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People and Culture vs. HR: What’s the Difference?

AIHR

The role of People and Culture department Change leadership expert Seth Kahan predicted in 2015 that management would “transform twice in the next 10 years.” In the case of People and Culture, this role falls to the Head of People and Culture – a strategic leader responsible for aligning HR functions with business objectives.

Inclusion 104
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What is a Chief Wellness Officer and How To Become One

AIHR

The role of Chief Wellness Officer was virtually unheard of until 2015 when Deloitte and Kirkland & Ellis LLP appointed well-being leaders in their companies. Strategic planning: Planning, strategy and goal-setting will be essential for successfully developing and rolling out wellness programs in the organization that have a real impact.

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5 Reasons Why Your In-House HR Assessment Will Fail (and how to avoid that)

AIHR

The ability to choose or develop assessments is an essential capability to be successful in the HR analytics field ( Coolen & IJsselstein, 2015). Moreover, advice for the possibility of getting more evidence to better inform decision making and strategic planning. Validated or in-house HR assessments?

Scaling 98
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IT Strategy: How to Align Technology with Your Business Goals

Walk Me

In its biggest sense, IT Strategy includes all the principles, plans, and processes behind an organization’s technology. With good strategic planning, everything in the IT strategy is closely aligned with the overall business strategy. The strategic planning process shows how technology can create value in the company.

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17 Types of Organizational Design and Structures

AIHR

Organizational design refers to how an organization is structured to execute its strategic plan and achieve its goals. By 2015, Deloitte’s Human Capital Trends reported that “the ‘on demand’ and ‘on tap’ talent markets were challenging companies’ ability to manage their total workforce.”

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Dealing With Investors the Sam Palmisano Way

Harvard Business Review

The abridged version is that Palmisano and then-CFO Mark Loughridge came up with what they called the “investor model” or the “road map” — a strategic plan complete with multi-year goals for investment, revenue growth, and earnings growth that they asked investors to judge them by.

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Don’t Set Too Many Goals for Yourself

Harvard Business Review

” Rather than engaging in the typical annual ritual of strategic planning, the best companies instead did their planning on a quarterly basis. As she describes in her book The End of Competitive Advantage , the most successful companies she profiled “make considerable investments in flexibility.”