New Roles Of Human Resources (PPT)
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The new roles of Human Resources: do we really need the area of Human Resources? Talent Management and Innovation for reinvented companies
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New Roles Of Human Resources (PPT)
- 1. The new roles of Human Resources: do we really need the area of Human Resources? Talent Management and Innovation for reinvented companies
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- Globalization. Companies size, complexity, and business diversity. Global operating model that takes advantage of synergies and diversity. Enterprise sustainability: Risk management. Ability to innovate as a key lever to be competitive Ability to change quickly. War to attract customers: customer oriented capabilities and organization. Service excellence. Products and services oriented to customer satisfaction, and profitability. Active cost management (as a result of a cost reductions atmosphere, many times needed due to lack of funding): Operations excellence. Active management of investment: technology, transformations, new business/products, … Active management of salaries, benefits (global compensation). Expenses: travel, offices, … Technology renewal, and as another key lever to innovate and to be competitive. Customer, employee, and process centred technology: usable and useful technology! Demand management oriented to profitability and sustainability, deriving costs from maintenance and infrastructure to value creation investments.
- Globalization. Companies size, complexity, and business diversity. Global operating model that takes advantage of synergies and diversity. Enterprise sustainability: Risk management. Ability to innovate as a key lever to be competitive Ability to change quickly. War to attract customers: customer oriented capabilities and organization. Service excellence. Products and services oriented to customer satisfaction, and profitability. Active cost management (as a result of a cost reductions atmosphere, many times needed due to lack of funding): Operations excellence. Active management of investment: technology, transformations, new business/products, … Active management of salaries, benefits (global compensation). Expenses: travel, offices, … Technology renewal, and as another key lever to innovate and to be competitive. Customer, employee, and process centred technology: usable and useful technology! Demand management oriented to profitability and sustainability, deriving costs from maintenance and infrastructure to value creation investments.
- Globalization. Companies size, complexity, and business diversity. Global operating model that takes advantage of synergies and diversity. Enterprise sustainability: Risk management. Ability to innovate as a key lever to be competitive Ability to change quickly. War to attract customers: customer oriented capabilities and organization. Service excellence. Products and services oriented to customer satisfaction, and profitability. Active cost management (as a result of a cost reductions atmosphere, many times needed due to lack of funding): Operations excellence. Active management of investment: technology, transformations, new business/products, … Active management of salaries, benefits (global compensation). Expenses: travel, offices, … Technology renewal, and as another key lever to innovate and to be competitive. Customer, employee, and process centred technology: usable and useful technology! Demand management oriented to profitability and sustainability, deriving costs from maintenance and infrastructure to value creation investments.
- Globalization. Companies size, complexity, and business diversity. Global operating model that takes advantage of synergies and diversity. Enterprise sustainability: Risk management. Ability to innovate as a key lever to be competitive Ability to change quickly. War to attract customers: customer oriented capabilities and organization. Service excellence. Products and services oriented to customer satisfaction, and profitability. Active cost management (as a result of a cost reductions atmosphere, many times needed due to lack of funding): Operations excellence. Active management of investment: technology, transformations, new business/products, … Active management of salaries, benefits (global compensation). Expenses: travel, offices, … Technology renewal, and as another key lever to innovate and to be competitive. Customer, employee, and process centred technology: usable and useful technology! Demand management oriented to profitability and sustainability, deriving costs from maintenance and infrastructure to value creation investments.
- Globalization. Companies size, complexity, and business diversity. Global operating model that takes advantage of synergies and diversity. Enterprise sustainability: Risk management. Ability to innovate as a key lever to be competitive Ability to change quickly. War to attract customers: customer oriented capabilities and organization. Service excellence. Products and services oriented to customer satisfaction, and profitability. Active cost management (as a result of a cost reductions atmosphere, many times needed due to lack of funding): Operations excellence. Active management of investment: technology, transformations, new business/products, … Active management of salaries, benefits (global compensation). Expenses: travel, offices, … Technology renewal, and as another key lever to innovate and to be competitive. Customer, employee, and process centred technology: usable and useful technology! Demand management oriented to profitability and sustainability, deriving costs from maintenance and infrastructure to value creation investments.