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Strategic Acquisition Rationale Presentation Template

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STRATEGIC MANAGEMENT PRESENTATION TEMPLATE

Transcript: In the next 10 years, our company will be recognized for create a belt that correct the problems of back, in addition, our costumers will have or receive their problem of back solved , finally, our product will impact because it will be cheap for they use. Sebastián Felipe Cortes Aldana Chief Executive Officer Our Goal: SEO Objective two: make a tool that is placed around the waist and back fence and helping the person with walking problems Mission Company positions SOCIAL Excellence is not a destination it is a continuous journey that never ends... OUR MISSION Continuous Improvement Bogota,Colombia CMS Sara Valentina Vanegas S.A.F Objectives OUR OBJECTIVES PLATFORMS Engineer . Social Objective three that people who can not walk have a treatment that in some years to walk normally S.A.Fcompanybelt.inc@gmail.com We are a company that wants to solve the back problems, by providing an unique service with the highest quality standards like quality materials, finally, we aim to exceed customers expectations like the commodity always in the best way. Sebastián Adames Díaz OUR STRATEGIC MANAGEMENT PROPOSAL Designer BELT.INC Objective one: to create a belt that help the people that have problems in the back. . If you use our belt you will be before and after. Goal

Project Rationale Presentation

Transcript: Metal Halide Lights are comparatively less efficient than other lights The use of coal energy is harmful to Rose both economically and environmentally Efficacy is the power to produce lighting seen by the human eye per input power (measured as Lumens per Watt). HPS lights produce poor color rendering "yellow light," creating a difficult environment for sports. Solar Power provides a feasible option for an alternative energy source. Coal produces nearly twice the amount of CO2 emissions as the 2nd highest fuel (natural gas) [3]. HPS lights are easy to install, require little to no maintenance, and are a cheaper alternative. Rose-Hulman spends nearly $14,000 per year on lighting the IM fields [2]. A comparision of tree colors reveals that LEDs provide much better color rendition High Pressure Sodium lights are a low cost alternative to Metal Halide Lights Alternative Lighting Solutions for IM Field Lights Recrational field lighting plays a major role in energy cost and consumption. Light Comparison [6] HPS lights are efficient but impractical for use in sports due to poor color rendition. High Pressure Sodium lights produce a dull, yellow light that makes colors nearly indistinguishable. Metal Halide lights have a shorter life, produce more CO2 emissions and have a worse efficacy. LEDs provide lighting that suits sports needs, while HPS lights do not. LEDs consume 75% less energy, produce more lumens per watt, and run at a lower cost than Metal Halide lights [6]. Electricity accounts for over 66% of emissions annually produced by Rose-Hulman [2]. LEDs produce an intense, white light that meets sports lighting requirements in color distinction and brightness. Large-scale LED lighting at night provides excellent color rendition and visibility. Over one ton of CO2 emissions a year is created by the burning of coal to create power for just the IM lights [4]. Nearly 82 tons of coal are required to light the intramural fields alone each year. LEDs provide excellent color rendition with a low running cost

Template: Strategic Plan

Transcript: Reading assistance and teaching Rent reimbursement Training parents to teach and read Reading WORKS April 2010 Elementary schools: Coit, Mulich, Sibley, Covell Grand Rapids Property Owners Association Mission Organizational Mandates Expand program to additional schools Obtain ACSET funding/support Obtain GRPS funding/support Seek additional grants for funding Expand marketing, create website and/or brochure O The Other Way Weaknesses Recommendation #3 Questions ReadingWORKS: Strategic Plan Funders Campfire USA Keystone Church Devos Foundation Currently serving four elementary schools, and the surrounding communities. They hope to Strategies to manage issues •Diversify funding base •Develop and maintain outcome evaluation measure •Apply for 501(c) 3 status and pursue grants independently from ASCET •Develop better marketing tools. (e.g. website, pamphlet) •Avoid 501(c) 3 status and become a program funded and sustained by ASCET •Partner with ASCET and work collaboratively, neither becoming an independent 501(c) 3 nor a program of ASCET •Identify key community partners with whom to team up Strong and committed leadership History of success and growth Positive community relationship Adequate funding to meet needs Diverse funding stream provided to program Provides networking for parents Kent Schools Services Network We recommend that Reading WORKS establishes a unified mission and vision statement Opportunities Sustain funding by diversifying funder base through website design, resource management, and donor aquisition Introductions: Internal Stakeholders What they're about SWOC ACSET Issue #3 How can Reading WORKS sustain funding over the next five years? Adults play an important role in the lives of children It is the day to day experiences that count most within families Issue #2 Should Reading WORKS formalize their organization? Recommendation #2 That Reading WORKS formalizes the organization by: Clearly identified roles, contracts, structure Students Todd Workman Strengths Lack of concrete structure to the program No sustainable leadership Struggle between ACSET/Mary Lack of specific goals and direction Lack of volunteer board or advisors Decentralized training for teachers No website or brochure Lack of communication •Become a part of ASCET •Independently apply for 501(c) 3 status •Hire a Director to oversee programming, funding and community partnering •Develop a clearly identified organizational structure •Recruit a volunteer Board of Directors Strategic Issues Mission:(tentative) A collaborative community effort to educate families thereby promoting the love of literacy that is transferred from one generation to another producing stronger families and communities "I have learned to be more understanding and patient with my son." "This program has helped me a lot because I am learning with him" •Identify a singular mission statement that guides their acting, thinking, and decision making •Identify a vision for the future of Reading WORKS and take appropriate actions to achieve that vision External Stakeholders G Shane Schamper Challenges Teachers Recommendation #1 W Mary Engelsman: Creator GRPS ! Strategy Change Cycle Recommendations Services Mary Englesman Organization Description Issue #1 What are Reading WORKS' mission and vision for the future? Gathering data and reporting Sustainability Communication Need for financial reporting and day-to-day direction Ability to measure changes in GRPS Communities R Scope Stakeholders

Strategic Talent Acquisition - Presentation

Transcript: https://www.costcobenefits.com/cms/enrollment/epayroll/index.shtml http://callisto.ggsrv.com/imgsrv/FastFetch/UBER1/321146_GDRT28577FSA Method of Selection http://www.fool.com/investing/general/2012/06/21/jim-sinegal-on-costcos-promote-from-within-strateg.aspx Don't wake me up... Woof! Sources of Talent Thank You for Enjoying Our Presentation! Welcome to the Cheapest, Happiest Company! Business Values: * Effectively minimize cost on dvertising/marketing * Significantly reduce training cost/time * Successfuly built a loyalty relationship with employees Recruiting Strategy References: "Promote From Within" Cashier $16/h $340 Friendly Helpful http://www.costco.com/about.html Competitive Pay Rates Great Benefits Room for Individual Growth Would You Like a Bite? http://www.businessweek.com/printer/articles/123492-costco-ceo-craig-jelinek-leads-the-cheapest-happiest-company-in-the-world Ingredients for a Delicious "Strategic Talent Acquisition" Pizza are Eunice Scotto Julie Dinh Samantha Hennes Steven Coy Baked by Chef Jeff Lindeman on Mar 4, 2015 Member Asst. $14.50/h $220K Dependable Approachable majority focus on iternal promotions Developing manager training program for employees Stocker $12/h $179k Neat Perfectionistic Buyer $20/h $518k Analytic Competitive 94% Retention Rate Rarely hire outsiders for manager positions Emoloyees who express their interests in future rolles

2031 Strategic Template

Transcript: Combined 2016 & 17 revenues by market 2016 | at a glance 2031 | dream big Weekly BD reporting at Monday am meeting aligning strategic plan to opportunities being chased Monthly financial reporting to partners communicating financial state of HGC to owners based on strategic plan Monthly reporting at meetings communicating status of strategic plan to all employees Monthly team lead reporting tracking team lead involvement in strategic plan Quarterly Exec reporting - communicate & redefine strategy of strategic plan with execs and dept. leads Build Our People Recruiting strategy: Columbus full time hires Diversity in co-ops HGC & SSRG field re-organization Leadership Academy classes Continue & evolve mentor / apprenticeship program 2017 | forecast 2017 | forecast Built Our People HGC Timeline - thru the years Preparing people for path for growth Built Our People Built Our Culture Built Our Processes Built Financial Performance 2016 | at a glance Build Financial Performance Build Our People Build Our Processes Build Every Day Staying on Track Enhance Office Operations: PM process improvement Accounting efficiencies CRM process evolution Go/NoGo process refinement Enhance Field Quality Control: Mentor / apprenticeship program evolution Safety training & implementation Built Our Processes graph showing people vs revenue and graph showing revenue by role type (PM, SPM, etc) 2016 | revenues by market Build Our Culture Build Our People Path to $1B | revenue goals by office 2031 | dream big Target growth areas for existing HGC markets : Entertainment Healthcare Target growth areas for new HGC markets: Industrial Mixed use Target growth area for secondary HGC markets: Windows Increase National footprint: Columbus office 2016 | at a glance Strategic Template to Strategic Plan 2017 | Forecast 2017 | revenues by market Build Our Processes Recruiting strategy: 3,000 FTE diverse, international candidates Be the "go to" company for co-ops Create an environment that provides meaning, career growth, empowerment for current and future employees Evolve apprenticeship program into professional series Questions, comments, next steps... Up Next... graph showing projected people vs revenue in 2017 Office re-organization (Market Leaders, Definition of markets & services) Began apprenticeship program - masonry Paid skills training - carpentry Professional Development series with Tommie Lewis Focused recruitment (industrial expertise (Brickett), national account expertise (Hothem), traveling supers) New PTO plan Additional members to Executive Team Build Cool Sh*t across state lines and country borders Maintain reputation as respected contractor National / Global community outreach involvement HGC expansion: Increase footprint (national & international presence Self-perform in new locations - strong field presence Acquisitions / mergers Growth into new service markets Growth of niche / specialized markets 2017 revenues by market (forecasted) Our Path to 2031 100 Years Build Our People Build Every Day Enhance Operations: Innovation Lab (3D printing/scanning, robotics, automation, modularization) Increase service offerings (Design/Engineering services, expand Project Delivery offerings, etc) Enhance Field Quality Control: Incorporate latest IT advancements (ie. self-healing building materials) Build upon reputation as a leader in safety Build Financial Performance Grow existing markets: entertainment, healthcare, industrial/manufacturing, multi-family Grow into new markets: data centers/IT advances, power, international TBD Secondary market growth: additional niche market segments Increase footprint: multiple offices (national and international presence) Built Our Culture HGC Construction Revenue $84.5M Annual Growth 2010-2016 18% SSRG Revenue $20.5M Annual Growth 2010-2016 26% Stanton Revenue $3.5M Annual Growth 2010-2016 26% Blueprint for consistent Operations: Playbook refinement Preconstruction Department created Software integration: Procore, Cosential, On-Screen, Enterface Technology integration: iPad roll out New Websites Build Our Processes 2031 | dream big Consistency in how we do things, wherever we are 2016 | at a glance Who? Obtain input from all departments to finalize the strategic plan for future growth & success Why? Preparing for long-term growth that fits the vision of HGC How? Focus on growing in a smart & sustainable way so we preserve our culture and maintain our reputation for quality, integrity, and innovation What? Define metrics of what we measure to ensure we're on the right path to meet our vision Blueprint for our Culture booklet Formed the Culture Committee Sports, internal outings, significant events, education Health & wellness, community engagement Improvements to HGC Campus - accounting area & SSRG space - courtyard - HR suite - fitness room - property acquisition Built Financial Performance Build Our People 2016 | at a glance Build Financial Performance Build culture & communication across field /

Strategic Talent Acquisition

Transcript: Job Description Optimization Optimize job descriptions by incorporating key skills, qualifications, and company culture insights. Effective job postings attract relevant candidates and improve the quality of applicants, leading to successful recruitment outcomes. Sourcing Channels and Techniques Explore diverse sourcing channels such as online job boards, social media platforms, and professional networks. Leveraging a mix of traditional and innovative tactics broadens the candidate pool, increasing the chances of discovering the ideal match for your organization. Candidate Persona Development Key Components of Talent Sourcing Develop detailed candidate personas by analyzing demographics, behaviors, and motivations. Understanding your target audience enhances the recruitment process and ensures alignment between job requirements and candidate expectations. Unlocking the potential of talent sourcing involves crafting precise candidate personas, optimizing job descriptions, and diversifying sourcing channels for success in recruitment. Definition and Importance Talent sourcing involves identifying, attracting, and engaging potential candidates to fill job positions. It plays a pivotal role in ensuring a company has the right people in the right roles to achieve strategic objectives. Introduction to Talent Sourcing Strategic Talent Acquisition is crucial for organizations to secure top talent and drive business success. Benefits of Effective Sourcing Strategies Trends in Talent Acquisition Collaboration with Hiring Managers Aligning with hiring managers streamlines the recruitment process, improves candidate fit, and increases hiring success rates. Effective sourcing strategies lead to reduced time-to-hire and cost-per-hire, as well as improved quality of hires resulting in enhanced productivity and organizational performance. Recent trends in talent acquisition include the adoption of digital recruitment tools like AI and social media, as well as a shift towards skill-based hiring to meet evolving job market demands. Strategic Talent Acquisition Continuous Talent Pipeline Development Measuring Sourcing Performance Building and nurturing relationships with passive candidates ensures a steady flow of qualified talent when positions become available. Tracking key recruitment metrics allows for the evaluation and enhancement of sourcing strategies to optimize talent acquisition processes. Best Practices for Effective Talent Sourcing Unlock the power of continuous talent pipeline development to drive a successful recruitment strategy. Optimizing Sourcing Strategies Recap of Key Points Enhancing Recruitment Strategies Successful sourcing involves candidate persona development and leveraging diverse channels. Employer branding and technology play integral roles in enhancing recruitment efficiency. Benefits of AI in Sourcing Employee Referral Programs Importance of Social Media Addressing Bias in Recruitment Inclusive Recruiting Practices AI and machine learning technologies reduce bias, enhance decision-making, and lead to more accurate hiring outcomes. Exploring the impact of Strategic Talent Sourcing on recruitment efficiency and success. Employee referral programs are an effective way to source quality candidates and improve employee retention. Incentivizing referrals can lead to higher-quality hires and a stronger company culture. Social media plays a crucial role in employer branding, allowing companies to showcase their culture, values, and job openings to a wider audience. It can help engage with passive candidates and build a strong online presence. Inclusive recruiting involves creating a welcoming and equitable hiring process for candidates of all backgrounds. This includes using inclusive language in job descriptions, having diverse interview panels, and providing accommodations for candidates with disabilities. Bias in recruitment can lead to unfair treatment and exclusion of qualified candidates. Implementing blind recruitment practices, diversity training for hiring managers, and regular audits of recruitment processes can help mitigate bias and promote a more inclusive workplace. AI and Machine Learning in Sourcing Data Analytics for Recruitment AI tools analyze data to predict candidate suitability, customize job recommendations, and conduct initial screenings autonomously. Data analytics provides insights to refine sourcing strategies, improve decision-making, and achieve better hiring outcomes. Employer Value Proposition Importance of Diverse Hiring Diversity and Inclusion in Talent Sourcing Future Trends in Talent Acquisition Building a Strong Employer Brand Crafting a unique Employer Value Proposition is crucial to attract and retain top talent. It should communicate the benefits and values of working for your company. Diverse teams bring different perspectives, leading to more creative problem-solving and better decision-making. Companies with diverse workforces are better positioned to

Acquisition Presentation

Transcript: Berko and Brown (1960) Concerned with how production lags behind comprehension during language acquisition. Because we are using vulnerable participants, we will undergo the following procedures to ensure our participants are at ease and comfortable to take part. >>5 words will include a word-initial /r/ and 5 a word-medial /r/ What We Aim to Discover C: Child ; E: Investigator [Taken from Video Transcript 04] Studied approximant production and perception in both normal and articulation-delayed preschool children (3;0 years) focusing on contrasts of /w/ and /r/, /w/ and /l/ and /r/. aims of our project Performance of task may not be dependent on their competence or performance but child-like level of attention. 30% of these will not include an /r/ phoneme (ie. 6) 70% of these will include an /r/phoneme (ie. 14) Completion of parental consent forms Stage Two He produced a study which looked at a 4;4 year old boy with language delay and found gliding was common. We will analyse children who produce a glide and children who don't separately, as well as determining whether the positioning of phoneme /r/ makes a difference to the comprehension and production tasks. This is Rudiger. He is from the Arctic, but he doesn't like the cold so he is moving to Australia! There is a problem though, he doesn't know how to get there.. Can you help him learn English so he can ask for directions? Collecting the Data : Figures Participant Specific Limitations The most common error patterns were liquid derivations in words such as ‘red.’ Perception was tested through a choice identification task - picking pictures which matched a given word. Children were encouraged to produce approximants in word initial, medial and final positions. The normal children were highly accurate whereas the delayed scored lower. Those who struggled with perception also struggled with pronunciation. Overall, errors on the /r/-/l/ phonemes were greater than the others and the difference between /w/-/r/ errors and the control /w/-/b/ were not significant. Six graphs will be produced in total. In consideration of the previous literature, we expect to find the following results in our experiment: Jakobson (1968) gives the example of Irksutsk (1921), whereby a male infant adopted /j/ in place of a liquid after assuming the manner of articulation from his sister and overgeneralising it throughout his whole vocabulary. Sample Specific Limitations Children that make production errors are more likely to make comprehension errors. “…children with SLI [Speech language Impediment] seem to be more likely than younger, normally developing children to show large variability, even when the phonetic contexts of the words and the children’s own consonant inventories provide no rationale for it. This is also seen in controlled studies in which new words (that do or do not conform to the children’s existing phonological patterns) are introduced to the children.” Leonard, L. (1998) Children with specific language impairment. Massachusetts: Massachusetts Institute of Technology Methodology Analysis Analysing the Data The attention span of children between 5;0 and 7;0 is variable. The chosen words the children will 'teach' will be prompted by picture cue-cards. The words covered will include an /r/ sound within both word-medial and word-initial positions. eg. '/r/ed' and 'bed/r/oom'. Also include words not featuring an /r/ sound. Bowen, C. (1998) Developmental phonological disorders. A practical guide for families and teachers. Melbourne: Acer Press Literature Review Preisser, D. A. ; Hodson, B. W. & Paden, E. P. (1988) Developmental Phonology: 18-29 months. In: Journal of Speech and Hearing Disorders, 53, pp.125-130 Kilminster and Laird (1978) suggested that the ‘voiced liquid /r/ in red’ was accurately realised by at least 75% of 5;0 children. The Fis Phenomenon 33.3% of these words will not include an /r/ phoneme (ie. 5) 66.6% of these will include an /r/ phoneme (ie. 10) Analysing the Data Children will be able to distinguish that gliding is a phonological error rather than a dialectal feature (such as l-vocalisation). We will ensure participants feel at ease by giving them the option to back out or have a break if they wish to do so Parents and children (where possible) will be informed of what the study entails and what the data will be used for Methodology The results of all participants will be averaged within age groups and represented in graphs. Children who produce glides in stage one will also be considered separately to those who don't, in stage two. The children in the sample all attend a primary school local to the investigation. Realisation of Approximants in the Later Stages of Phonological Development Broen, Strange and Doyle (1983) tests Grunwell, P & Russell, J. (1990) A Phonological Disorder in an English-Speaking Child - A Case Study. In Clinical Linguistics & Phonetics. Vol.4(1), pp.29-38 These will include two graphs for word-initial and word-medial

STRATEGIC MANAGEMENT PRESENTATION TEMPLATE

Transcript: In the next ____ years, our company will be recognized for _______________________ _________________________________, in addition, our costumers will have or receive ____________________________________ ______, finally, our product will impact because ______________________________________ __________. Your name(s) here Your position(s) here (Chief Executive Officer, Designer, Engineer, among others). Our Goal: SEO Mission Example: To create a powerful tool that help people to understand the basic principles of global warming. Company positions SOCIAL Continuous Improvement City, State Insert a support image here CMS Your name(s) here OUR MISSION Your company name Objectives OUR OBJECTIVES PLATFORMS Your position(s) here (Chief Executive Officer, Designer, Engineer, among others). . Social Example: To create a powerful tool that help people to understand the basic principles of global warming. Email Address We are a ___________________ ______ that wants to __________ ________________________, by providing an unique service with the highest quality standards like _____ ___________________, finally, we aim to exceed customers expectations like _______________ _____________________________ always in a better way. Your name(s) here OUR STRATEGIC MANAGEMENT PROPOSAL Your position(s) here (Chief Executive Officer, Designer, Engineer, among others). Strategic management components of Example: To create a powerful tool that help people to understand the basic principles of global warming. . Goal

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