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Posts Tagged ‘Human resources’

Daniel Goldstein makes tools that help us imagine ourselves over time, so that we make smart choices for Future Us.

Today, we have many sources of information and knowledge. That is true for topics surrounding Corporate Social Responsibility, Sustainability, Business Transformation, etc. I have discovered some very good videos that are supported by the Creative Commons (CC) license and comply with the Digital Millennium Copyright Act (DMCA). For more information, please go to originating sites for more information (TED, YouTube, and other  web sites). We hope you enjoy these videos and share with your friends and colleagues.

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Those working at capacity, professionals most likely prepping to leave
by Neli Esipova and Julie Ray, Nearly 50 Million Worldwide Planning to Migrate Soon, Gallup, February 24, 2012

WASHINGTON, D.C.

These findings, and others highlighted in the new report, “Gallup World Poll: The Many Faces of Global Migration,” are based on a rolling average of interviews with 401,490 adults in 146 countries between 2008 and 2010. The 146 countries represent more than 93% of the world’s adult population.

Potential migrants in the Middle East and North Africa were the most likely worldwide to say they plan to leave their countries permanently in the next 12 months. While more than one in five adults (21%) in the Middle East and North Africa overall said they would migrate permanently to another country if they had the chance, one in six of them said they were planning to do so in the near term.

Twelve percent of potential migrant adults in sub-Saharan Africa said they are planning to move to another country permanently in the next year, while 10% of potential migrant adults in the Americas said these were their plans. In all other major regions, the percentage planning to move is in the single digits.

The Most Educated, Those Working at Capacity, and Professionals Prepping to Leave
The people countries would most like to retain or attract — those with high levels of education, professional workers, and those already employed at capacity — are the most likely to say they are making preparations to migrate such as applying for visas or residency and purchasing tickets. This may partly reflect their greater likelihood of having the means to move, but still provides insight into who is motivated to take the necessary steps.

While education makes a significant difference among those preparing to leave, it makes little difference among those who say they are planning to migrate. Among those planning to migrate in the next 12 months, those in the most educated group are nearly twice as likely as those in other education groups to say they are actively preparing to leave.

Those who are employed at capacity are the most likely to say they are making the necessary preparations to move. Although the underemployed are often the most likely to say they would like to migrate permanently and say they are planning to go, they are actually the least likely to say they are taking steps to migrate.

Worldwide, those whose work falls under the “professional” category, which includes professions such as lawyers, doctors, managers, business owners, and office workers, are more likely to desire to migrate than those who are “not employed” or those whose work falls into a category other than “professional.” A majority (54%) of “professionals” who are planning to migrate in the next year say they are actively preparing to move.

Bottom Line
No one factor explains why some people only dream of migrating, while others go. Many factors can influence the situation. Potential migrants’ personal circumstances such as their finances, health, family situation, and their job status can keep them home or push them out the door. Migration policies — or lack thereof — can also create so many roadblocks to leaving or entering a country that potential migrants become discouraged. Yet Gallup’s surveys show millions are actively preparing to leave their homelands for good — and it is often the best and brightest that their homelands would like to see stay.

For complete data sets or custom research from the more than 150 countries Gallup continually surveys, please contact SocialandEconomicAnalysis@gallup.com or call 202.715.3030.

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Drought on the Hay Plain.

Image via Wikipedia

This list originated from KPMG and represents one of the most credible documents that asserts enormous economic, environmental and social trends that will have significant impacts to enterprises, industries and economies for the next twenty years. They explored sustainability “megaforces” that are anticipated to impact business of the next 20 years. The analysis exposed potential increase in external environmental costs and its related risks, and issued a call to action for business leadership.

New research from KPMG International has identified 10 “megaforces” that will significantly affect corporate growth globally over the next two decades. Sustainability “megaforces” impact on business will accelerate due to:
•    The costs of environmental impacts of business operations are doubling every 14 years.
•    Companies should expect increases in external environmental costs which today are often not shown on financial statements.
•    Businesses and policymakers must take joint strategic decisions and act now.

New research from KPMG International has identified 10 “megaforces” that will significantly affect corporate growth globally over the next two decades. … Michael Andrew, Chairman of KPMG International, said: “We are living in a resource-constrained world. The rapid growth of developing markets, climate change, and issues of energy and water security are among the forces that will exert tremendous pressure on both business and society.”

“We know that governments alone cannot address these challenges. Business must take a leadership role in the development of solutions that will help to create a more sustainable future. By leveraging its ability to enhance processes, create efficiencies, manage risk, and drive innovation, business will contribute to society and long-term economic growth.”[1]

1.    Climate Change
2.    Energy and Fuel
3.    Material Resources
4.    Water scarcity
5.    Population Growth
6.    Wealth
7.    Urbanization
8.    Food security
9.    Ecosystem decline
10.    Deforestation

John B. Veihmeyer, Chairman of KPMG’s Americas region and Chairman and CEO of KPMG LLP (U.S.), said; “KPMG’s clients and others are seeing the link between sustainability and financial results becoming increasingly clear. Companies that recognize the external influences on their organizations and leverage them as opportunities are realizing a competitive advantage. To that end, the exercise of measuring and reporting sustainability activities to stakeholders with clear, accurate data is increasingly relevant and quickly becoming a priority.”[2]

Note: KPMG is a global network of professional firms providing Audit, Tax and Advisory services. We operate in 152 countries and have 145,000 people working in member firms around the world.

Services
Jarvis Business Solutions, LLC, © 2012,  www.JarvisBusinessSolutions.com, For services:
Sustainability, Business Planning, Strategic Alignment, Lean Six Sigma, Balanced Scorecard, Dashboards, Business Transformation Strategies, Quality Improvement, Customer Satisfaction, Quality Standards, Service Quality, IT Consulting, Business Consulting, Transformation Consulting, Quality Circles, Lean, Six Sigma, Advisory Board, Intangible Assets, International Business Planning, Strategic Gaps, Key Performance Indicators, IT Remediation, Performance Metrics, Global Project Management


[1] Press Release, KPMG, Sustainability “Megaforces” Impact on Business Will Accelerate, Finds KPMG, 14 Feb 2012; Retrieved: 14 Feb 2012
[2] Ibid., Sustainability “Megaforces” Impact on Business Will Accelerate, Finds KPMG, Retrieved: 14 Feb 2012

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What’s next? Change Now and Reap Rewards – Part 3 of 3
As mentioned in the previous article, your internal processes are key to identifying your target market to consider and promote sustainability:

1. Every customer is a diamond in the rough, potentially precious. Take GOOD care of each of them, especially the repeat customer.

2. Reevaluate your entire pricing structure. Maintain your margins by market testing increase or decrease pricing strategies.

3. Don’t rely solely on the web. Be proactive and meet the people loyal to your products and services.

4. Evaluate your core business needs. Assess and increase its value. Don’t loose your focus.

5. Managing resources are important and employees are usually the key resource often overlooked. Keep your employees in the communication loop regarding change and how the change process will be implemented.

6. Know your strategic value to the market. Do you provide products and services on cost, quality, flexibility, service timeliness, partner relationship or other areas?

7. A recession is an opportunity to increase the quality of your human resources. Hire quality people for open requirements. Be methodical. Take you time in assessing the candidates. Make the best decision for your company. Remember, change can be a catalyst to improve your organization and morale.

8. Refinement and prototyping extend your knowledge on how your business can be improved. During a recession, your efforts can quickly pay-off when the market opens up, when cost reductions are replaced with productivity, or when new product or service introductions have been postponed.

9. Cash flow is the life beat of your company. Monitor it. Keep you accounts receivable, timely, current and limit bad debts.

10. Cost reduction is important in a recession, but understand the consequences. Know where to reduce. Look for efficiencies in processes. Increase your productivity through reduced costs.

11. Look for strategic investments for they may get a price break during a recession. Focus on new processes, equipment or technology that produces efficiencies, productivity, quality and cost reduction. Most importantly, recognize the project implementation’s lead-time and plan accordingly.

Source: Jarvis Business Solutions, LLC, © 2009, For services: www.JarvisBusinessSolutions.com

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