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16 record(s) found.
 by Karen V. Beaman (originally published December 2008)
Filesize: 4.79 Mb The changing technological paradigm brought about by Web 2.0 and Software-as-a-Service (SaaS) is enabling a new framework for HR business process design. The traditional method of defining business requirements and building system specifications by creating a plethora of static Word and Excel documents is being replaced by a rapid, iterative, collaborative, prototyping approach. The new world of On-Demand applications that are agile, adaptable, and dynamic allows users to build their business processes online in a collaborative, iterative manner – changing and refining processes as they move forward – creating a much richer, faster, and more effective approach to HR business process design. |
 by Karen V. Beaman (originally published April 2009)
Filesize: 11.38 Mb The objectives of this presentation are to:
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 by Karen Beaman (originally published October 2008)
Filesize: 0.67 Mb This presentation reviews the human process of change -- with all it's positive and negative emotions -- and provides a change management methodology to help organizations successfully manage the outcome of change. A sample workshop is provided at the end to get participants involved in creating strategies for effective change management in their own organizations. |
 by By Karen Beaman and Mike Kent (originally published January 2010)
Filesize: 1.61 Mb In today's business environment of "permanent white water," every organization is always experiencing change. Small scale changes we mostly take in our normal stride. However, special expertise and processes are needed when dealing with the organizational, people, process, and technology aspects that occur with larger change efforts, such as new technologies or new systems implementation, in order to ensure minimal disruption to the business,. This presentation will help participants understand the role that HR plays in the process of change and provide some tools, tips, and best practices for more effectively managing change in the new digital, virtual, global, mobile world we now live in. |
 by Karen V. Beaman (originally published October 2006)
Filesize: 2.01 Mb Global mentoring is becoming increasingly important in today's international business environment. Nevertheless, there are different considerations for mentoring executives in a global environment versus a domestic one. For example, a U.S.-based company with an international presence is likely to have needs that are different from those of a multinational organization. There are other considerations when designing and implementing a global mentoring program as opposed to a domestic mentoring program. Cultural, language and geographic challenges must be considered. This webcast explores these challenges, and best practices in process development and training for effective mentoring in global business environments. |
 "Myths, Mystiques, and Mistakes: The Role of the Global Mindset in Building an Effective Multicultural Workforce" link
by Karen V. Beaman (originally published December 2004)
Filesize: 2.71 Mb With the ever-accelerating speed of change and the ever increasing demands placed on global business, our world is both expanding and shrinking – expanding by promoting broader, more extensive contacts among countries and individuals, and simultaneously, shrinking through faster and easier access to information and people from different cultures around the world. While these paradoxical forces provide increased business opportunities, they also create more occasions for cross-cultural conflict and misunderstanding. |
 by Karen V. Beaman (originally published April 2005)
Filesize: 5.80 Mb This lectures presents a model for understanding cultural differences and building awareness of the effects that culture has on language. It discuss the aspects of the international business environment and the role that culture and language play, and illustrates the application of various analytical perspectives and models from linguistics and the social sciences on international business communications with the goal of demonstrating the interdependence of the social science disciplines -- sociology, psychology, anthropology, and linguistics -- and to show their effects on various business situations. |
 by Karen V. Beaman (originally published May 2004)
Filesize: 5.08 Mb This presentation provides an introduction to the issues of communicating in a multicultural environment. Different types cultures, direct and indirect language, agreement and disagreement, lexical differences, non-verbal communciation styles, facial expressions, and meeting etiquette all vary significantly across cultures, leading to potential miscommunications and even conflict. Some recommendations are provided for understanding and improving communications in a multicultural environment. |
 by Karen Beaman and Al Walker (originally published April 2007)
Filesize: 1.16 Mb Wherever in the world your company has operations and employees, you need reliable economic indicators and compensation planning information in order to make equitable, competitive, and cost-effective business decisions that align with your global workforce strategy as well as corporate goals, policies, and practices. Knowing the right market-driven questions to ask anywhere in the world regarding salary trends, unemployment rates, inflation outlook, and anticipated GDP is critical to the success and profitability of your global organizations. |
 by Karen Beaman and Jim Candler (originally published April 2007)
Filesize: 7.38 Mb The business world continues to globalize. No longer limited by geography or national boundaries, companies of all size are ‘going global’—compelling HR professionals and other decision makers with significant line-of-business and value creation responsibilities to enter the unchartered territory of sustaining competitiveness worldwide using new tools in new markets. The truth is, building a world-class borderless enterprise is difficult to conceptualize, visualize, and support. The complexities of acculturation as well as the barriers of language, business practices, and international regulations contribute to a lack of organizational clarity when transcending boundaries. |
 by Karen V. Beaman (originally published January 2008)
Filesize: 1.36 Mb * Components of a Global Business Strategy * Evolution of the Modern Organization * Types of Global Organizations * Working in a Global Environment * Building a Global Service Delivery Model * Managing the Globalization Life Cycle |
 by Michael Kent (originally published May 2009)
Filesize: 1.28 Mb At the beginning of this year, the Lilly Ledbetter Fair Pay Act of 2009 was signed into law and the Paycheck Fairness Act is likely to pass in this congressional session. Both amend the existing laws to make it significantly easier for plaintiffs to bring pay discrimination actions increase potential damage awards. This webinar is focused on Fair Pay liability and how it will be affected by the new Lilly Ledbetter Act and other pending legislation. What is Fair Pay and what is the Lilly Ledbetter Fair Pay Act of 2009 and the proposed Paycheck Fairness Act:
Determine your organization’s risk for litigation related to Fair Pay issues:
How to address possible Fair Pay issues in a strategic, timely and cost effective manner:
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 by Karen Beaman (originally published December 2008)
Filesize: 2.02 Mb The impact of the global economy on local operations is impacting all areas of business today. The ability to operate globally is a reality that requires careful planning and execution. This presentation provides a standard definition, global model, and the specific components for shared services. It discusses the global considerations that must be understood when taking shared services operations globally and provides a global methodology along with risks to be aware of and mitigation strategies that can be followed to help companies avoid common pitfalls and increase the likelihood of successful deployment. |
 by Karen V. Beaman (originally published June 2004)
Filesize: 4.45 Mb HR Outsourcing (HRO) is expanding and evolving at a phenomenal pace. Every day there are new developments in outsourcing appearing in the business news -- new vendors and alliances being formed, new deals and partnerships being cemented (or dissolved), new products and services offered, all the hype around offshoring. Outsourcing is unmistakably the Next Big Thing, and human resource outsourcing has captured the attention of today's business managers. But, how is one to make sense of it all? What works and what doesn't? How can one separate fact from fiction -- hype from hard reality? |
 by Karen V. Beaman and Jeanne Kalinowski (originally published April 2009)
Filesize: 3.48 Mb The objective of this presentation is to:
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 "The New Multi-Dimensional Talentforce: Implications for Managing the Emerging Multi-Generational, Multi-Cultural, Multi-Contractual, and Multi-Environmental Workforce" link
by Karen V. Beaman (originally published May 2009)
Filesize: 8.80 Mb There is no question that the modern workforce is changing. And it’s changing fast and in many ways. Understanding these changes and learning to manage them effectively is a key role that HR has in optimizing the productivity of workforce. There are four major aspects to the evolving modern workforce – the new Multi-Dimensional Talentforce:
• Multi-Generational – we are now seeing up to four generations of workers working simultaneously in the workplace — Veterans, Boomers, X’ers, and New Mils — each with differing world views, work/life needs, and job expectations of their employers.
• Multi-Cultural – we are experiencing increasing cultural differences as organizations continue to go global; pervasive globalization, continued immigration, and increased mobility is bringing greater global diversity to the workplace and creating considerable opportunities for cultural conflict.
• Multi-Contractual – we are living in challenging economic times which is spawning the rise of the contingent workforce and a plurality in worker contract types from full-time employees to part-timers, contractors, consultants, freelancers, outsourcers, partners, and other third-parties.
• Multi-Locality – the ubiquity of the Internet and the evolution of Web 2.0 are enabling the digital, virtual, mobile, remote world in which workers can work anywhere, anytime, anyhow, reducing our perceptions about space and time and blurring the distinction between work and play.
Interwoven throughout these four dimensions are, of course, personality characteristics — both learned and socialized — that make up the human workforce. Clearly the challenge for HR and organization leaders is to develop strategies that effectively utilize the strengths of the multi-dimensional talentforce and mitigate the challenges by leveraging global diversity through Awareness, Understanding, Acceptance, and Integration. Transitioning through these stages from initial Denial and Rejection to Awareness and Integration involves managing the process of change. Some individuals understand and embrace diverse ways of working more readily than others. A major role for HR professionals is to support individuals and the organization throughout the continual change process. This presentation will discuss each of these areas and explore the lead that HR can take in helping to leverage the workforce and manage the change and integration process in the increasingly complex world we live in.
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