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Category: Knowledge & Learning

31December

Measuring Performance

MEASURING OUR PERFORMANCE https://riverforestgroup.com/portfolio/ Some illustrations; This organization has always had certain goals and standards to be met. What changes have you seen in recent years in the way goals and standards are being set? In the way performance toward them is being measured? What are some of the reasons for the increased emphasis this
  • Performance
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31December

Corporate Level Perspectives

Corporate level perspectives http://www.RiverForestGroup.com/ http://careers.riverforestconnections.com/ Objectives are the desired outcome that an organization seeks to achieve for its various stake holders – employees, share holders, customers, suppliers, society, and government. Organization develops both financial and strategic objectives. Financial objectives may include measures such as sales, ROI, profits, EPS, or return on equity. Strategic goals may
  • Perspectives
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31December

Formulating Purpose and missions

Formulating Purpose and missions http://www.RiverForestGroup.com/ There is no standard approach to the formulation of purpose and missions. Purpose and mission statements are highly dependent on the values of the chief executive officer, however, and a purpose and mission statement is not likely to be changed without the direct intervention of the CEO. Sometimes a purpose
  • Purpose
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31December

Corporate Mission Statement is the Difference

Corporate Mission Statement is the Difference The D. H. Baldwin Company was a manufacturer of pianos from the 1890s to the 1960s. As a result of growing competition, especially from Japan, the company found itself in trouble. It discovered, however, that one lucrative part of its business was financing retail sales. This led the company
  • Mission, Mission statement
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31December

A Purpose and Mission Statement

Purpose and mission Statement http://www.RiverForestGroup.com and https://www.RiverForestConnections.Com/ShopPage/ The vision statement provides the core foundation for developing the organization purpose and mission statement, which describes the general purpose of the organization. The purpose and mission statement is the organization’s core broad purpose and reason for existence. The two components that are often featured in the purpose and
  • Mission
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31December

Strategic Vision

Strategy and Strategic Vision Igor Ansoff’s work “Corporate Strategy” was published in 1965 and is generally regarded as the first which set out a practical method for strategic decision making within a business. His Model of Strategic Planning maps out a process, or a cascade, of decision making which starts at the highly aggregated decisions
  • Vision
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31December

A Little Strategy

Strategy is the framework of choices that determines the nature and direction of an organization. The framework establishes the boundaries or parameters that define the scope of business activity. The criteria that determine what’s “in” or “out” in an organization are derived from a variety of sources, such as the current domain, the organization’s overriding
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31December

Business Cultures determine Cost Optimization Purposes

Why Cost Optimization    For example, Schooley Mitchell, North America’s largest cost optimization firm has a simple four-point value proposition; Save MONEY without sacrificing service   Our model is a risk-free proposition for cost optimization, and our only compensation is a share of the savings we identify for you – money you are already spending
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31December

Profitable Cultures

Sit back and reflect on every day stories from organizations on cost-based downsizing. All have reasons; reducing bench strength or poor performers, rationalizing businesses, managing costs through supply chain, expense management or sheer alteration to the Target Operating Model to focus on a strategy led structure. Each of them has a valid story. To me
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08November

New Labor Ethic

2017 Disruptions – New Labor Ethic   Disruptions is surely not a transient phenomenon? What is a disruptor? Why does it get bandied about so frequently and so easily? Disruptors are convention busters. They make people ask awkward questions. It is possible for disruptors to build upon their character, competence, and courage. But when has
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08November

Employability for Disrupted Mature Employees

2020 and Beyond –  People Disruptions Customized only for USA and Canadian market, to enhance job opportunities and increase employment levels for mature, seasoned, experienced hires, RiverForest Connections LLC in association with RiverForest Imaginet Technologies Inc. ( A Joint Venture with ImagiNET Ventures Private Limited, Dallas, TX) conducts On-Line and Class Room competency assessments, change
  • Disruption, Disruptions
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14March

Suite of Integrated Recruiting Solutions

Suite of Integrated Recruiting Solutions Wider range of Search Solutions “Hire Strategy” & “Outsourcing of Human Resources Recruiting Process Outsourcing – RPO Competency Based Assessment and Talent Centers Psychometric Testing Based Recruitment Focused turnkey Executive Search & Headhunting On Line hiring & testing Benchmarking Executive Search Search is based on a proprietary method called “Psychometric
  • Executive Search, Headhunting, Hiring, Job Search, Placements, Recruiting, Staffing
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14March

Talent Acquisition Development Methodology

The Talent Acquisition Solution leverages RiverForestConnections understanding of client organizations for an engagement experience for both candidates and the client. Discreet relationship based search carried out by RiverForest Connections business & H.R consultants helps maintain client confidentiality and manage candidate sensitivities.Strong knowledge base of industry benchmarks and leading practices in compensation, hiring, and talent development
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14March

Careers – Do Organizations Succeed When People Don’t ?

  CAREERS – PEOPLE SUCCESS TRENDS: A PERSPECTIVE PEOPLE SUCCESS TRENDS In addition to critical people success factors, some trends and perspectives were obtained that involved some key learning’s on what additional factors determines that elusive successful person. Here are the responses and some learning. a) Multiple skills and Versatility – That the organization needs
  • careers, Research, Talent
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14March

Career Planning Process – Process Substitutes Adhocism

Career Planning Process The Career Planning/Competency Model encourages individuals to explore and gather information which enables them to synthesize, gain competencies, make decisions, set goals and take action. Each individual varies in their progress through each of these stages for many reasons. Some advance rapidly through each or all of the stages while others progress
  • careers, Talent
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14March

Career Management – The Necessity – Bane or Boom

Career Management: The Necessity The new millennium is fraught with predictions. That it is with a sense of optimism and hope is people looking forward to the 21st century. While work on an economic front is being taken up by nations across a wide variety of countries, first, second and the third world, focus on
  • careers, Talent
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14March

Career Managament – The Magic Factors

Career Management: Generic People Success Factors Managing enterprise “holistically”. In a Psychometric Testing Canada research, some select CEO’s and top management have pointed out big picture management of the enterprise as an important people success factor. Understanding the corporation for its overall meaning and purpose traditionally has been left to the CEO. Times appear to
  • careers, Research, Talent
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14March

Managing Careers – Key to Motivation

Career Management – Motivation Theory 2020“Profit sharing” through ESOP: Owner Managers. Making owners out of employees and making employees out of owners is the best way to describe the current organizational scenario. Owners of yesterday have chosen to get to work alongside their employees and are forming working boards, creating corporate governance committees and demonstrating
  • careers, Research, Talent
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14March

Careers – Creating Responsibility – Individual & Organizational

CAREERS – CREATING RESPONSIBILITY AT INDIVIDUAL AND ORGANIZATIONAL LEVELS Creating careers for professional managers through the varied methodologies of career templates, career anchors, career pathing has in itself an inherent dimension of the concerned individuals point of view about careers as well as the organizations design for the individuals career. The question we seek to
  • careers, Leadership, Talent
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14March

Work Inventories

Research findings indicate that Work Inventories / Record Verification are effective but are not being used as widely as one would like to be used. Work inventories are derived from work samples and select mini case lets that are produced which are a close resemblance to the real life work scenarios. While classroom simulations would
  • Assessment Center, Template
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14March

Mid Career Crisis

Expert’s Desk Mid-career choices: ‘What’ you do vs ‘how’ you do Kavita Shermon | Toronto | Tuesday, 14 July 2015 Mid-career professionals are mature choice makers. They are eminently capable of deciding what works for them. And more importantly, decide whether or not they wish to work for a boss or a CEO. While every
  • careers, Leadership, Talent
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14March

Critical Career Success Factors – CCSF

Career Management: Critical Success Factors That Make Careers Work “High tech – low touch” comfort for employees to think and feel congruent with changes in the work place1. High tech, high touch is relevant when technology appears to dominate people and their contribution within organizational setting. Corporate top management have consciously taken cognizance of the
  • careers, Change, Leadership, Talent
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14March

Why Do CEOs Fail?

CEOs with Perseverance, desire and passion riding the wave of popularity is best placed to make change happen in the short term. But we need to remember that it is only the short term. For in this time only charm & excitement based charisma sells. Substance is rarely recognized and the romantic phase continues unchanged.
  • CEO, Leadership
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14March

Self Discovery – First Step Employee Experience

SELF DISCOVERY – First Step Employee Experience Self-discovery through a process of encounter has been an enigma for many over time. While it has reached levels of sophistication and refinement the bare act of following the process of sharing is dealt with fear, suspicion and sometimes joy. Encounter employs the newest, the oldest; its strategies
  • culture, Employee experience, Engagement, Leadership, Retention, Talent
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14March

What TRIGGERS Employee Experience

What Triggers Employee Experience In, Closing the Loop: The Dynamics of Creative Learning, Alexander N. Pattakos, says, “Constructing “mind” out of the brain has opened up new avenues for developing models that intend to explain visual perception and cognition, memory, and related functions of the intellect. Moreover, explicit attention is being paid to the neurophysiological
  • culture, Employee experience, Engagement, Leadership, Retention, Talent
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14March

Career Employee – Fact or Fiction

Career Employee with Long Term Perspective This research expectation has been dealt with quite exhaustively. Finding the long-term career employee depends on the need for one such person in an organizational context. If it is determined that such an employee is inevitable, necessary HR interventions and cultural positioning needs dimensioning within organizational boundaries. HR systems
  • careers, Leadership, Talent
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14March

Individual Careers – Organizational Succession

Expert’s Desk How can organisations give direction to employees’ careers? Ganesh Shermon | Toronto | Monday, 10 August 2015 A 1997 MIT research describes consistent career planning as the responsibility of individual employees. As a popular saying goes – the job belongs to the company, the career path belongs to the individual. Having said that,
  • careers, Leadership
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14March

PAYING LESS TO A KNOWN DEVIL

Paying Less to a Known Devil Than to an UnKnown Angel! Ironical, the more we know of a staff member and their longevity in an enterprise there is a greater probability of that staff being short changed in terms of rewards and remuneration – compensation. The Known Devil Syndrome! Max Bazerman in Failing to Notice
  • culture, Leadership, leadership development, Retention, Talent
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14March

Creating And Leading An Intellectual Company

“What makes great software companies great? Great software! And who makes great software? Great people! At OpenText, our employees are our greatest strategic assets. Every day, our talented staff work to create innovative solutions that have the power to redefine the way companies do business and reshape the collective future”, says Mark Barrenechea, CEO of
  • careers, Change, culture, Employee experience, Engagement, Leadership, leadership development, Retention, Talent, tools
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