. But who must be kept and who can you afford to let go? If you don’t know how to re-engineer your staff, you might not be saving as much as you think. Discover methods and technologies that can help you avoid the pitfalls inherent in any reduction in workforce—to save money while you retain the best talent.
Abstract: Delivering quality health care in today’s environment means facing greater economic pressures, regulatory and compliance issues, and ongoing shortages of qualified professionals. Hanging on to traditional paper-based operations may be intensifying your problems. Learn about how people management technology can help you find the qualified nursing and health care personnel you need, and manage compliance issues too.
Abstract: Despite many system and business process improvements in the past several years, companies are realizing that they haven’t adequately addressed the most critical aspect of new product development—their people. Companies should carefully consider various approaches to leveraging these resources and executing all phases of the innovation life cycle, in order to launch innovative products faster and more profitably.
Abstract: There’s a buzz in the automotive industry around the concept of “strategic workforce management”—getting the right people, for the right job, at the right time, to improve overall business results. Strategic workforce management goes beyond the traditional role of human resources: it’s a strategic initiative and competitive weapon to help today’s automotive companies drive corporate goals and objectives.
Abstract: As global economic conditions continue to improve, human resources (HR) leaders have an opportunity to take an active and strategic role in preparing their organizations for future growth and prosperity. Discover the significant business impact of organizing around people management, and find out how to limit top performer flight, facilitate growth, and get the most out of your HR technology investments.
Abstract: The challenge is to ensure that the right people gain access and the wrong people do not, making the role of information security even more critical to enabling today’s businesses. An integrated security approach offers the most effective security posture.
Abstract: Operating as a provider of dairy products to consumers and of agricultural services products to farmers and ranchers, Land O’Lakes had two challenges. One was to educate the people selling the agricultural services products so they would know what to recommend to farmers. The other was to retain those people. Learn how Land O’Lakes used a learning management solution as part of its expert seller strategy.
Abstract: How people learn is now as important as what people learn. Organizations that appreciate new learning styles and provide their employees with Web 2.0 tools, such as wikis, blogs, video capturing and editing applications, and virtual worlds, have a greater chance of creating a successful learning process. The question is not whether you can benefit from informal learning initiatives, but how to implement them successfully.
Abstract: Most people recognize that a robust control phase is the key practice separating Six Sigma from other process control methodologies. Unfortunately, many Six Sigma programs do not practice a robust control phase—with the result that old habits take over, and improvements gradually degrade. Worse, nobody even knows it happened! Why would well-intentioned people allow this to happen?
Abstract: A common question that comes up in most discussions about lean is whether it’s the tools and processes, or the people that make lean work. In reality it is both. Applying lean tools, new technology, and new business processes to a traditional silo-oriented culture will not work. Lean, at its core, is a cultural and people-oriented initiative.