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shibli:

shibli:
Earlier marketing was considered an art, now experts say marketing is a science. Because we have to calculate or measure the impact, otherwise it is meaningless. Consumer psychology is  a black box, which is unpredictable. It doesn’t work in a linear way. It changes and varies form time to time.

Public relation is important. But experts always recommend for integrated marketing which means a combination of all communication tools without focusing on only one tool. Everything should work together such as advertising, newsletters, brochures, signs, websites, logo, public relation, forum, blog, email, social media, inviting corporate professionals, MoU, seminars, workshops, internal services, etc. Emphasizing one element while ignoring others is called short-sightedness of the leader. 

shibli:

Josh Bersin, CEO, President, Bersin & Associates, HR is a science, you have to measure the performance continuously...

Slowly but surely analytics is coming to the HR department. More and more companies now realize that their traditional approach to managing people data isn't driving the business value they need, driving the creation of a new generation of talent analytic strategies. And what BigData will do is let us walk away from some of our long held beliefs about what makes people perform.Questioning Executive Beliefs about What Drives Sales Success

One company is a large service provider who hires thousands of sales people every year. The generally accepted "beliefs" among executives are that top performers come from brand name colleges, have good grades and have demonstrated leadership abilities in their prior positions.

This is typical, by the way. Most companies are filled with decisions being made based on "gut feel," or "basic beliefs" - but many are not really grounded in data. When you really take on HR as a science, you start to let the data tell the story.

In this case the company did an analysis of the turnover, sales performance, and productivity ramp of several thousand sales people over several years. What they found was that high-performers in their sales organization met six key criteria:

1. They had no typos or grammatical errors on their resume.

2. They obtained some college degree and did not drop out. (The actual degree did not matter.)

3. They had experience selling real-estate or autos.

4. They had demonstrated success making quote and achieving success.

5. They were able to perform under "vague instructions" (tested through assessment and interviews)

6. They were excellent at multi-tasking and following up on tasks.

What did NOT matter was:

1. What school or degree they went to.

2. What grades they got in school.

3. What their references said about them.

Using this information, the company altered its screening and hiring process significantly, and within the next six months found a $4.5 Million increase in revenue over their traditional runrate (this is a big company).

Data-Driven Decisions Can Transform your Business

In HR we deal with a lot of vague and difficult decisions: who to hire, who to promote, who to move into a new position, what training and coaching a person needs, how much to pay people, etc. These are "imperfect" decisions - there is never a true "right" and "wrong."

So there is a huge tendency to act on experience, gut-feel, basic beliefs, and tradition.

When you start to use BigData in HR, you can throw this out the window. In fact, if you use a scientific model for decision-making, you would tend to use history and beliefs to "color" the data, not in reverse.

We recently published our BigData in HR research, which includes a detailed maturity model and roadmap you can follow to build analytic capabilities in your organization. While there are a lot of tools in the market to help, our research shows that this is not a "tools" problem at all - it is a new way of thinking and a new set of skills you need in your HR team.-Josh Bersin CEO, President, Bersin & Associates

shibli:
The Dirty Little Secret About Top Leadership
by Doug Riddle


Top leadership in many organizations do not understand nor can they clearly define their value proposition.  Few CEOs can say how they are supposed to work their magic within their organization.

A CEO sets the direction of the company.

So, I ask, “What is the direction of the company?” We are full of directions and vision statements which are well-meaning, but often sound just like every other company’s vision statement. For these statements to become more than lovely aspirations, something is missing.

what’s missing?

What’s missing is clarity about the identity of the organization, its character. If we know who we are and what we are becoming, the people of the organization can make intelligent choices about the investment of their time and energy. So many vision statements read like imperial dreams: to become the best…the biggest…the leading…. They can be overly involved in promises of performance. They’re too pie-in-the-sky to have much effect on the majority of workers. They’re not personal enough. That’s what an expression of our identity can provide.

For individuals, the sense of identity is the mental and emotional skeleton on which hangs all our behavior and personality and values. Our sense of identity is the strong center that tells us when we are doing something that doesn’t fit who we are (or believe ourselves to be). No matter what values we proclaim, our behavior is spurred and limited by how we see ourselves. Identity gives substance to what we believe and to what we aspire.

It is the job of the senior leadership of the organization to model and give voice to the organization’s identity. As they do, people throughout the organization understand what actions are worthy and what are not (ethics). Workers at all levels can believe in the vision, because they identify with the organization and they adopt that identify as their own (execution). Identity stays the same no matter what’s happening in the market.

And, as we know, people live up to (or down to) who they think they are. It’s the job of the senior team to walk and talk the identity of the organization. Culture and values are expressions of identity.

Does your organization have a clear sense of who you are as an organization?

- Doug Riddle

http://www.leadingeffectively.com/

shibli:
http://www.kalerkantho.com/index.php?view=details&type=gold&data=Cricket&pub_no=1025&cat_id=1&menu_id=90&news_type_id=1&index=0&archiev=yes&arch_date=07-10-2012#.UIjqGGf_fCM

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