Simplified Strategic Planning Taking Control, Involving Employees and Linking Systems View Simplified Strategic Planning presentation here It is required at the highest levels of an organization right down to the department head. Unless a strategy is in place, activities cannot be aligned to accomplish a common goal. If you are familiar with the old adage "if you don't know where you are going, any road will take you there," you know that strategic direction is critical for success, especially in today's economic climate.
Joe Raible, TMG Senior Consultant, has over 25 years of diverse experience, education, and training in the fields of Organizational Design and Development and Human Resource Management and Development. Within those fields he has provided Research, Analysis, Design, Development, Training and Evaluation services to private, non-profit and public sector organizations. His services have included the delivery of training and technical assistance in each area of organizational improvement addressed by the Malcolm Baldrige Criteria: Leadership, Strategic Planning, Customer and Market Focus, Measurement and Analysis, Workforce Focus, and Process Management. Strategic Workforce Planning Aligning Human Capital with Business Direction View Strategic Workforce Planning presentation here Once you know where you want to go, you need to make sure you have the "tools" to get there. Your most valuable asset is your people. Like any other asset (money, equipment, etc.), you must make absolutely sure that you have the right assets, in the right place, at the right time to achieve your organizational mission. There is a method to planning a workforce that will provide maximum efficiency at a minimal cost.
Ronald Beckwith, Ph.D., TMG Senior Consultant has over twenty years of HR leadership experience with focused expertise in staffing and retention, workforce planning, training and development, and workplace diversity. Dr. Beckwith developed and led enterprise-wide Workforce Planning initiatives that projected future talent needs, e.g., skill supply-demand gaps, in response to a rapidly aging corporate workforce and tight labor markets for one of the largest integrated energy companies in the US. He also developed long-term human capital plans including a new Workforce Planning strategy group to manage on-going projections and talent management solutions that saved $2 million in annual staffing costs, avoiding $62 million human asset investment exposure, and avoided $82 million in projected turnover cost in 2007-2012. Managing and Delivering Learning & Knowledge When and Where it is Needed View Managing and Delivering Learning & Knowledge presentation here Operating at peak capacity requires providing the knowledge people need, when they need it. It is the key to competitive advantage in today's rapidly-changing environment. The ability to hold all employees accountable for daily tasks that achieve the organizational mission lays the foundation for continuous improvement. Implementing a learning and knowledge management program allows management at all levels to ensure that all activities are contributing to the bottom line.
Valerie Whitcomb, MBA, TMG Director of Learning & Knowledge Management, has over 20 years of experience with workforce training and development programs, at a variety of levels, and with delivering the related improvements in operational efficiencies. Her skills encompasses developing and delivering blended learning curriculum which includes classroom delivery, online learning and on-the job training. Her methodology encompasses all aspects of training development including processes, skills, cross training, development and compliance. She recently published and presented a paper at the Society for Applied Learning Technologies (SALT) annual conference on Learning Technologies. The paper discusses the entire process of sourcing and implementing a Learning Management System. |
| Taste Test Presentations September 23, 2008 |
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